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Interviewing and Hiring
Interviewing and Hiring Advice for Small to Mid-Size Organizations
Curated by Bob Corlett
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The Problem with Using Personality Tests for Hiring

The Problem with Using Personality Tests for Hiring | Interviewing and Hiring | Scoop.it

"If your hiring process relies primarily on interviews, reference checks, and personality tests, you are choosing to use a process that is significantly less effective than it could be."

Bob Corlett's insight:

Extensive research has been done on the ability of various hiring methods and measures to actually predict job performance ... but nobody seems to have read the research. .

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5 Myths about Introverts and Extraverts at Work

5 Myths about Introverts and Extraverts at Work | Interviewing and Hiring | Scoop.it
Bob Corlett's insight:

Much of the conventional wisdom about introverts and extroverts is simply wrong, and not supported by the evidence. 

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Why Do So Many Incompetent Men Become Leaders?

Why Do So Many Incompetent Men Become Leaders? | Interviewing and Hiring | Scoop.it

"...we tend to equate leadership with the very psychological features that make the average man a more inept leader than the average woman."


"...the same psychological characteristics that enable male managers to rise to the top of the corporate or political ladder are actually responsible for their downfall. In other words, what it takes to get the job is not just different from, but also the reverse of, what it takes to do the job well. As a result, too many incompetent people are promoted to management jobs, and promoted over more competent people."

Bob Corlett's insight:

Here is more evidence that what it takes to do well in a leadership interview is quite different than what it takes to lead.. 

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The Paradoxical Traits Of Resilient People

The Paradoxical Traits Of Resilient People | Interviewing and Hiring | Scoop.it

"Resilient people develop a mental capacity that allows them to adapt with ease during adversity. Like bamboo they bend but rarely break. Resilient people possess a set of paradoxical traits."

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The Pitfalls of Hiring: Judging Performance Without Context

The Pitfalls of Hiring: Judging Performance Without Context | Interviewing and Hiring | Scoop.it
Humanity has always relied on our ability to make snap judgments of strangers so we could survive, otherwise there was always the chance of being caught unawares by a dangerous rival warrior masque...
Bob Corlett's insight:

Understanding the environment that helped shape a candidate’s success or failure is one of the most important lessons to learn in hiring. So if you’re trying to hire someone, it’s a terrible idea to focus on their successes and assume that they will be equally successful in your environment.

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Melissa St Hill's curator insight, August 12, 2013 12:53 AM

Some good information which can be useful when looking to hire - it is not necessarily true that because someone has performed well in a previous role that they will be just as great (or better) in the new role - it is good to look at successes as well as hardships - really identify what made the person perform well - 

 

It has been identified countless times how beneficial it can be to run technical testing or scenarios whilst interviewing candidates to slightly identify how this person can put their talk to action – even get them into the environment they will be working within and see how they react –

 

It is not just about a glowing track record – be sure to look at all the factors that lead to the person’s success.

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The Problem With Personality Tests - ERE.net

The Problem With Personality Tests - ERE.net | Interviewing and Hiring | Scoop.it

"Personality tests, in even the best cases, are better left in training workshops where they can help people understand differences. Using them to make hiring decisions will always lead to turning away skilled candidates and hiring unskilled ones."

Bob Corlett's insight:

Great advice for hiring managers. 

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How to Explain Your Career Transition

How to Explain Your Career Transition | Interviewing and Hiring | Scoop.it

''Shifting careers is often hard to explain...The most important step in getting others onboard with your caeer transition is crafting a compelling narrative.''

Bob Corlett's insight:


Great advice that seems somewhat obvious, but is often hard for candidates to do well. Follow these steps for a better chance at success.

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CATHLEEN SLONE's curator insight, June 27, 2013 12:44 PM

Identify underlying themes that connect professional experiences #innov8u #careers #hiring #transition

Melissa St Hill's curator insight, July 8, 2013 11:08 AM

For candidates that are interviewing, this guide may be worth checking out as it explains how to speak about transitions within your career where some can sometimes struggle with in an interview situation.

Patricia D. Sadar - Career and Leadership Acceleration Coach's curator insight, December 15, 2013 7:39 AM

The good news is when you are able to explain your career transition face-to-face. 

 

Good tips in this article. 

 

My advice:  Once you know what you are going to say -- how your going to say it is just as important. 

Practice with friends and make sure that you sound honest, genuine, and real.  You won't land a job when the recruiter feels sorry for you.

 

Remember how you say it is an inside job.  You have to believe it inside first.  Believing in what you are saying so that it doesn't sound like you are making excuses for yourself is important.

 

What tips have helped you?

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Death by Interview: Revealing the Pain Caused by Excessive Interviews - ERE.net

Death by Interview: Revealing the Pain Caused by Excessive Interviews - ERE.net | Interviewing and Hiring | Scoop.it

“Death by interview” is the harsh but unfortunately all-too accurate name that I give to the majority of corporate interview processes because of the way that they literally abuse candidates.

