Hire Power Radio: Recent Episodes
Hire Power Radio
Hire Power Radio was created for entrepreneurs and startup executives to provide the tools to win the strongest hires. We challenge the conventional thinking of how you recruit for your startup and help you avoid common pitfalls that can be detrimental to your success. Learn the ins and outs of winning over the coveted talent your startup needs. Recruiting the right people at the right time is imperative for your startup's ability to grow and scale-especially in the early stages.
The show's mission is to help entrepreneurs and startup hiring managers to avoid costly hiring mistakes and identify specific problems and provide proven solutions to enable you to win critical hires.
We share insights from top-performing rebel entrepreneurs, disruptors, innovators & industry experts.
Startups are a wild ride - Hire Power Radio is here to help you through the recruiting hurdles that can make or break your business. Hire smart or your competition will.
Hire Power Radio Show broadcasts live every Tuesday at Noon (PST) on LinkedIn Live.
Emotional Intelligence is defined as the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically.
Over the past year, EQ has become less important to companies because of the NEED for someone to fill the seat. This is just creating more problems, as less care is invested into uncovering the fit into the organization.
We need to understand that high performers are taking their time to find the right opportunity. So this is your wake up call to SLOW down!
Now, more than ever, it is critical to cultivate our own emotional intelligence & implement intelligent hiring practices into your organization.
Our guest today: Nada Nasserdeen, Founder of Rise Up For You
With over 10 years of experience as a college professor and former top executive for an education corporation, Nada understands the importance of fusing education, empowerment, and leadership together as she works with her clients and speaks to audiences worldwide.
Her company, Rise Up For You has been featured and worked with brands such as CBS, Google Next 19, and various Fortune 500 companies as well as small businesses.
Nada has been awarded 40 under 40 professionals in Orange County, California, and Women of Influence for Entrepreneurship in 2021.
She is a #1 Best Selling Author on Amazon, Leadership and Career Confidence Coach, and 2x TEDx Motivational Speaker.
Today we discuss:
Emotional Intelligence and Why it needs to be front and center
How to activate emotional intelligence into your hiring process
Challenge today?
Building technology at such a fast rate
Learning is not catching up
Result: Huge gap in human skills
Most values are human skills
Not looking as values as a benchmark to hire
Fostering the culture of human skills in the company so you can embrace
Social skills are creating problems for the organization
Active values
Why is this important to the company?
Result
Executives who implement Emotional intelligence in hiring
Practicing EI- when things opened up 87% of her team, others were at 12%
Sales increase of 325%
Rick’s Nuggets
Feeding frenzy from the company end
NOW is the time to SLOW down.
Candidates are taking their time
Easy to manage the timeline through communication
Must progress through to conclusion
How do we solve the problem?
Vales need to be activated around EQ
Take each value 1 by 1 and figure out how to activate it in the culture.
Steps to put values into action plan
Create a value campaign
Plan to execute the value
Coach, train and provide development on these skills
On going, not a 90 minute
Enough training to be able to trainer, you no longer need a consulting company
6 month engagement
Skills don't grow overnight
Accurate company analysis
Gauge on where the company is as far as strengths and weaknesses
Can not make an impact unless you know the truth
Survey to uncover where the work needs to be done
Looking for evidence
Rick’s Nuggets
Making the values a language
Decisions made by the north star
Emotional intelligence needs to be tied directly to your values
Key Takeaways that the Audience can plug into their business today! - Value:
Do an assessment - understand who and where your company is
Reevaluate the values and create a strategic map around implementation Ongoing training around soft skills to build the muscles within your team
Guest Links:
LinkedIn: https://www.linkedin.com/in/nadalena/
Company: https://www.riseupforyou.com/
LinkedIn: https://www.linkedin.com/company/riseupforyou/about/
Facebook: https://www.facebook.com/RiseUpForYou/
Twitter: :https://twitter.com/riseupforyou?lang=en
Instagram: https://www.instagram.com/riseupforyou/?hl=en
YouTube: https://www.youtube.com/c/RiseUpForYou/featured
FREEBIE: https://calendly.com/riseupforyou/freetraining
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
Rick’s Book - Healing Career Wounds:
https://www.amazon.com/dp/B094TL14CD/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1
How do you compete against a huge company like Amazon or even a really well funded startup?
If you are competing checkbook to checkbook, you will lose… Every time!
