One of the things that’s so hard about hiring these days is that it’s so dependent on your personal network. LinkedIn is part of your network. Twitter has to be a part of your network. As part of the updated hiring book, I have a section devoted to networking with Twitter. I thought I’d test […]
There’s an article in the Huffington Post about asking candidates to turn over their Facebook login credentials, so the interviewers can see their “private” pages. If you provide your login credentials, your private Facebook pages are no longer private, are they? I have a difficult time understanding why an interviewer wants this information. Is the
Matthias Bohlen interviewed me as part of the preparation for the OOP conference. We spoke on a wide range of topics, not just my talk which is “Six Behaviors to Consider When Hiring for an Agile Team.” We spoke briefly about program management, which is why I’m leading my influence tutorial. Hear the entire podcast
Workshop Objective: Hiring the right people at the right time in a high technology company remains a challenge even to experienced managers. This workshop prepares technical managers (or the HR folks who work with technical managers) for the preparation and hiring of people into the organization. Workshop Overview: This workshop walks you through a pragmatic approach to
Workshop Objective: This experiential workshop helps agile technical teams prepare, interview, and select candidates. This workshop prepares people who may have only been on one side of the interview as a candidate to effectively participate on an interviewing team and effectively evaluate candidates. This workshop specifically address the cultural issues and particulars of finding candidates who
Summary: If you’ve been tasked with creating an agile team, first consider what differentiates an agile team from a non-agile team. In this week’s column, Johanna Rothman highlights six behaviors of people on successful agile teams that candidates for an agile team should possess. Are agile team members different from people on other teams? Yes
I recently spoke with a recruiter new to the high tech field. “So many of these people have suspect experience on their resumes. They’ve been laid off, and then out of work for several years. I can’t believe they would be good for our organization.” If you’ve worked anywhere since 1999, you know some “failures”—people
I have a colleague—a development manager—who blogs about once every week or two, speaks at one or two conferences each year, and gives local talks to professional groups in his area. He says candidates send him email asking for a job. Not all those candidates are reasonable candidates for his open positions, but many are.
As candidate evaluations go, you gotta hand it to the 2008 presidential candidates. They are “interviewing” for the job for longer than the apprentices on the TV show. I was watching the news recently about polling results of the 2008 presidential election. I wasn’t surprised at the top few qualifications: experience, competence, values, and character.
I was recently talking with an executive recruiter. “I’ve been recruiting managers for years, but in the last couple of years, it seems more tricky. My clients don’t exactly know what they want, and it seems as if everyone’s had an ‘untraditional’ career path. What’s going on?” Managers are people too—so why is recruiting managers