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Interviewing for Executive Intelligence
To interview for executive intelligence, ask the person to solve a real-world problem.
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Your Competitive Advantage Is Not What You Think It Is
Everyone says their competitive advantage is their people, culture, and relationships. Those can’t be advantages if everyone claims them.
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Social Influence Networks in the Workforce
Companies are more likely to recruit using social networks like LinkedIn, facebook, and twitter than from job boards.
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Hire Ninjas, Jedi's, & Pirates
Hiring is the core organizational process, not search or innovation. Facebook, for example, hires Ninjas to write great code, but also Jedis to look for and solve real problems, not just ones the boss identifies, and Pirates, who are entrepreneurial and willing to rock the boat.
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Employee Resource Groups Improve Diversity
When it comes to recruiting and retaining diverse talent, employee resource groups (ERGs) offer many benefits.
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Hire for Potential
Jason Jeffay explains why you should hire for potential, not just the current job opening.
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Problems with Hiring for 'Culture Fit'
It’s common for people to surround themselves with similar people. This leads to the same strengths, but also the same weaknesses. You don’t have people who will challenge group thinking. Hire diverse people who also have sufficient EQ skills to present their views.
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Handling Terminations
Mr. Gooch disagrees with the commonly used method of ‘hire slow and fire fast’ methods when restructuring a department or the company as a whole.
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Talent Management & Career Cycles
Twentieth-century corporate pyramids were characterized by simple career cycles: join a company, move up, and retire. That model is obsolete today for both men and women.
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How Organizations Lose Women Leaders
Companies tend to identify potential leaders when they are aged 30-35. The policy applies equally to men and women. But this is exactly the time most women start a family.
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Hire for Integrity
Integrity should be the most important value you vet when hiring.
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Win the War on Talent
If you want to recruit and retain great talent, you have to have great employee experiences.
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Becoming an Employer of Choice
Characteristics of the work environment, and the leaders and managers, characterize an employer of choice.
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Matching People to Job Requirements
They use four-hour interviews to match people with specific job goals in an objective manner. For example, they were told to get a technical expert to lead a division, but an assessment revealed that the technical expert lacked the leadership skills already in place.
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How to Attract Talent
Incentives for attracting new people vary widely — early out Fridays, special benefits, development opportunities, compensation opportunities, etc. These change, but what never changes is, great leaders attract and retain great people. Develop your leaders.
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Winning the War on Talent
The top thing employees want from a job is work-life balance.
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Advice for a Job Interview: Do What Your Mother Said
Interviewers hire based on impressions made in the first few seconds, without asking if someone can do the job. Play the game. Dress nicely, be polite, smile a lot, look them in the eye, and give them a firm handshake.
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Why We Need Women in the Workplace
We need women in the workplace for gender diversity, to gain parity with men, to maintain GDP growth at 3 percent, because women at the top improves the bottom line, consumers are woman while producers are men, and because millennials demand flexible life styles.
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Advice to Hiring Managers
Hiring managers need to understand that outside experience benefits the workplace. For example, when companies innovate they use the same talent and processes and expect a different result. Why not bring in people with different experiences and career patterns?
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The Global English Strategy in the Global War for Talent
To recruit the best people around the globe you need to present your value proposition consistently, which means you need to partner with people in country, communicate the value proposition to the labor market, and integrate what is necessary for success into an interview and assessment process.
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Interviewing for Talent
Interview for seven minutes, then ask yourself if this person can do the job, or is simply someone you like or a convenient hire.
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Recruiting and Developing Front Line Leaders
Recruiting and developing leaders is critical to the life of a company. Mike Jossi shares a successful approach to this process.
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Hiring as a Burden
Hiring people is, of course, a highly important role--one that impacts many lives and the health of the company. Robert Mosher describes his own hiring experience and how it affected how he goes about the process of hiring people now.
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Hire for Values and Beliefs
Hire people who believe what you believe.
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Attracting and Retaining Talent
Most organizations find it a challenge to attract and retain high-caliber talent. In this lesson, Campbell Jones shares Manheim’s highly successful strategy for recruitment and retainment.
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Emotional Intelligence Makes the Difference in Candidates
When sorting out the best candidate for a position, it often comes down to emotional intelligence, says Rob James. Here, he describes how he ascertains whether a candidate has a strong emotional intelligence.
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The New and Coming Re-Generation
Teenagers grew up in the recession. They know that we live in a world of finite water, energy, and money.
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Advice to Generation Y
Gen Y’s won’t like the workplace. They’ll find others bureaucratic and non-communicative. But we need them.
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Managing Generation Y
Gen Y’s are people in their 20’s. They learned computer technologies as kids.
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Managing Generation X
Gen Xers are people in their 30’s and 40’s. They make good leaders because they tend to think about options; they keep doors open.
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Developing High Levels of Engagement
Employees who are excited to come to work are well matched to the culture of the organization.
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Hire for Potential
Hire 50 percent for potential, 25 percent for fit with the culture and values of the organization, and 25 percent for ability to do the job today. Most people contribute in a role different from the one they were hired for.
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Hire Collaboratively
Ask six or eight colleagues to rank candidates on vision, leadership, skill set, business acumen, cultural fit, and other criteria. Tell interviewers to probe, observe body language, ask unexpected questions, and put candidates in unexpected situations.
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The G Factor: Grit and Growth
The G Factor—Grit and Growth—predicts future performance better than current performance.
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Best Practices for Interviews
There are numerous unnoticed biases that can influence a hiring decision, both in the resume and the interview.
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Job Descriptions and Diverse Recruiting
Outdated and overly complicated job descriptions could be hurting your talent recruitment.
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Hire Managers for Intelligence and Fit
Hire bright people who fit your company culture. Look for them in business schools, because business schools accept only bright people.
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Ask What The Other Person Values
To sell, recruit, or otherwise influence another person, first determine what they value. Then deliver on that value. In recruiting, for example, it’s not just the money and the time and the resources. It’s all that plus a reason why the person you’re recruiting should join.
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Hire and Collaborate into Your Weak Spots
Avoid the temptation to hire people like you. Hire for similar values but complementary skills.
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Passion!
The soft stuff is the numbers and the plan. The hard stuff is passion, energy, values, character, and enthusiasm.
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Hire for Passion and Engagement
If you have two candidates who are equal in work and college experience, communication skills, and the like, hire the one how has the greater passion for, and engagement with, the industry.
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The Future of Talent Management
Organizations that offer distributed learning will keep employees, by building their skills and reassigning them as needed.
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The Path to Profits
We don't often hire managers for their ability to turn people on. But that skill is required for success.
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Hiring and Keeping Good People
Jobs are getting more complex. Semi- and unskilled jobs are being outsourced, off-shored, or automated. To attract and retain better people, remember that people leave managers; they don’t leave organizations.