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Careers for Engineers

Monday, May 31, 2010

Who's to Blame for Hiring Mistakes? - Lou Adler


What is a Hiring Mistake?

If you have low standards a hiring mistake is someone who gets terminated or quits during the first 3-6 months. If you have high standards it’s someone who isn’t an achiever. An achiever – typically a B+ or better person – is someone who delivers high-quality results on a consistent basis, deals effectively with all types of people, can take on bigger projects, and gets promoted into bigger roles. To me, not hiring an achiever for most roles is a mistake. For rank-and-file positions, not hiring someone who performs as well as those already in the top-third is also a mistake. Not making these hiring mistakes is sure to improve your company’s overall talent levels.

When viewed from the above perspective, there are some common hiring mistakes that can be virtually eliminated with some talent-focused leadership from HR and the executive team. Here’s my short list of mistakes and some solutions. Since I’m biased, you’ll note a Performance-based Hiring theme to these solutions. Whether you choose to go that route, or not, is less important than doing something that focuses on eliminating the back end mistakes, not just spending all of your resources on finding more candidates.

The Short List of Common Hiring Mistakes and Possible Solutions

1. Not enough good people to consider. On one level this is a sourcing issue. In this case it clearly falls in the lap of the recruiting department for failure. On the other hand, if the company has weak leadership, a non-competitive comp plan, not enough recruiting resources, and a bad reputation, it’s unlikely it will see enough good people, regardless of the strength of the recruiting department. In this case a super strong HR/Recruiting leader would be required to turn around the department. However, if the company’s fortunes are reasonable, then the recruiting function just needs an overhaul. You need to have a strong sourcing and recruiting strategy that drives enough top talent to the table in order to hire enough of them to go around. When the supply of talent exceeds demand, this is easy to do, but won’t be once the recovery begins.

2. The best person didn’t get hired. This is a frequent hiring mistake that seemingly falls on the hiring manager’s shoulders. Of course, you never know about this mistake, so assigning blame for something that didn’t happen is tough to pull off. So in this case I’ll assign blame to the recruiters involved and the process used to compare candidates. Most recruiters are too timid, and rarely fight for a strong candidate who they believe is stronger than the others, especially if the person does not have the exact background listed on the job description. This problem is compounded by the informal decision-making process managers use to decide whom to hire among competing candidates. Performance-based Hiring is a great solution for this with focus on how to use evidence vs. feelings to make the assessment.

3. A strong person was hired, but isn’t working out for a variety of reasons. This is a big disappointment, but usually attributed to hiring an achiever for the wrong job or lack of fit with the hiring manager. Other reasons include an inability to work with the team or some type of personality and culture clash. The job fit mistake is largely caused by not clarifying job expectations before the person was hired, resulting in hiring someone who is competent, but not motivated to do the work required. This is an unconscionable mistake with fault totally assigned to the hiring manager. It’s easily corrected, though, with a little discipline. Just require managers to prepare a performance profile before getting the requisition approved. A performance profile summarizes the performance requirements of the job, not the skills required to do the work. Many of these can address the team, culture, and managerial fit issues, minimizing these types of mistakes, as well.

4. The job was a lateral move for the candidate. This is a variation of the “good person, wrong job” problem above, but with a different solution. During an economic slowdown, the best people aren’t looking, and those that are have lowered their acceptance standards. During a recovery, the best people are all looking for career moves, but are often swayed by a big jump in compensation or a “grass is greener” promise. Once on the job, however, sometimes the grass turns out to be just another shade of brown. Formally implementing a career decision process for candidates to use when comparing their opportunities can ensure that the person is evaluating your position as a real career move. This will not only prevent the lateral move problem, but also allow the company to hire more top people for the right reasons, not compensation and half-baked pie-in-the-sky promises.

5. A weak candidate was hired due to an improper assessment. Sometimes weak people get hired because there was no one else available at the time. More often a bottom-half person gets hired because the selection process was flawed. This is attributed to three fundamental causes. One, a decision was quickly made based on first impressions, intuition, or gut feelings. Two, managers overvalued technical skills at the expense of delivering results on a consistent basis. Three, managers and those on the hiring team made a flawed judgment based on their personal needs and biases in combination with a mix of semi-valid interviewing techniques. Implementing Performance-based Hiring will eliminate these problems.

6. Weak managers can’t hire strong people. Top people don’t want to work for someone who isn’t a leader or can’t be a mentor. In this case a performance profile, the use of an exploratory interview, and intervention by a more senior-level manager can help. Adding a formal “raising the talent bar” process can minimize some of this by making the hiring decision more team-based. In this way weaker hiring managers aren’t making the decision on whom to hire alone, and the candidate has other people to seek out for career advice.

If you have more than two or three of these problems, the root cause is systemic, probably the lack of an end-to-end hiring process. In this case, implementing Performance-based Hiring can have an enormous impact on improving your company’s ability to consistently hire top people across the board. Following are the steps involved. Most are common sense. As you review the list you’ll discover that none of the ideas are profound or hard to implement. What’s hard to do is getting every manager and recruiter to do them every time.

