Tuesday, August 28, 2012

Consistent Hiring Process

Many critical decisions are still based on the opinions or perceptions of a few rather than a consistent process. This includes the hiring of new employees. The qualitative relevance does have a place but in the ending stages of evaluation and selection process but somethings dictates the shortlisting of candidates rather than being an addendum to qualitative review.

Build out a structured review that includes the critical factors such as the skills, qualifications, and experience that are required to meet the job function. Append to the categories the desired criteria and then set the relative priority of each. Verify the criteria, category, and global level calculations are an accurate reflection of the decision.

Then added the qualitative factors such as gut feel scoring and consensus to round off the process.

Don't add too many criteria otherwise you may miss good candidates because of analysis bias. As you undertake this approach, overtime the process will improve and become more adapt at identifying the types of individuals that are a "good fit" within your organization.

This will build a consistent hiring practice that will provide more predictable performance and outcomes. The objective is to find the best fit for the role in alignment with organizations objectives not only people we like. Thats for Facebook! Just joking incase someone didn't like my attempt at humour :-)


  1. Bob Gately's comment from LinkedIn • Hello Osman, the one thing that most hiring managers do not consider is job related talent. The best candidates, i.e., the most sought after candidates, may or may not be a good hire.
    • Competence is the King of job performance.

    • Talent is the Queen of job performance.

    • Potential is the Prince of job performance.

    • Education is the Princess of job performance.

    • Experience is the Court Jester of job performance.

    Competence and Talent rule job performance.

    There are many factors to consider when hiring talent but first we need to define talent unless "hiring talent" means "hiring employees."

    Everyone wants to hire for talent but if we can't answer the five questions below with specificity, we can't hire for talent.

    1. How do you define talent?
    2. How do you measure talent?
    3. How do you know a candidate’s talent?
    4. How do you know what talent is required for each job?
    5. How do you match a candidate’s talent to the talent demanded by the job?

    Employers need to assess for:
* Cultural Match

    * Skills Match (KSA)
* Job Match (Talent)

    Some employers assess for all three.

    Potential is identified during the Job Match evaluation.

    Read the following web page for a description of how to hire high-potential employees.


    1. Thanks Bob, very interesting response. I would be interested in finding out some guidelines and reading some example responses to the five questions if that is ok.

      As I am interested to learn more, what books, material, or other resources would you recommend?

      Is the, The 7 C’s of Hiring, a good start?

      I am trying to leverage your expertise on the topic!

    2. Bob Gately • Hello Osman, "Thanks Bob, very interesting response," you're welcome and it is my pleasure and I appreciate the feedback.

      "I would be interested in finding out some guidelines and reading some example responses to the five questions if that is ok."

      I share what I know whenever I can. The funny thing is we don't give the answers to the 5 questions but our clients learn the answers for each of their positions.

      "As I am interested to learn more, what books, material, or other resources would you recommend?"

      Send me an email, see address below, with SEND BOTH REPORTS as the subject and I'll send you several documents that show what it is we do.

      "Is the, The 7 C’s of Hiring, a good start?"

      Do you mean the following 7 Cs from Forbes?
      1. Competent
      2. Capable
      3. Compatible
      4. Commitment
      5. Character
      6. Culture
      7. Compensation

      Yes, our framework fills in some information on some of the 7 items.

      "I am trying to leverage your expertise on the topic!"

      Seems fair to me.

  2. MBTI - Myers-Briggs Type Indicator - Does it work in providing a better indication of who is the right person to hire? Experiences to share would be great.

    1. Hello Osman, always ask the assessment publisher if their assessment is suitable for employee selection. The MBTI is an Ipsative assessment and it should not be used for employer selection according to its publisher. Employers are on risky legal grounds if they misuse an assessment.

  3. Carl Bradford comment from LinkedIn • Based on my many years in the business coupled with the last dozen years certifying recruiting teams in Lou Adler's Performance Based Hiring, I've discovered the hiring process is flawed at most employers. And...the flaw begins by not really defining the job correctly at the outset.

    If you can define what success looks like, and then use the right question technique, the accuracy of predicting a solid hire goes up dramatically. This can be supplemented by a good assessment tool as appropriate.

    I like to ask a hiring manager, "how will you know in the first 6 - 18 months that you made a really good hire?" (or a derivative of that question). This helps focus them on that the person had to DO, vs. just some random batch of skills (which may or may not be necessary for solid performance).

    By default, you get the right mix of skill and experience, cultural fit, etc. That is; if the profile is correct, the interview questions are the right ones and the post interview assessment is based on a structured format.

    Based on my work with The Adler Group, not many employers make the mark, but when they begin to shift towards a performance based approach, their results do improve dramatically. I can easily see this is the 4, real life case studies that I evaluate for their certification.

    1. I recently have communicated with a few hiring related experts and there seems to be a consensus that the process generally in place at many employers is ineffective. If the business/process issues are known then why is the market not moving to correct itself, but if it is then why at a snails pace?

    2. Bob Gately's comment on LinkedIn - Hello Carl and Osman:

      If I am not mistaken, Lou Adler recommends that, "Everyone should use the ProfileXT 100 percent of the time before hiring anyone." The ProfileXT is what our clients use to hire top performers each time a job offer is made and accepted.

      Osman, you asked a good question, "If the business/process issues are known then why is the market not moving to correct itself, but if it is then why at a snails pace?"

      There is a body of knowledge and processes available to help develop a consistent hiring process but too few CEOs know about either and if they do know they ask their HR VP to investigate and report back. CEOs seem to accept their HR VPs comments such as, "Our employee turnover rate is 30% per year which is two percentage points below our industry's average of 32%." Rather then ask why is it even close to the 32% they resign themselves to live with it.

      Replacing employees is very expensive and quite often exceeds 150% of annual salary to replace one employee.

      Seldom does anyone ask, "How do we develop a consistent hiring process?"

      Too many executives have so much experience with inconsistent hiring process that it is inconceivable to them that there is a consistent hiring process available to them.

      All they need to do is ask me how our 50,000+ clients achieve a consistent hiring process. It is easy, effective, fast, inexpensive, and reliable and some of our clients have been doing it since 1991 and the process dates back to the mid 1960s.

    3. Carl Bradford's comment from LinkedIn • Bob, yes you are correct that Lou Adler uses the Profile assessment for the searches he conducts for his search clients. In every search I've helped him with that has been a part of the process.

  4. Bob Gately's comment from LinkedIn • Hi Carl, I am always amused by hiring managers who do not bother to ask, "How do I hire successful employees?"

    I asked a client, "How are you doing 24 months after you started hiring for talent? His reply, "Great, everyone we hire exceeds our expectations." This client had been replacing six project managers a year and he only had 18 project managers so the project manager turnover was killing him financially and emotionally.