Archive for September, 2019

Creating an Extraordinary Candidate Experience Requires a Bar Raiser Program

Creating an Extraordinary Candidate Experience Requires a Bar Raiser Program

In order to hire extraordinary people, you need an extraordinary job and an extraordinary candidate experience (CX). Unfortunately, most companies think the CX starts when candidates apply for a job and ends when an offer is accepted. Lou Adler contends this is too narrow a time-frame since it’s only focused on meeting the needs of only people who apply rather than those who should have.

In this fascinating webcast, Lou will continue his disruption of the hiring process by offering his perspective on what it really takes to create an extraordinary CX.

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Posted in: Podcasts

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How to Determine Work Quality and Intrinsic Motivation in a First Interview

How to Determine Work Quality and Intrinsic Motivation in a First Interview

One of the factors in our Recruiter Competency Model is the ability to be able to assess technical competency and intrinsic motivation in a one-hour interview. In an earlier post someone commented that this was not possible. I begged to differ and offered this advice:

Here are some of the live and forward-looking metrics I’d use to achieve a Win-Win Hiring goal using SmartRecruiters’ Net Hiring Score as a target:

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Posted in: Quality of Hire, Talent Strategy

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10 Ways to Avoid Making $100,000 Hiring Mistakes

10 Ways to Avoid Making $100,000 Hiring Mistakes

Take a moment to consider the following: If your company hires 100 people in the next 12 months, that’s an annual increase in compensation costs of at least $10 million if you factor in an average total compensation of $100,000 per person. Clearly, the total cost of hiring dwarfs the cost per hire, and no matter how you cut it, that’s a lot of money. Unfortunately, much of this spend will be wasted by hiring the wrong people.

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Posted in: Current Articles, Quality of Hire

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Stop Turnover: Give Everyone a 20% Annual Increase

Stop Turnover: Give Everyone a 20% Annual Increase

Ensuring the candidate has the right information to answer the, “Why do you want the job?” question, starts when I first talk with the person. During this call I suggest that no one should accept an offer for another job if it doesn’t provide at least a 30% non-monetary increase. More important, all offers, including not changing jobs or accepting a counteroffer should be compared using this same benchmark. This idea is shown in the graphic and referred to as the 30% Solution.

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Posted in: Current Articles, Talent Strategy

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