The only way to tilt the odds in your favor today is to really understand the career wounds of the person and to be able to connect the dots as to how your opportunity fulfills their desires.
This requires you to listen. Stop selling and start understanding what is important to the individual. This will allow you to stand out from the competition and allow the person you need to hire to see value above and beyond the paycheck.
Our guest today: Michael Downing, Founding Partner of MDSV Fund
Michael is a Silicon Valley serial entrepreneur, has co-founded 6 software companies over a 28 year career, 3 of his companies were acquired and one had an IPO in 2006.
For the last 3 years, Downing has focused on investing in promising early-stage tech companies via his venture capital fund MDSV. Michael has recruited, hired and managed hundreds of employees over the span of his career.
Today we discuss:
Why leading with the checkbook is a very bad idea
How to win talent by NOT leading with the money
Challenge today?
People are getting paid crazy numbers
People need to have a major passion of belief in the company
Now this is a requirement
Conviction & belief are the new requirement
wild/ disruptive concepts draw in talent
Without a big/bold vision you struggle- pirate ship opportunity- highly disruptive company
Why is this important to the company?
Key positions are being filled by people doing side hustles
Full Time at companies like facebook
Necessity for side hustles
Rick’s Nuggets
People are jumping ship because they no longer align with the company values
Too often big salaries = lot’s of problems (attrition, toxic culture, bad leadership, undefined work)
If someone turns you down for a higher offer, you blew your hiring process.
“Rent gold before buying silver” - Steve Newcomb
How do we solve the problem?
Be new, bold, unique, disruptive concept- big vision
A new way to solve a problem, product in a totally different way
Investor pitch- ½ people say “that's crazy”- your onto something
Make believers in what you are doing
Build an advisory board first
Thoughtful about who the members are
Translates to 6-12 contacts that can be team members
Credibility
Positioning
Funding
Rick’s Nuggets
Have a interviewing process (you are being judged too)
People to take you seriously
Key Takeaways that the Audience can plug into their business today! - Value:
Set Yourself Up For Hiring Success: It's got to be a Big, Bold, Kickass Vision
Plant Your Roots Early: Your advisory board can be the single most valuable hiring resource in the earliest of days
Don't Conform: Adapt Your Policies & Benefits to people's changing lifestyles
Guest Links:
LinkedIn: https://www.linkedin.com/in/michaeldowning/
Facebook: https://www.facebook.com/michael.downing.7161953
Twitter: https://twitter.com/michaeldowning
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
Asking for help as an entrepreneur is often a difficult thing to do. But it is the one thing you MUST do if you want to succeed.
I learned this from my friend, Lori Torres, the founder of Parcel Pending. Lori was able to grow the company from $0 to a $100M exit in six years … and the reason it was such a success is because she asked for help… a lot!
Asking for help gets people engaged. It allows them to gain insight into the business and is critical in getting over the business humps. It also sets the stage to hire outstanding people.
And guess what, people will do it because they want to help.
Our guest today: Vincent Kimura, Co-Founder of Smart Yields.
A Hawaii-based and globally recognized agriculture technology company that is revolutionizing the way small- and medium-scale farms operate.
Vincent was named the 2016 Clean Tech/Ag Entrepreneur by the Hawaii Venture Capital Association and a 2016 finalist in the Pacific Business News Business Leadership Awards.
He was also named to the Pacific Business News 2016 40 Under 40 cohort, which recognizes outstanding young business professionals in Hawaii. He lives in Honolulu with his wife Lisa and their three children.
Vincent faces the daily challenges of start-up life and is here to share his learnings.
Today we discuss:
Why it is important to ask for help
How to get the help you need when hiring
Challenge today?
Asking for help to support your hiring process as a startup founder?
Understanding how a person is positioned
How willing to take on risk
Introductions- changing the dynamics to leverage more mentorship
Passion for the mission of the company
Concerned about the perception from the outside
We end up hiring to fill a need vs. what the business needs
Why is this important to the company?
Wasn't able to grow in a natural way
Fully driven by the CEO
Passion might be there but
Less emphasis on trying people out vs. All in
The team is the make or break
Rick’s Nuggets
Big difference between people who want to do the work and those who do the work for the paycheck.
Eliminate the Assumptions
Hey Subscribers! Keep an eye out for our newsletter as we are giving away 10 signed copies of Healing Career Wounds! Simply complete the linked survey and your name will be entered in the drawing. You'll also be able to download a free chapter of the book just for participating!