1. Don’t rely totally on skills-based job descriptions. Instead, have managers clearly define what the person will be doing on the job before the req is approved. As part of this include how the person’s performance will be measured.
2. Use the assessment to determine if the person has performed the tasks at the standards described. If you do this, you’ll discover that the person has exactly the skills and experience needed to be successful. This will be slightly different for everyone.
3. Don’t use job descriptions to write recruiting advertising. It’s better if you prepare career-oriented ads that focus on what the person can learn, do, and become.
4. Provide candidates with a decision tool to compare jobs based on their short- and long-term merits (e.g., job stretch, growth, team, comp, work/life balance, etc.). If you give this to them right after the phone screen, they can use it to ask questions and gather the right information to make a reasoned career decision.
5. Systematize the evaluation and comparison among candidates by using a formal evidence-based assessment process based on all job factors (e.g., technical, team, motivation, growth trend, consistency of results, problem-solving, fit, etc.). As part of this eliminate yes/no voting with a requirement that evidence is shared in an open forum.
While this list of mistakes is not complete, nor the solutions proposed the only ones available, the idea of focusing on eliminating mistakes can have a profound impact on overall hiring results. The problem with most companies is segmenting the mistakes, rather than working on them at the system level. This is the underlying benefit of Performance-based Hiring. It started out as a means to eliminate hiring mistakes, and in the process it ended up as system to hire top talent. In my book, Hire With Your Head, I describe how to do this, step-by-step, with specific case studies.

Written by Lou Adler

Thursday, May 27, 2010

Don't sell yourself, but get on the bandwagon...


Found an interesting read about social media marketing written by Dr. Marcha Petrova, an ENG (Engineer Network Group) member on LinkedIn ...

“If you enter into social networking trying to sell [yourself] on every blog post, tweet and Facebook update... you will fail miserably... and then complain that social networking is a waste of time.”

“If you use social tools to provide relevant, interesting information to the community you serve, she says, you will increase your company’s credibility or your standing as an expert in the field.”


Well said !

Also found, was a recently published article by Dr. Marcha in the Magazine for Professional Engieers ... (only a part of the article)

“ In a survey of teens, Deloitte LLP found that 88% use social networks every day, and 58% said they’d consider whether they could access them at work when weighing a job opportunity.”

Makes you think ... doesn’t it.

Facts:

Social Media is here to stay, it’s only going to get bigger.
No use trying to avoid it, no use being scared of it.
No use in thinking you’re too old for this...
No use in thinking it’s a time waster.
Just get out there, and do it!

Like the saying goes:-) you can turn every bad situation into a positive 1, it’s the way you look at it... That makes a difference.

Dr. Patrova
Compliments ... Dr. Parova)

Wednesday, May 26, 2010

Jump Start Your Business: Appreciate Your Employees



I found this to be a good Blog posting for today, and one I think anyone who employs should think about.

Job satisfaction is at a 22-year low. Employees are being stretched thin to make up for lay-offs, with no guarantees that they won’t suffer the same fate. How can you keep your employees happy in such difficult circumstances?

Inc. Magazine’s 25 Ways to Jumpstart your Business suggests building a culture of employee satisfaction. Most managers assume that workers would prefer to be recognized for a job well done with cash bonuses. While most people wouldn’t turn their nose up to some extra cash, don’t underestimate the power of a simple pat on the back. You don’t need to give out “employee of the month” plaques: Just let them know that you see the work that they’re doing, and you appreciate it. Pass word of their accomplishments up the management change. Even a simple handwritten note shows your employees that you took time out of your busy schedule to take note of their work.

The bottom line is that people want to feel important, wanted, and needed. A simple “good job!” can do wonders on morale.

Allison (May 25, 2010

Jump Start Your Business: Appreciate Your Employees

Jump Start Your Business: Appreciate Your Employees

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Thursday, May 20, 2010

Is you cover letter up to scratch....?


The value of the cover letter is often sorely under appreciated amongst job hunters, who often don’t realize how closely employers study them. Many things can go wrong in a cover letter, yet it is also very easy to get right if you know how to approach it. Just follow these two simple rules.

Rule 1 - Always, always, always include a Cover Letter!

Ignoring this rule is one reason why candidates don’t hear back from employers, particularly when applying “cold” i.e. not responding to a posted job vacancy. Cover Letters are an excellent opportunity for you to sell yourself, demonstrate your written communication skills, attention to detail and explain your interest in the role or company.

Never underestimate the value of your cover letter. Many job ads specifically ask for a cover letter to be provided. If you don’t provide one, what does it say about your attention to detail?

Rule 2 - Don’t use a generic Cover Letter

Tailoring your cover letter does not mean simply changing the name of the company and the person to whom it’s addressed (though many candidates forget to do this), it’s tailoring the content of the cover letter to issues specifically raised in the job ad.

