Lou Adler Group - Originators of Performance-based Hiring
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 […]
Using a single sentence prompt I asked ChatGPT to convert this LinkedIn Learning course on embedding post-hire success into the pre-hire process into a compelling super short story. It follows below. Send us a link to one of your open job descriptions and we’ll show you how to make Amelia’s story yours. Converting Jobs into […]
Spoiler alert. This could be scary. It represents the future of hiring.
I just used ChatGPT to fundamentally change how job candidates will be sourced, assessed, recruited and managed in the future. Here’s how to get started. If you dare.
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?
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.
Many years ago I worked with LinkedIn on preparing a video highlighting the importance of developing a hiring strategy based on attracting the best rather than one designed to filter out the weak. It turns out that without the right talent strategy it’s not possible to hire more leaders on a consistent basis. Chance, hope, the latest technology or job boards won’t help. While the message in the video is still true today, most people will have some Catch-22 excuse why it won’t work.
A Win-Win Hiring outcome means the hiring manager and the new hire both agree it was the right decision one year into the job. While defining hiring success at the one year anniversary date rather than the start date is a worthy goal, it requires some significant process reengineering efforts to achieve it on a consistent basis. The first is recognizing what works and what doesn’t and then asking two critical questions during the interview.
A person’s “soft skills” can’t be measured by some simple test despite what some test seller might tell you. Snake oil has a better track record when you add false positives (passed the screen but failed the reality) and false negatives (failed the screen but passed the reality) into the mix.
At the beginning of a recent corporate recruiter workshop a hiring manager I had worked with previously at LinkedIn, asked if he could tell a Performance-based Hiring interviewing story.
In their landmark study — First, Break All the Rules: What the World’s Greatest Managers Do Differently — Gallup introduced their Q12 employee engagement survey. The Q12 describes in priority order what the best managers do and need to do to create high performing teams. Number one on the list? “Clarify Expectations Up Front.” Whether […]
In The Essential Guide for Hiring & Getting Hired I contend that one of the big reasons companies struggle to hire exceptional talent is by posting job descriptions that require a bunch of prerequisites that don’t predict on-the-job success.
To access this full article you must be a registered user/member of this site. Click the appropriate link below to continue.
Here is Lou Adler’s Hiring Troubleshooting Guide, a comprehensive listing which outlines the hiring problem and the solution.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.
To access this article you must be a registered user/member of this site. Click the appropriate link below to continue.