How do we solve the problem?
Define what the business needs
Core values
The business strategy & model
What needs to be done & when
Understand the person's desire
Go Slow
Identify builders… and Improvers
Discovery call
Builders will tell you they need to build (bored with the work)
Eliminate the Assumptions
Hire what the business needs
Your ego, wants and assumptions
Start with contractors
Barter
Letting go
Stop doing everything yourself!
Rick’s Nuggets
Help someone else's business while they help you build yours
Expectations alignment document- will solidify a fit for your leadership team
Business needs - support to grow
Key Takeaways that the Audience can plug into their business today! - Value:
Don’t wing it….
Get help and plan it out…. Do your homework
Guest Links:
LinkedIn: https://www.linkedin.com/in/vincentkimura/
Company: https://smartyields.com/
LinkedIn: https://www.linkedin.com/company/smartyields/
Facebook: https://www.facebook.com/smartyields
Twitter: https://twitter.com/smartyields
Instagram: https://www.instagram.com/smartyields/
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
Rick's book - Healing Career Wounds (Amazon)
The reason we do this show every week is to dispel the commonly held belief that “there is no right way to hire”. Most entrepreneurs & investors believe that you just have to find the right skills and “trust your gut”. Hoping that the person works out.
The consequences of this thinking results in countless sleepless nights, missing project deadlines, unstable mental health, increased capital burn and ultimately company failure. Which is NOT good for investors, leaders or the people who follow us.
Here’s the truth... There is a right way to hire! It just requires that you learn from your peers who come on to share their hiring success. They all have developed a structure and a process that allows them to stand out from their competitors.
Lead a person through an impressive process that allows you to gain evidence of impact and you will build an amazing team.
Our guest today: Darrian Mikell, Co-Founder & CEO of Qualifi, A SaaS platform that powers the fastest phone interview experience in the world and helps recruiting teams hire great candidates faster than ever before.
Darrian graduated from Indiana Wesleyan University in 2013 with a Bachelor's Degree in Entrepreneurship and Finance. Darrian was a 2-sport athlete in both Basketball and Track & Field and was a national champion in the Long Jump. He is based in the Indianapolis area and is a dedicated husband and father of 3.
Darrian is building a ridiculously successful business because he already conquered his hiring challenges.
Today we discuss:
Why it is important to care about your interview structure
Two Components you need to successfully hire and sleep better at night
Challenge today?
Candidates have options
Options are unlimited - a lot of remote options
Workforce has expanded from local to global competition
Why is this important to the company?
Not hiring the right people limits growth
Hiring the wrong people -
Wrong people take you down the wrong path
When people doesn't work out - back to the drawing board
Case study- grew to 73, hired over 100 people and is now 21 people.
$7mm wasted!
Major money waste
25% hiring success rate
Wrong leaders, wrong investors
Rick’s Nuggets
You must stand out to draw people in
How do we solve the problem?
Planning out hiring
Proactive to get someone in the seat on time
Gap analysis- Knowing the gaps on the team
Problems that need to be solved
Structured approach to the hiring process
Pre-planning your process and mechanics
Use the Qualifi tool for screening
Phone interviews
Automated phone screen
Pre-recorded, audio-based questions
Every candidate gets same exact experience (makes the review process more consistent)
Time is a huge factor in recruitment and efficiency can be an advantage
First to candidate can be important factor
Pre-scripted live interviews
Assigned interview questions (round robin)
Each person takes notes throughout the interview
Real time feedback with the team to make a decision quickly
Rick’s Nuggets
Phone screen (discovery call) is the biggest missed opportunity
Opportunity to understand the person.
Critical - positioning (what the person desires)
Interview- eliminate bias
Consistent plug n play- same questions for every person
Decisions made based on evidence, not opinion
Key Takeaways that the Audience can plug into their business today! -Value:
Proactively plan
Understand who you need to hire, when you need to hire them, and how long it will take
Plan your strategy and what each step looks like
Plan your interviews
Create an interview script and get agreement on it with your team before the interview starts. Be prepared to iterate.
Guest Links:
LinkedIn: https://www.linkedin.com/in/darrianmikell/
Company: https://www.qualifi.hr/
LinkedIn: https://www.linkedin.com/company/qualifihr/
Facebook: https://www.facebook.com/qualifihr
Twitter: https://twitter.com/DarrianMikell
Instagram: https://www.instagram.com/darrianmikell/
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
We are in full swing of this “Great Resignation” and a record 4.3 million people quit their jobs in August.
