LinkedIn Today recently launched a new series called “How I Hire” which enlists top influencers to share insights into hiring the right people. With almost 100 different articles (and counting), this series provides HR professionals with an insider look into the minds of some of the most influential people in business today and how they make decisions around hiring. This blog will highlight the top 10 articles that have generated the most buzz online.
How I Hire: Focus On Personality
Richard Branson, Founder of Virgin Group, suggests that the first thing you should look for when searching for a great employee is somebody with a personality that fits with your company culture. “Most skills can be learned, but it is difficult to train people on their personality. If you can find people who are fun, friendly, caring and love helping others, you are on to a winner.” Read the full article here.
How I Hire: The Must-Haves, the Definitely-Should-Haves and the Game-Changer
This next idea was posed by Jack Welch, Founder of Jack Welch Management Institute at Strayer University. He argues that hiring is a discipline that improves with time and practice – but only if you deploy a very specific (and unbending) qualifications check-list. “It contains two flat-out must-haves (high integrity and IQ), five qualities that are definitely-should-haves (energy, ability to energize, edge, execution, and passion), and one very special quality that, while not exactly commonplace, is a total game-changer (the generosity gene).”
Read the full article here.
How I Hire: There Is No Lone Genius; Hire a Team with These Four Types
Next up is Beth Comstock, CMO at GE. She takes the romanticism out of the idea of the lone genius and pushes the idea that lasting success is built by teams that drive each other through collaboration, different skill sets and tension. There are four different types of people she looks for when hiring: 1) The fish out of water, 2) Someone who can FIO (Figure It Out), 3) Candidates with design training, and 4) The well-balanced player. Read the full article here.
How I Hire: Pay Attention to the Person Not the Resume
Lex Fenwick, CEO of Dow Jones, challenges the notion that it’s all about the resume and instead looks to shift the focus to the person behind that piece of paper. He claims that the “good on paper” candidate is rarely the right fit for the job, company, or management style. His advice? “Start with the person. Find great talent first, hire them, and then put them into a job where you think they’ll thrive.” Read the full article here.
How I Hire: Sell Me a Pen. Now
In the mind of Paul Sagoo, CEO of Lemon Group International, life experience trumps formal qualifications. To cut above the lies in the interview process, Sagoo suggests creating real world scenarios and asking the candidate to respond to you as if it were a live situation. If they respond positively, you have a potential positive hire. “For example, if you are interviewing a sales person, pick up a pen and ask them to sell it to you. The point here is not about them selling a pen, but about seeing how they react to pressure, the questions they ask you in return, and more importantly how they can increase the value of such a simple object.” Read the full article here.
How I Hire: Nail the Interview in 5 Minutes and 2 Questions
Mark Hull, Director of Product Management at LinkedIn, says he can usually tell how an interview will turn out within the first five minutes. He opens with two questions: “Tell me about your dream job” and “Describe an amazing user experience”. The idea is that these questions give the candidates a chance to demonstrate their motivation and personality – answers that require more than the canned “tell me about yourself” response. Read the full article here.
How I Hire: Three Questions, No Resumes
J.T. O’Donnell, Founder and CEO of CAREEREALISM.com, stopped asking for resumes a long time ago. Instead, she poses three questions and has people submit their answers along with a link to their LinkedIn profile. The idea behind this is that the application process becomes a form of “pre-interview” and provides valuable hiring information within the first interaction with a potential hire. Read the full article here.
How I Hire: Look Into an Applicant’s Soul
Say goodbye to traditional interview questions. Deepak Chopra, Founder of the Chopra Foundation, has put together a set of questions to create a “Soul Profile” for potential candidates. Questions include: What is your life purpose? What are the qualities you look for in a good friendship? What makes you joyful? By asking questions like these, you avoid the problem of focusing only on professional skills – something that can lead to problems when it comes to organizational and cultural fit. Read the full article here.
How I Hire: 6 Ways I Find and Hire Hardworking Millennials
Lesley Seymour, Editor in Chief of More Magazine, urges employers not to dismiss the generation of millennials – just take some hiring and management precautions. She recommends 6 steps to help weed out the duds and find the eager hard-chargers who will stick around, build your business, and make you look good: 1) Be brutally honest in the interview, 2) Don’t hire them if you sense even a whiff of entitlement, 3) Do a hunger check. 4) Remember, everyone announces themselves in the interview, 5) Shake ‘em up a bit, and 6) When you find the good ones, help them move up – even if that means losing them. Read the full article here.
How I Hire: The 5 People You Should Never Hire
Sam Shank, CEO and Co-Founder at HotelTonight, and his team have developed a list of clear dealbreakers to help streamline the hiring process. Stay away from hiring the following people: the one who hasn’t used your product the one with the typo, the one with the out-of-date LinkedIn profile, the one who’s inappropriate on Twitter, and the one who isn’t motivated to do great things. Read the full article here.
How I Hire: Create Obstacles to Weed Out the Undetermined
Anna Aceto-Guerin, Founder of Clear Path Employer Services, believes it’s time to go beyond the traditional application process of submitting a resume. By introducing obstacles in the early stages of the hiring process, it quickly becomes apparent which applicants are willing to go the extra mile. For example, in addition to sending in a cover letter and resume, get applicants to answer a set of questions by phoning into the company and leaving a voice-mail message. It’s amazing how this one extra step will deter many from applying to the position! Not only does this obstacle act as a filter for incoming candidates, it also provides you with valuable hiring information – especially if the role requires a high level of interaction over the phone.
It’s clear that many companies are looking outside of the box when it comes to the hiring process – asking more unusual questions, focusing in on different aspects of the candidate, and placing a stronger emphasis on cultural fit. There are almost 100 different articles in the “How I Hire” series that seek to break down these hiring barriers and share insight from years of experience with the wider HR community.
Click here for a full listing of the “How I Hire” series.
Looking for practical recruiting tips and strategies? Clear Path Employer Services offers a full-day workshop that provides you with a proactive approach to recruiting, valuable insight into best practices for effective onboarding and hiring the right people, and strategies for handling terminations in a way that is best for your company and employee. Our next workshop is November 6th in Cambridge. Register here.
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