Manager Tools - Hiring: Recent Episodes
Manager Tools
Hiring is the most important thing you do as a manager. Get it right – nirvana. Get it wrong – hell on earth. The podcasts in this feed will talk you through getting hiring right - every time. If you want to hire only A-players, listen now. Manager Tools is a weekly business podcast focused on helping professionals become more effective managers and leaders. Each week, we discuss specific actions for professionals to take to achieve their desired management and career objectives. Manager Tools won Best Business Podcast Award in 2006, 2007, 2008, and 2012 as well as the People's Choice Award in 2008. The Business Podcast Award is now named after Manager Tools. Go to http://www.manager-tools.com/testimonials to read what others are saying about the impact Manager Tools has had on their careers and lives. Our goal: Every Manager Effective (TM).
This cast continues our guidance on how - and why - to hire "overqualified" candidates.
This cast describes how to increase your chances of re-hiring someone who has left your organization. They're called Boomerangs!
This guidance describes how to interview those colleagues on your bench...without interviewing them.
This guidance describes the first meeting a manager ought to have with a new team member.
When someone new joins your team, we recommend you communicate early about your key priorities.
This guidance continues our recommendations about topics to cover with new directs, encouraging them to ask questions about everything they don't understand.
We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.
We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.
New Directs need guidance on how to start on the right foot. We recommend a series of meetings in their first weeks, one of which makes clear: you have to create and maintain trusting relationships within the organization to succeed.
This guidance continues our recommendations about topics to cover with new directs, encouraging them to be on time with themselves, their work, and their commitments.
The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.
The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.
Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.
Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.
What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.
What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.
What to do once you make a candidate an offer to turn them into a great team member. Part 1 is the basics, why to have a process.
The conclusion of our guidance on how to share shortcomings in evaluations like reviews and interviews.
This guidance explains how to share shortcomings in evaluations like reviews and interviews.
There are effective and ineffective ways to notify a candidate you’ve interviewed that you won’t be offering them.
There are effective and ineffective ways to notify a candidate you’ve interviewed that you won’t be offering them.
During this cast, we complete our series on making a job offer to a candidate. If you haven't listened to last week's cast (part 1), please do so first!
This guidance recommends what questions to ask of a job candidate's references, if you progress to that stage.
This guidance recommends what questions to ask of a job candidate's references, if you progress to that stage.
This cast describes a technique for measuring your team and/or organization's ability to recognize talent.
Don't rank candidates as you are interviewing, individually or collectively. It biases the hiring process.
This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate.
This cast concludes our conversation on how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.
This cast describes how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.
Have you ever had to interview someone on short notice? Ever felt like you didn't know what to ask, or how to evaluate the answers? You're not alone. Unfortunately, what most managers do is "wing it". And that's more than just ineffective - we think it's wrong. The danger of winging it is not just that you feel uncomfortable, you look bad, and you don't get good information upon which to make a judgment of the candidate. The real danger is that the candidate can tell that you're winging it, and that reduces your firm's chance of hiring the best candidates.
Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.
Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.
Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.
This cast describes how to interview effectively during a downturn, particularly for difficult to fill positions.
This guidance concludes our discussion on when and how to end an interview with a candidate you won't hire.
This guidance describes when and how to end an interview with a candidate you won't hire.
Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.
Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.
Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.
Even though great interviewers are looking for reasons to say no doesn't mean they aren't forgiving of mistakes in interviews.
This guidance describes the most important things to ask further questions about during an interview.
One of the biggest mistakes in interviewing candidates is using panel interviews. Here's why.
Our recommendations on how to communicate about logistics and schedules in advance of bringing a job candidate in for an interview. This cast is a public part of The Effective Interviewer Series of casts, which are a paid product.
Part 4 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how. [And don't assume HR will do it as well as you could.]
Part 3 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how. [And don't assume HR will do it as well as you could.]
Part 2 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how. [And don't assume HR will do it as well as you could.]
Part 1 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how. [And don't assume HR will do it as well as you could.]
The conclusion of our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate.
Our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate.
In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.
In this cast, we continue our conversation on how to interview candidates by conducting multiple interviews.
Part 6 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 5 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 4 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 3 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 2 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Part 1 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.
Have you ever had to interview someone on short notice? Ever felt like you didn't know what to ask, or how to evaluate the answers? You're not alone. Unfortunately, what most managers do is "wing it". And that's more than just ineffective - we think it's wrong. The danger of winging it is not just that you feel uncomfortable, you look bad, and you don't get good information upon which to make a judgment of the candidate. The real danger is that the candidate can tell that you're winging it, and that reduces your firm's chance of hiring the best candidates.
If you've ever scrambled around at the last minute to prepare to interview someone, and then not felt good about the results, you're like a lot of other managers we know. For some reason, even though we have all been frustrated at times by team members who aren't as good as we want them to be, we STILL under-invest in the process which could improve the quality of our team -- recruiting.
You DON'T have to hire immediately when you have an opening. The strategic-thinking Effective Manager considers other options first. That's what your CEO wants you to do.
You DON'T have to hire immediately when you have an opening. The strategic-thinking Effective Manager considers other options first. That's what your CEO wants you to do.
This cast shares our most important principle in The Manager Tools Effective Hiring Process: Set the Bar HIGH.