If you are one of the business leaders who have been losing people, please realize that it is not them, It is YOU! People are quitting because they no longer align themselves with your company values … especially the mandated policies in and around the pandemic.
Right now, there are much better options in the form of growth and career satisfaction. Which is why people are taking their time in locating the opportunity that they really want.
So, if you want to stop the attrition and be able to hire strong people, get solid on your values and focus on what each individual is desiring in terms of their personal career growth.
Today we are discussing exactly what you need to do to become an employer of choice to start winning great people!
Our guest today: Leilani Quiray, Founder & CEO of Be The Change HR
A conscious company and social enterprise, providing HR support for small-to-medium sized businesses in any facet of HR from pre-hire to post-term and everything else that happens in between. Her and her team also teach free job readiness courses and provide free coaching to individuals who’ve been trafficked, homeless and veterans in transition. Her team is not only HR Pros, they are Life Changers.
Today we discuss:
What people really want today from their careers in this great resignation
The elements you need implemented in your company to successfully hire the strongest people
Challenge today?
Why employees REALLY are choosing new employers?
How to become the employer of choice today?
People think they know what people want, but they don't know
Money
Benefits
Perks
Unrealistic vision (modeling google)
What the owner wants (I like X so they’ll like X)
What is it that people REALLY want?
“Experts stress that people are leaving their jobs as workers across the country are demanding higher pay, better employment conditions and critical support in their daily lives.”
Data source
Why is this important to the company?
Companies need humans
ethics/moral duty to have a healthy workforce
ROI
More engagement = more profitable of a company
Rick’s Nuggets
Flexibility: Personal freedom is a real issue!
Attrition is happening due to continued company vaccine policies
Both for and against
“Don't want to be micromanaged”
What does not matter … as much
Compensation
Benefits & Perks
How do we solve the problem?
Ask your people
Needs are different
Use buckets core values & data on why people choose companies/stay at companies
Survey your people unanimously
Use data to make decisions
Communicate back - low morale and distrust if you do not
Job requirements reasonable? (also think DEI and diverse hires)
Education and where (Harvard?) - biggest hurdle
Opens the hiring pool to disadvantaged candidates
Compensation Analysis
Market Value
Free tools BLS
By demographics too
Employer branding
What do you look like publicly?
Core values shine?
How awesome you are should show!
Evil Glassdoor (aka the Yelp for employers)
Get ahead of the bad reviews by getting good ones
Damage control and a look at ones own org if you already have bads ones
Take a look at who you are hiring
Core Value Work
Do you have them?
Assess them
Tool?
Book?
Live them
Weave them into everything
We ask “are we living our core values?”
Language within the company and how decisions are made
Rick’s Nuggets
Are your values real?
Job requirements need to be eliminated and replaced with performance metrics
Form of conscious bias
Performance Metrics = Accountability
Interview for core value alignment
Value alignment is the only true measure to ensure performance and tenure
No reason to move when you provide everything a person desires
Key Takeaways that the Audience can plug into their business today! -Value:
Do Pulse Check Surveys!
Rethink your recruiting strategy: job requirements, your online presence, comp analysis
LIVE your core values!
Guest Links
LinkedIn: https://www.linkedin.com/in/leilaniquiray/
Company: https://bethechangehr.org/
LinkedIn: https://www.linkedin.com/company/bethechangehr/
Facebook: https://www.facebook.com/bethechangehumanresources/
Twitter: https://twitter.com/bethechangehr
Instagram: https://www.instagram.com/bethechangehr/
YouTube: https://www.youtube.com/channel/UCqsQa5CXid2I0xQwiVyE2nw/featured
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
While everyone is chasing the same people, ie: those who work for competitors or the 3-7 year up-and-comers, there is a huge pool of talent that are on the sidelines waiting for a well positioned opportunity to present itself.
I’d like to challenge you to think about the concept that outstanding talent comes from the most unlikely places.
Last week we heard the story of a top sales performer at Swag.com who had no sales experience at all. But the Desire alignment was through the roof and now this person is absolutely thriving in their organization. The creativity & outside the box thinking is what sets the stage for success!
Today is all about hiring outstanding sales people in an environment that is ridiculously competitive.