Bob Corlett's insight:

This piece nicely illustrates the problem with the vast majority of interview processes. 

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The Facts Ma'am - Just The Facts - Forbes

The Facts Ma'am - Just The Facts - Forbes | Interviewing and Hiring | Scoop.it

"It has been my experience that the more vague, general, or ambiguous an explanation, the less command of the subject matter the person doing the explaining likely possesses."

Bob Corlett's insight:

When you are interviewing with someone (as hiring manager or candidate), listen for clarity. Experts demonstrate their expertise by giving tangible examples and analogies. Pretenders talk in vague generalities. 

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CATHLEEN SLONE's curator insight, June 3, 2013 8:33 AM

Brevity is the soul of wit ~Shakespeare #innov8u #careers #hiring #interview #jobs

Understanding Recruitment's curator insight, September 16, 2013 9:25 AM

Some good advice for interviews, presentations etc. #interviewtips #presentationtips

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HomeAway Co-Founder: Why I Hire Failures

HomeAway Co-Founder: Why I Hire Failures | Interviewing and Hiring | Scoop.it

An epic fail early in his career taught HomeAway co-founder Brian Sharples that it's a good idea to hire folks who have a healthy familiarity with failure. Beware of any candidate who claims they have met with nothing but success in their careers ...

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Seth's Blog: Get the listing

If great people dramatically outperform average people, why do we settle for hiring average people? Why do we industrialize the hiring process, spend very little time on scouting, and seek out the replicatable instead of the special exception? 

 

Why do we require our managers to work so hard trying to get productivity from average people? Wouldn't it be smarter to put more effort into hiring, and less effort into managing?

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How Children Build the Grit They Need to Succeed in Life

How Children Build the Grit They Need to Succeed in Life | Interviewing and Hiring | Scoop.it

The articles in this section often reference how you interview for "grit" and how to hire people who can learn from failure. but this fascinating article takes it back a step.

 

How do you build grit in children?

 

"The most valuable thing that parents can do to help their children develop character—may be to do nothing. To back off a bit. To let our children face some adversity on their own, to fall down and not be helped back up."

 

"What matters most in a child's development ... is not how much information we can stuff into her brain in the first few years of life. What matters, instead, is whether we are able to help her develop a very different set of qualities, a list that includes persistence, self-control, curiosity, conscientiousness, grit and self-confidence. Economists refer to these as noncognitive skills, psychologists call them personality traits, and the rest of us often think of them as character"

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The 7 Character Traits Top Tier Organizations Value Most - Human Capital Institute

The 7 Character Traits Top Tier Organizations Value Most  - Human Capital Institute | Interviewing and Hiring | Scoop.it

Top-tier organizations are unusually picky about character traits and surprisingly flexible about paper credentials. Elite military units don’t always pick the best marksmen; they know that better shooting skills can be taught over time. They do look for soldiers with extraordinary tenacity. In pop music, an ability to connect with fans counts for more than pitch-perfect harmonics. And at some of Silicon Valley’s best-known startups, a stubborn, brilliant coder who dropped out of college may be a more prized hire than a counterpart with a great transcript – but little imagination.

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The Talent Myth

The Talent Myth | Interviewing and Hiring | Scoop.it

"The talent myth assumes that people make organizations smart. More often than not, it’s the other way around... Groups don’t write great novels, and a committee didn’t come up with the theory of relativity. But companies work by different rules. They don’t just create; they execute and compete and coordinate the efforts of many different people, and the organizations that are most successful at that task are the ones where the system is the star" 


Bob Corlett's insight:

A classic from 2002, rich with stories of arrogance, narcissism and Enron. It's an important cautionary tale about hiring "stars" and assuming that will take care of everything.  

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Why We Love Narcissists

Why We Love Narcissists | Interviewing and Hiring | Scoop.it

"After decades of scientific research, psychologists have begun to deconstruct the seductive power of narcissists, explaining the precise mechanisms underlying their charm and ability to get ahead in all domains of life."


"Much like crack cocaine, the charm of narcissists produces an intense but short-lived high ...As a seminal study in this area showed, the charisma of narcissists wears off after a mere 2.5 hours .... So, when dealing with charismatic individuals, a good rule of thumb is to delay making decisions — whether to hire that person, promote them, or take them on as clients — until you work out who they really are."


Bob Corlett's insight:

This article is pure gold. In just a few minutes you'll better understand how narcissists get ahead, and how you can innoculate yourself against their charms.

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Managing: How to short-circuit an interview if the candidate obviously isn't right (and be nice about it) - The Business Journals

Managing: How to short-circuit an interview if the candidate obviously isn't right (and be nice about it) - The Business Journals | Interviewing and Hiring | Scoop.it

As a manager, we all have had to interview a person where you know five minutes in that there is zero chance you are going to proceed with them. Sometimes it’s a lack of interest on their end, inability to answer clearly or professionally, or maybe just being woefully unqualified. Is there a nice way to cut bait?