Though it’s hard to comprehend at first, your cover letter is not actually about you. It’s about the employer. Many job hunters make the mistake of listing everything that they want and forget what the employer wants. It’s all well and good outlining all your skills, but if they don’t specifically address the job criteria all you’re doing is firing blindly, hoping one of your skills catches the employer’s eye. However, more often than not, such cover letters look misdirected, unstructured and lazy.

Think about how you respond to a mass-email. How much time do you spend reading a mass email compared to an email sent specifically to you and no one else? Employers feel the same way about generic cover letters.

This isn’t to say you must write a brand new cover letter from scratch for each and every job you apply for. You can use a template, as jobs you apply for will obviously be similar, but remember to edit your cover letter based on specific information contained in the job ad. Most ads make it easy for you to do this; take note of bold, italicized, or underlined text and bullet points. These are usually key criteria. Next, specifically address these criteria in your cover letter.

For example, if the job ad asks for someone with strong leadership skills, give specific examples of instances where you have shown great leadership.

The final word

A great cover letter introduces yourself, tells the employer the specific job you’re applying for, why it is of interest to you and why, using specific criteria outlined in the job ad you’re the best candidate.

On the off chance you hadn’t noticed, be specific! A specific cover letter is a focused cover letter, a structured cover letter and tells the employer you’ve read the job ad, you understand what they’re looking for in an employee and you have a genuine interest in the role and the company. A cover letter does not have to be an essay. One page or 300 to 400 words is easily sufficient.

Specific.

Jeremy Bost

http://www.youngprofessional.com.au/content/view/282/131/

Wednesday, May 19, 2010

How to make an impact early...


With promotion comes the increased level of expectation on your job performance. Management has singled you out as a high performer. Your every move is closely monitored and if their expectations are not met, or not exceeded, it could prove costly for your career. So how do you prove your worthiness?

In any new role, an employee has 100 days to demonstrate that the company made the correct appointment decision. That's what you have, 100 days to do something to reassure the people who supported you.

What is it exactly that you have to do? While there is no definition, it certainly calls for action over and above the day-to-day activities of the role. Yet, it can also be relatively simple.

For example, earlier in my corporate career I had been transferred to the parent company's US headquarters. I was one of the first international managers assigned to the US in a new development program.

In my new role I was responsible for recommending the annual price increase for my Division. In developing the recommendation I reviewed past increases that were always justified on internal cost changes. I decided to look at past competitors' price increases and found a trend that indicated my Division could take higher price increases in a number of categories and remain competitive in the marketplace. This was the basis of my recommendation, which was accepted by management.

At the time, I did not think it was particularly sophisticated, more a matter of common business sense. However, it was a new way of looking at the business and within a week the senior executive who had nominated me into the international development program took me to lunch. He told me that everyone was very impressed by the analysis and it confirmed the aptness of the international development program.

The point is, you have to be seen to be doing well and you only have around 3 months - or 100 days.

Achieve this, and senior management will be thinking this young professional is fantastic and you will be on the shortlist of up and coming managers.

http://www.youngprofessional.com.au/content/view/84/1/

Tuesday, May 18, 2010

Career tips from a tycoon.


What valuable lessons can you learn from one of the world's greatest business tycoons?

Andrew Carnegie was a self-made man who rose from poverty to greatness in the US during the latter half of the 19th century. He made his fortune in steel and railroads. Some say he was worth more than Bill Gates today.

What advice has he left for aspiring young business people?

From Carnegie's biography, there are 10 tips for success.

1. Take risks to be noticed and stand out from the crowd

2. Cultivate the patronage of powerful senior people

3. Surround yourself with talented people - but be the glue to hold them together through energy and vision

4. Take a wide view of individual transactions. Meeting one new person today enables you to link with the broader netowrk of that individual.

5. Know yourself well - be true when you understand your strenths, motives and weaknesses

6. Push inordinately

7. Put all good eggs in one basket and watch it grow

8. Pioneering doesn't pay

9. Expand in downturns

10. This isn't a tip (as it's now illegal) but Insider Trading is how Carnegie achieved early success!

http://www.youngprofessional.com.au/content/view/339/1/

Sunday, May 9, 2010

Who is reading your CV?

A few tips ...

Potential employers would like to see a simply laid out CV.
Clean, logical, strait forward.
Keep it short and to the point.
Try and stick to three pages.
DO NOT use different fonts every time you start a new sentence.

The front page should include your personal details, contact information,
a summery of your education, qualifications and experience.
Work experience should include the name of your previous employer, your
job title and dates of employment.

ENG-ESP

Are you searching for a job?

Then consider this ...
Where do you spend most of your time during the day?

At work! ... that’s if you have a job.

Does your job/career make you happy?
If not, you have a problem.
Not happy at work = not happy at home.
Not happy at home ... well you can finish that sentence for yourself.

Next step ... finding a new job.
Find the right job aren’t easy, but do not despair.
The digital internet era is upon us ...

There are many recruitment agencies out there, waiting for YOUR CV.
You can search for employment, or post your resume on their websites, making it easy for employers to find you.

Do not wait a moment longer.
Google search your job of interest today

ENG-ESP