Our guest today: Chris Beall, CEO of ConnectAndSell
For 30 years Chris Beall has led software start-ups as a founder or early-stage developer. He believes the most powerful part of a software system is the human being, and that the value key is to let the computer do what it does well — go fast without getting bored — in order to free up human potential.
Chris and his team provide a SaaS solution for sales teams to talk to more prospects, and hosts a podcast, Market Dominance Guys.
Today we discuss:
Why you are looking in the WRONG places for sales talent
How to adapt your hiring model to uncover high performing sales people
Challenge today in hiring sales people?
Can't find people
Everyone is chasing the same (wrong) people
Get bid up (too expensive)
Takes forever to train
They bounce
Not interested in the job
Huge untapped pool of talent (over 40)
Why is this important to the company?
Adopting a 2 tier model you
Flow rate of meetings is a bottleneck of almost every company
Always invest in the bottleneck
Rick’s Nuggets
Value alignment within the organization is more important than ever before
Connecting the dots between values & desire avoids bidding wars
Creating value above and beyond the paycheck
People do not leave when they are in alignment
How do we solve the problem?
Change your model
Make SDR as a real professional job
Look at different age demographics
Identify people who come from the industry you sell to
Huge untapped pool of talent (over 40)
Interview like you mean it
Test people. Have them do some work
Have 10 conversations
Good voice
Can you make people laugh
Modulating your voice
Listen to the conversation
Coachable
Length of time you keep people on a call
Rick’s Nuggets
“Walk me through the process how you closed your last deal”
Scripts are king!
Align your interview process with your company values
To properly assess people you need to be able to evaluate them for alignment
Key Takeaways that the Audience can plug into their business today! - Value:
Take the SDR role seriously and not just as a stepping stone. (your company’s bottleneck
Embrace real management for sales- pay attention to process
The only thing a SDR needs to do is sell a meeting… not the product.
Guest Links:
LinkedIn: https://www.linkedin.com/in/chris-beall-7859a4/#
Company: https://connectandsell.com/
Twitter: https://twitter.com/chris8649
Blog: http://blog.connectandsell.com/
Podcast: https://www.marketdominanceguys.com/
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
Growing your company from 2 to 10 people is the most critical time in your company's life cycle. The reason for this is every single hire that is made can make or break the company.
Every founder I meet has a story of “we hired a person that we thought was going to be a rockstar and it turned out to be a disaster”.
So where do things go wrong when a bad hire is made?
The interview was run from a position of need; where we focus on selling the opportunity. So excited to get this new rockstar on board that we totally forget to take the time to understand if the person aligns with the values of the organization.
The good news is there is a solution to avoid these sometimes deadly mistakes and it just requires structure and developing your listening muscle.
Our guest today: Jeremy Parker, Co-Founder and CEO of Swag.com
Swag.com is the best place for companies to buy and distribute quality swag that people will actually want to keep. We work with 5,000+ companies including Facebook, Google, Amazon, Netflix, Spotify and Tik Tok.
Jeremy was named to Crain's NY 40 under 40 (Class of 2020) and Swag is #218 on the Inc 500 (2020) and #368 (2021)- Fastest growing private companies
Today we discuss:
The importance of the first 10 hires
Process to avoid making the wrong hire
Challenge today?
Hiring for the resume
People who have done it in the past
Not about the skills but the culture
One bad hire can destroy a business
Why is this important to the company?
Story: First 2 years just the founders. Then scaled quickly to 14 people
Who you hire in the early days is super important. Need to be the right fit, for the right time. They could be a great person and extremely talented but if they are not the right fit for the time it can go sideways.
Up to 70 people now and everyone is ability is important, skills not as important, as culture
How do we solve the problem?
Stop micromanaging
Guide & teach & trust that people will get it
Allow people who are hiring to do the job
Right mentality & Right focus (embracing failure)
Failure is ok
Embrace it!
4 rounds of interviews
First meet with Department Head. If that goes well, meet with someone who is currently in that same position in the company, to make sure they feel this person can do the job well.
If that goes well, meet with the COO,
if that goes well, meet with CEO.
If the candidate gets through all rounds and everyone feels they could be a good fit, we get at least two reference checks. Someone who they worked under and someone who they worked alongside.
Rick’s Nuggets
Evaluate everyone around your values
Key Takeaways -Value:
Being ok with failure! Nothing can go wrong when you are ok with it. Failure will get you where you need to go.
