Lou Adler Group - Originators of Performance-based Hiring
Lydia greeted Alex with a concerned look, the hum of the coffee shop blending with the gravity of their conversation. Lydia, once his boss and now a mentor figure, was someone who could help him figure out how to make important career decisions. Alex reached out to Lydia and asked if they could meet to […]
If you can’t measure it, you can’t improve it. – Peter Drucker (Note: the following was written by our new Performance-based Hiring ChatGPT coach. You’re welcome to try it out, but it’s a bit funky. The improvements shown in the infographic above require two things. One is to define work as series of performance, not […]
Note: I asked ChatGPT to write this post in my style. It also came up with the title. It took less than one minute. It took me more time to cut and paste this into LinkedIn. What do you think?
Last month I was speaking to a senior director of software engineering for a major high-tech company. With over 200 developers in his department and years of experience hiring top performers this observation was earth-shattering:
I was a guest on Simon Fagg’s excellent After Dinner Leadership podcast last week. Simon brings an oldie with a newbie to discuss how business ideas of the past might still be useful today. Simon’s first question to me was to highlight some early leadership lessons that I felt were still relevant. Here’s what I came up with from the early 1970s.
I think too many people including those in HR, OD experts, hiring managers and recruiters, believe being a good interviewer requires some remarkable insight into human behavior. I think they’re mistaken. There is an alternate path: being a good detective.
The other day a candidate asked me how to figure out if he was qualified for a new role given 15 years of experience with the same company.
The worst question about career goals is something like, “What’s your major career goal for the next five years?”
In a post earlier this year I claimed that too many people change jobs for all the wrong reasons. Most often it’s for the stuff at the bottom of the “Maslow’s Hierarchy of Hiring Needs” graphic above, rather than the stuff at the top. Unless they’re (very) lucky, the result is always disappointment, dissatisfaction and regret.
It doesn’t take much research to figure out that for candidates who are hired primarily for their hard skills when they underperform it’s most often due either to their lack of soft skills, team skills or an inability to work with their hiring manager. These problems can be avoided by changing how candidates are assessed with more focus on the context of the job and the fit factors, not just their technical competency. The “how to do this properly” is fully covered in the 4th edition of Hire with Your Head (Wiley & Sons, September 2021) but the theme of hiring for the anniversary date, rather than the start date, is the real purpose of the book. This is called Win-Win Hiring.
Simply put, if you describe work as a series of performance objectives rather than a list of skills, experiences and competencies you can attract a broader pool of more diverse and high potential talent.
On September 22, 2021, the 4th edition of Hire with Your Head will be published by John Wiley & Sons. As part of the totally revised edition, I reviewed some of my favorite posts from the past few years and incorporated them in the new book. The following is a slight rewrite of one that appeared on LinkedIn’s Talent Blog a few years ago.
Back in the ‘80s I took my first DiSC personality assessment and its cousin, the Predictive Index (PI). Like the Myers-Briggs type indicator (MBTI), these types of assessments involve a series of either/or questions like, “Would you rather attend a beer bust or do root cause analysis?” The DiSC and PI tests concluded I liked to persuade people with a hammer and that I was a weak analyst.
I first heard about Red Scott’s “Hire Smart or Manage Tough” credo 30+ years ago at a Vistage (then TEC) resource presentation.
If a recruiter ever needs to present more than 3-4 candidates in order to make one great hire, there is something fundamentally wrong with the hiring process being used. And, if two of the remaining three aren’t aren’t strong backups, something is even bigger is wrong.
Here is Lou Adler’s Hiring Troubleshooting Guide, a comprehensive listing which outlines the hiring problem and the solution.
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