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How to Find and Hire Top Performers That Everyone Else Fails to Notice

How to Find and Hire Top Performers That Everyone Else Fails to Notice | Interviewing and Hiring | Scoop.it

"Most team building advice says "get the best people." Like it's that easy. How can you use Moneyball methods to find the diamonds in the rough?... Look for the obviously bright people who are struggling in spots where they’re all but set up to fail."

Bob Corlett's insight:

"Research shows we give too much weight to individual personality and efforts and too little to context."

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Imagine Your Ideal Salesperson. Turns Out Your Mental Picture is Probably Wrong.

Imagine Your Ideal Salesperson. Turns Out Your Mental Picture is Probably Wrong. | Interviewing and Hiring | Scoop.it

"If you're looking for an employee on the front lines of your business (salespeople, customer service, etc), you might have this image of an outgoing, gregarious individual. Or maybe you picture the aggressive (pushy?) self-confident types, who relentlessly drive sales results.


Well, I hate to break it to you, but you (and pop culture) are wrong – these types are actually the worst choices for your front lines."

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In Head-Hunting, Big Data May Not Be Such a Big Deal

In Head-Hunting, Big Data May Not Be Such a Big Deal | Interviewing and Hiring | Scoop.it
Laszlo Bock, senior vice president of people operations at Google, says some data is essentially worthless in assessing job candidates: G.P.A.’s, for instance, and test scores.
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Bob Corlett's comment, June 28, 2013 2:02 PM
It's always nice to have my ideas validated. Congrats to Google. It's about time they realized that dumping the crazy brain-teaser interview questions and removing a heavy emphasis on credentials is a good idea.

To their credit, at least they used their massive data resources to change their minds - if only to prove what I've been saying for years.
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10 Qualities of Exceptional Interviewers

10 Qualities of Exceptional Interviewers | Interviewing and Hiring | Scoop.it
Everyone agrees no business is better than its employees. So if hiring the right people is so important... why are most interviewers satisfied with being mediocre interviewers? Maybe they assume the
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Interviewing and Fundamental Attribution Error

Interviewing and Fundamental Attribution Error | Interviewing and Hiring | Scoop.it

When interviewing, hiring executives usually place huge emphasis on a candidate's track record of achievement. But they often overlook the context of that achievment. 


This article brilliantly outlines what psychologists call “the fundamental attribution error”—our tendency to ignore context and attribute an individual’s success or failure solely to their inherent personal qualities.


Understanding the environment that helped shape a candidate's success or failure is one of the most important lessons to learn in hiring. 

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With Positions to Fill, Employers Wait for Perfection

With Positions to Fill, Employers Wait for Perfection | Interviewing and Hiring | Scoop.it

"Many companies remain reluctant to hire, stringing job applicants along for weeks or months before they make a decision.


The average duration of the interview process at major companies like Starbucks, General Mills and Southwest Airlines has roughly doubled since 2010."

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CATHLEEN SLONE's curator insight, June 10, 2013 9:53 AM

Job seekers just have to hope that the investment pays off #innov8u   #careers   #jobs  #interviewing#employment

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Do You Hire For IQ Or Klout Score?

Do You Hire For IQ Or Klout Score? | Interviewing and Hiring | Scoop.it

Consider the impact of our social economy on recruiting new employees and professional development. Given a choice of hiring an expert with a high IQ or a generalist with a high Klout score (a measure of social influence), whom do you hire? Or does it depend upon the task? In sales and marketing roles, the extent of one’s personal and professional network along with his or her influence score should be considered. Shouldn’t it?


What is the right balance between intelligence and social connectivity? From an innovation perspective, this difference is very significant. In fact, it can mean the difference between success and failure.

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Skip the Interview, The Computer Decides Who Gets Hired

Skip the Interview, The Computer Decides Who Gets Hired | Interviewing and Hiring | Scoop.it

For more and more companies, the hiring boss is an algorithm. The factors they consider are different than what applicants have come to expect. Jobs that were once filled on the basis of work history and interviews are left to personality tests and data analysis, as employers aim for more than just a hunch that a person will do the job well. Under pressure to cut costs and boost productivity, employers are trying to predict specific outcomes, such as whether a prospective hire will quit too soon, file disability claims or steal.

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The Surprising Secret to Selling You

The Surprising Secret to Selling You | Interviewing and Hiring | Scoop.it

When we are deciding who to hire, promote, or do business with, it turns out that we don’t like the Big Thing nearly as much as we like the Next Big Thing. We have a bias - one that operates below our conscious awareness - leading us to prefer the potential for greatness over someone who has already achieved it.

 

When human brains come across uncertainty, they tend to pay attention to information more because they want to figure it out, which leads to longer and more in-depth processing. High-potential candidates make us think harder than proven ones do

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