Joan Lloyd has a great post that I saw at Don’t turn down the new job before asking these questions by Joan Lloyd bizjournals.com. Her questions are: * What specific results are you expecting in the first three months? Six? One year? How will you measure those results? * To whom can I go for […]
SlackerManager agrees with me in his How do you hire great people?. I said Hire for Intangibles; You Can Teach Technical Skills. It’s a person’s attitude, passion, and ability to work with other people that counts.
In my recent consulting (workshops and assessments), several technical staff and their managers have told me they’re not sure they are being paid what they’re worth. I ask “How do you know?” They tell me all the ways they’re working for the organization and how much that benefits their managers. I ask the next question,
I emailed with a colleague today. He’s been looking for a position that shouldn’t be too hard to fill–but it is. Let’s assume the position is a development position. He interviewed a candidate. He’s not thrilled with the candidate; the candidate doesn’t have quite enough functional skill to do a good job. The interviewing team
In Hiring the Best …, I recommend you hire for today’s projects, not for tomorrow’s projects.Now that we are back in a candidate’s market, it’s even more important to hire the people you need now. You can’t tell who you’ll need in the future. That “guaranteed” project? I’ve seen many of them postponed again and
George Dinwiddie pointed me this post, I got rejected by Google – woe is me. Read through the comments; they are as illuminating as the post. Here’s the stated Google hiring strategy, Hiring: The Lake Wobegon Strategy. I don’t see Google’s stated practice of hiring above the mean as congruent with what’s happening in practice.
If you’re a hiring manager, read Mike’s Life Is A Hire Way: 5 Tips For Startup Hiring. Great ideas, Mike! (And not just for startups.) Labels: hiring decision, hiring strategy, interview, recruiting
The first step in making a job attractive is to create a job that’s an opportunity for someone, not just a job (Adler). An opportunity allows people to grow in some dimension, not just do the same-old, same-old. That means you need to develop a hiring strategy, and do a job analysis so you can
According to my colleagues inside organizations, we are officially in a seller’s (candidate’s) market for technical jobs. Managers report it’s difficult to find people, and they want to know how to make the jobs attractive. I don’t claim to know a lot about sales (just enough to keep myself in business!). Here’s the one thing
I’m doing a webinar series for Kennedy, starting this Thursday. See Building Effective Hiring Strategies & Job Descriptions To Match!. You can sign up for either or both. I hope you decide to join me Jan 18 and 25, 2007. (I’ll be doing another series in May about how to use different interviewing techniques and