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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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Amazon’s Talent Bar-raising Program Reveals Flaws in Hiring Practices

Amazon’s Talent Bar-raising Program Reveals Flaws in Hiring Practices

The Six Sigma movement of the 1980s and 1990s was developed around the same concept of correcting problems as early as possible in the process to minimize costs and maximize final product quality.

The same idea can be applied to a company’s sourcing and selection process based on the idea that too many rejections at the end of the process, including good candidates opting-out or rejecting offers and bar-raisers saying no, means there’s a problem somewhere upstream. Eliminating these upstream problems will reduce costs, increase recruiter productivity, save time, and shorten time-to-fill while raising the quality of the people being seen and hired.

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Posted in: Current Articles, Talent Strategy

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When Personality Tests are Useless for Hiring and When They're Mandatory

When Personality Tests are Useless for Hiring and When They

I’ve long contended that personality style tests like Predictive Index, DISC and Myers-Briggs are inappropriate for screening candidates in or out before they’re interviewed. The problem is that these tests measure preferences, not competencies. More important, most people can modify their preferred style to meet the needs of the situation, something not even considered by these types of questionnaires. As a result, there are just too many false positives and false negatives to make these types of tests good enough for filtering candidates early in the hiring process.

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Posted in: Current Articles, Performance-based Interview, Quality of Hire

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Headhunter Secrets for Acing the Interview

Headhunter Secrets for Acing the Interview

From the company perspective, one of the biggest disruptors involved replacing generic and skills-heavy job descriptions with the answer to this question: “What does the person taking this job need to do over the course of the first year to be considered both successful and highly satisfied?”

The answer resulted in a list of 6-8 KPOs (key performance objectives) describing the work the person needed to do and its importance.

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Posted in: Current Articles, Performance-based Interview

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Eliminating Turnover Requires a Lot More Commonsense and a Lot Less A

Eliminating Turnover Requires a Lot More Commonsense and a Lot Less A

It doesn’t take a lot of insight to attribute the increase in turnover over the past 25 years to the idea that most people change jobs for the wrong reasons. For some proof, just consider this report from Gallup indicating that only 30% of the workforce is fully engaged. According to Gallup, this results in a $1 trillion problem. A more recent survey we conducted on how job satisfaction impacts job hunting status validates the Gallup study.

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Posted in: Current Articles, Rethinking the Job Description

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Assessing Motivation Can Make or Break Your Next Hire — Here's How to Do It

Assessing Motivation Can Make or Break Your Next Hire — Here

In my 40+ years of recruiting, I’ve learned that recruiters often make a critical mistake in assessing a candidate for a position. Simply put, they think a candidate’s motivation to get the job (such as being prepared and on-time for the interview) is the same as their drive to do the job once they’re hired.

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Posted in: Quality of Hire

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A Paradigm-Shifting Idea When It Comes to Hiring

A Paradigm-Shifting Idea When It Comes to Hiring

Consider Hiring an Investment, Not an Expense

It seems the only companies successful at attracting great people on a consistent basis are those with the big brass employer brands. For everyone else, even those using ZipRecruiter or Indeed, it’s hard to hire stronger people when the focus is on the speed and cost of hiring rather than the impact those being hired can make.

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Posted in: Talent Strategy

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Stop the Revolving Door of Dissatisfaction and Turnover with This Crazy Idea

Stop the Revolving Door of Dissatisfaction and Turnover with This Crazy Idea

It’s important to remember that when it comes to changing jobs, it’s where you’re going that matters more than where you’ve been. 

In a recent post I contended that you don’t need a high-tech solution to solve a high touch problem like turnover. The problems and solutions are just too obvious.

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Posted in: Passive Candidate Recruiting, Recruiting & Closing

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Eliminate the #1 Cause of Employee Dissatisfaction with this One Change

Eliminate the #1 Cause of Employee Dissatisfaction with this One Change

In The Essential Guide for Hiring & Getting Hired I contend that one of the big reasons companies struggle to hire exceptional talent is by posting job descriptions that require a bunch of prerequisites that don’t predict on-the-job success.

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Posted in: Rethinking the Job Description

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The Power of the Exploratory Phone Screen

The Power of the Exploratory Phone Screen

In this podcast Lou Adler goes step-by-step through what he contends is a barometer for a company’s entire hiring process. Using this process you will only need to phone screen 10-12 people to interview 3-4 people in-person to wind-up with one great hire. Whenever these metrics are exceeded the problem is either due to ineffective sourcing or weak recruiting or assessment skills. In this podcast you’ll learn how to identify outstanding talent who will not only raise the talent bar at your company but also will accept a fair offer. 

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Hiring for Performance Not Skills

Hiring for Performance Not Skills

Frequently hiring managers make the excuse that they don’t have enough time to spend with the recruiter to discuss a new job. Instead they want the job posted right away. In this podcast Lou Adler describes how this approach wastes more time than it saves and how to convert a 45-minute conversation into stronger hires.

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Posted in: -, Current Articles, Podcasts

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