Mitchell Harper gives his seven questions for hiring the best available talent, and it’s a pretty good list. He admits himself it’s only a start. I’d suggest you listen for the answers to these questions as you run through their history or ask behavioral interview questions, so as not to lead the responses you’re getting
Thanks to NeoMam Studios and Adecco for the infographic. Big data is not something that my clients worry about, but then not many of them are Fortune 500 (and I’m okay with that). However being web-savvy, mobile friendly, and having a culture you can promote do work.
Pay special attention if you have an aging workforce.
I have to admit that I still like the “what is your biggest weakness” question. It tells me if a candidate is actually going to be honest with me or not. I think a better way to ask it would be “what would your last boss say was your biggest weakness?” You can see the steam come out of their ears sometimes….
This article, about how EBay is making recruitment, retention, and promotion of women a strategic priority, is interesting once you get past the jargon, it illustrates a couple of points well:
personal commitment is the best, perhaps the only way, to drive change. Which means telling a personal, credible story about your own motivation. Which means being vulnerable, and that’s scary.
finding, keeping, and promoting the best available talent, no matter what the source and no matter what the size of your company, is a strategic advantage that raises the game for everybody
being a good ally means putting somebody else’s interests above your own with no expectation of reward
measurement and culture (how people treat each other) trumps policy and process
it’s also a good example of having one priority at a time (promoting women not the first thing the CEO John Donahoe tackled)
The only thing I’d add (and maybe they’re doing it already) from my experience in mentoring is finding a way for women to mentor each other. The best way to inspire somebody is for them to imagine they can do what you did.
In this case that means women mentoring women. And besides, mentoring is a great way to develop leadership skills, identify those that can lead (because they mentor), and fill the leadership pipeline with people that know how to develop other leaders.
I find 1. Get them to speak the same language, and 3. Make it about the “we” especially important. Especially when you’re managing engineers, programmers, scholars, or scientists. They get tripped up on being right instead of getting things done sometimes. Maybe, just a little.
More and more as I work as a consultant, I see that the pivot point for many companies is when they summon the courage to fire somebody. Anybody. Hopefully they’re firing the right people, but that’s less important than the act. Because it gives them the courage and the positive feedback (people notice, behaviour changes) to make other changes. Changes that they need to move forward and grow.