By Jeff Altman, Big Game Hunter
One of the most quoted figures in talent acquisition is that about 46% of new fare fails within 18 months. About half of the leaders hired from outside an organization failed within the first 18 months, according to a survey, reported by a survey. Harvard Business ReviewAnd the worldwide employee engagement is at 15%, based on the findings of Galp’s “State of the Global Workplace” report. No one goes out of its way to achieve such results, but it is clear for me that no one is hiring keeping in mind the end.
Although many prefer to explain how data-powered hiring is replacing hiring for “fit” while interviewing, facts suggest that (“rent for fit”) is still prevalent in the selection process for new fare and managers are often unable to do so because they have a shortage of real data that someone will actually fit. Even when technology is used to compare the potential new fare already hired, the data set for existing employees is old. These people have already changed since they were hired, causing the data to become obsolete.
The interview has developed in a mechanical process. Yes, similar questions should be asked about possible questions to identify skill ability, but to go beyond those questions, other questions greatly reduce the truth from those asked. Finally, with many interviews starting with, “Tell me about yourself”, it gives information about what the potential fares have done professional and how it matches the job requirements. What are you really learning about the person you project on them in addition to the personality characteristics?
For example, I remember to debate the manager of a work after an interview, who told me about many negative qualities about the person he met him. “How do you know this?” I asked, and then heard the explanation of his opinion about the person. The hiring manager, however, did not say anything to determine those qualities.
This is the problem that I get along with hiring. Those accused of hiring are often ill to assess for fit, are on good behavior with potential fare and forget that the job hunter is also on good behavior. What needs to be changed. We need to create an environment where candidates believe that we want to know them and it matters to us. To do this, start with these four questions:
1. What is most important to you in the next job or organization?: Instead of asking “Tell me about yourself” ask this and follow it “What will you need to see or hear, to believe that we will be the right choice for you?” If you cannot provide it, then why should you waste your time and their time?
2. Why do you do what you do?: Ask this question that once you determine that your firm has an opportunity that can fulfill their objectives. You will know how he decided to work in this profession and achieve this level of success. For example, “I started in school as a software engineer and now managed a team of engineers. I became a manager because …” With this question, you can remove them from scripted answers that they are ready to use and facilitate their opening and reveal themselves something.
3. What did you want to be when you were growing up? This will teach you about their childhood dreams and will give you an opportunity to listen to their passion completely unformed. “I wanted to be a pitcher for Yanki.” “I dreamed of being a professional Balarina.” See for their excitement and their embarrassment (often shared as a strange smile or laughter).
4. How did you get from there (Yanki Pitcher or Balarina)? Do not judge the answer. We know that it is set in reality. For me, I wanted to pitch for Yankis, but I came to know that I do not have talent. Perhaps the same is true for Balarina. The interesting thing is how they reached here from there. The story may walk for a few minutes but listen carefully. Shared stories often explain how you can tap in their hearts, give them positive recognition and motivate them when you start managing them.
Then, start asking questions that will help you evaluate skills and the person will bring you and your organization.
If you behave like machines like machines, they will eventually break. Often, what breaks first is their soul, desire and passion. By identifying and promoting qualities in your people, you can help keep them busy and keep them inspired until you lead from the place where you consider people as disposable and revenge.
Ⓒ The Big Game Hunter, Inc., Ashville, Nekan 2019, 2024
How do you stand a candidate out of their comfort field?
About Jeff Altman, big game hunter
People rent Jeff Altman, to provide a BS Hunter a BS job search coaching and career advice globally because he makes the job search and successful
Final interview with the president of the company
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He is the host of #1 podcast “No BS Job Search Advice Radio” in iTunes for job search with over 2900 episodes in 13+ years.
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