Cristina Cordova

When adding a new team or role, take the time to clarify a few things: What a role is, what it’s meant to serve, how existing people have been making up for the lack of that role, and how their lives are going to be changed by new people coming in — in positive and potentially negative ways.

Hire Better Managers: 35 Interview Questions for Assessing a Candidate

Spotting folks who can become high-impact leaders at your company is exceptionally challenging in an interview setting. While you can probe IC skills with a coding test or other function-specific take-home projects, unraveling all the nuances that go into managing people can be incredibly tricky — especially with just a narrow sliver of time with each candidate.

So when sitting down with management candidates, interviewers tend … [ Read more ]

40 Ideas to Shake Up Your Hiring Process

Many companies today are struggling to hire and retain talent, but more often than not the problem is self-inflicted: They’re simply not using a broad enough array of tools, sometimes because they don’t even know the tools exist. In this article, the authors list 40 tools — some familiar but underutilized, others unfamiliar and innovative — that can help companies find and keep the people … [ Read more ]

Dharmesh Shah

For folks looking to get started [creating a culture code] [begin] with this prompt: Who are the kinds of people that we think we want to work with? These can’t be platitudes that everyone would say yes to. Like, we want to hire smart people. Intelligence can’t be a core cultural value because no one would say they want to hire stupid people. You have … [ Read more ]

Ximena Vengoechea

When it comes to recruiting you can always tell someone what they want to hear, but within six months you’ll both know whether it’s true. Listening for what a candidate is truly looking for instead of just pitching will save you wasted cycles.

To avoid hiring bias, orgs need cybervetting rules

Organizations need to develop and implement clearly defined rules regarding how they use online information about job candidates, a new paper on cybervetting says.

J.T. O’Donnell

We think that we made it easier 20-something years ago when Monster started posting jobs. It makes it easier for the employer, it doesn’t make it easier for the job seeker. You’re not getting rejected, you’re just never getting past the technology.

Kevin Campbell, Anson Vuong

The “talent shortage” is likely rooted in employers’ inability to find people with the experience managers want rather than a true shortage of talented recruits. Put another way, when hiring, employers are favoring experience over talent, therefore overlooking recruits who could excel in certain roles despite not having the preferred background for those jobs. […] Gallup defines talent as an individual’s naturally recurring patterns of … [ Read more ]

How Can Managers Use AI to Find the Right People?

Eight recommendations to help firms win the war for talent.

Why Now’s the Perfect Time to Retool Your Hiring Process and Get Creative

Widespread “good enough” hiring processes aren’t always mindful of the candidate experience — and most importantly, may not lead you to extend an offer to the best person for the role. The advice that follows from Peoplism is to intentionally examine the pieces of your hiring cycle that are already in place (and perhaps even be able to trim down some steps in your current … [ Read more ]

Marco Zappacosta

When you’re hiring a role, you make your list of what you want this person to be great at, and your list is 12 items long. What happens is you end up hiring for lack of weakness rather than exceptional strength in any one area — that leads to a mediocre outcome. Push yourself to define the role in terms of three specific key attributes … [ Read more ]

Rick Song

For most of my interviews, I actually ask very little about how they would solve a particular problem. When it comes to questions like “What was the hardest challenge you’ve ever faced?’ often a lot of candidates have canned answers. Instead, I focus on the incentives. What do they care about? What motivates them? What drives them? If it’s an hour-long interview, I’ll spend 40 … [ Read more ]

Kevin Ashton, Shane Parrish

People who are more creative also tend to be more playful, unconventional, and unpredictable, and all of this makes them harder to control. No matter how much we say we value creation, deep down, most of us value control more. And so we fear change and favor familiarity. Rejecting is a reflex.

[…]

When the same tests are applied to decision-makers and authority figures in business, … [ Read more ]

20 Underrated Qualities to Look for in Candidates — And 50+ Interview Questions to Suss Them Out

If you’re a hiring manager, this is the perfect time to check in and rededicate yourself to running an even better process, whether that’s by doubling down on your existing approach or trying out new hiring tactics that break the mold. In particular, there’s an opportunity to reconsider the very qualities you’re hunting for.

Over the years, we’ve interviewed hundreds of startup leaders, collecting their go-to … [ Read more ]

Steve El-Hage

Be very thoughtful about who’s in the interview loop, and make sure everybody in the loop has veto power. If you don’t care what somebody thinks, don’t put them on the panel. And if you do care what they think, make sure that you empower them to have responsibility in the process.

How to Tap the Talent Automated HR Platforms Miss

Companies are struggling to fill open positions, but the job platforms they use often screen out promising candidates just because they don’t tick every box. Joseph Fuller probes the challenges—and opportunities—of “hidden workers.”

Culture Wins by Attracting the Top 20% of Candidates

A culture that doesn’t just exist but that wins for your organization is one you must intentionally create. Strong organizations understand their unique culture, use multiple methods to continuously monitor the state of their culture and align the culture they want with business performance priorities — like attracting top talent.

Why You Need to Compete for Employees Like You Do for Customers

Employees are now consumers of the workplace. A new generation of worker expectations, greater workplace transparency and a tightening labor market have driven companies to compete for candidates just as fiercely as their products have to compete for customers.

And companies like Glassdoor make it easy to anonymously review companies and managers. That gives workers the chance to consider insider reviews about companies and job opportunities … [ Read more ]

Jeremy Stanley

The most important reason not to pre-screen [job candidates] is that it removes a huge source of initial bias. Many incredibly talented candidates won’t have the education or experience recruiters are trained to look for. This not only means you lose out on great candidates, but you’re also going to be competing furiously for those few candidates that look good on paper — everyone else … [ Read more ]

Jeremy Stanley

We designed our [hiring] process to test these [quantitative] skills first, then move on to more subjective (yet still measurable) skills like problem solving and communication. Only at the end do we get to the most subjective of all — how the candidate works on a team and fits into the culture. These later stage, more subjective criteria are the most time-consuming to evaluate and … [ Read more ]