Guest Links:
LinkedIn: https://www.linkedin.com/in/jeremyianparker/
Company: https://swag.com/
LinkedIn: https://www.linkedin.com/company/swag.com/
Twitter:https://twitter.com/promotewithswag?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor
Facebook: https://www.facebook.com/promotewithswag/
Instagram: https://www.instagram.com/swagdotcom/?fbclid=IwAR1TnFCOQ8kv-chtsiP5wKexliw55YISu2rESPCLGUu86tEynikmspBy9xc
This show is proudly sponsored by Criteria Corp
4 Million Americans quit their jobs in July of 2021 , according to the U.S. Bureau of Labor Statistics. What this means is that you have a tremendous opportunity to upgrade your talent base in your organization.
The pandemic has magnified people’s career wounds in a way that every business will be impacted.
While many reasons are given as to the cause of this mass exodus, the root of the fall out is that the people leaving are no longer in alignment with the company’s values.
Value alignment is now more critical than ever to attract and hire people. Because when people align with the actual company values, they find meaning & discover their purpose.
And their purpose is far more important to them than your profits.
Today is a special episode due to the massive number of requests from our audience about this little problem called the great resignation
We discuss:
Why it is critical to own your company values
How to prosper in Hiring - TODAY!
Challenge today?
My people are getting poached!
We have come to a point where people want meaning & purpose in their lives.
Perks, compensation & benefits no longer matter
People are questioning their “why”
Imbalance
Stress & heartache
More flexibility is not the real issue
Inc Article https://www.inc.com/jessica-stillman/great-resignation-work-meaning-esther-perel.html
Demonstrating meaning & the company cares about them as “human beings”
Why is this important to the company?
Who’s leaving?
Mid- career employees have the highest resignation rates! (30-45)
You are positioned to heal a person's career wounds.
When you align with values and provide a solution to heal, both parties WIN
People are expecting win-win relationships with their employers
The Great Opportunity!
Easiest time in history to engage A-Players!
Raise the performance bar in your organization
4 Steps to Win-Win Talent in this Great Resignation
Get solid on your Values
Key to attracting top performers
Who you are
how you lead
how people act
Understand your Recruiting Process
Recruiting is how you identify people & get people to talk to you.
Just because you recruited someone great, doesn't mean you should hire them
Or that they will even accept your job offer
What is working today
Target and Contact & Reconnect
Do not sell, listen
Understand your Hiring Process
Start with an in depth Discovery call (phone screen)
Does this person’s desires align with the company (correctly positioned)
Not skills
Vision for the environment in which they will excel
Timed & structured Interview
Values alignment first
Skills second (working session)
Nurture a proactive flow - allow the person to have a voice in what happens next
What would you like to do next?
Heal the Career Wound
Growth, Content of work, Management
Value Alignment
Progression, learning, flexibility
If you cannot provide a path to the individual, don't hire
Someone else will thrive in the role
You will be just a paycheck (if the person joins)
Key Takeaways -Value:
The “Great Resignation” is real and you need to be capitalizing on the opportunity that has been presented to us!
Get tight on the company values… They are the key to a successful hire
Don't confuse a recruiting process as a hiring process. They are two separate activities.
Rick's Links:
LinkedIn: https://www.linkedin.com/in/rick-girard-07722/
Company: https://www.stridesearch.com/
Podcast: https://www.stridesearch.com/hire-power-radio
Book: Healing Career Wounds - https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
Time and People are the most precious asset your company has on the road to success or failure.
As leaders, It is our responsibility to protect the time of our team to ensure that projects are delivered on time. It is also our responsibility to put processes in place that ensure that the strongest people are in the right seat!
Shouldn't each step of the interview process have a purpose and save time for everyone involved?
Yet Interviewing is the single point of failure in almost every company.
Too long.
Too short.
No clear direction.
Or riddled with boobytraps that repel strong people from even engaging with your company!
Our guest today: Andrew Bartlow, Founder & Managing Partner of Series B Consulting.
Which helps businesses to articulate their people strategy and accelerate their growth while navigating rapid change. He also founded the People Leader Accelerator, which is the foremost development program for HR leaders at startups.
Andrew Bartlow has 25 years of Human Resources and Talent Management experience at organizations across a wide spectrum of sizes, maturity stages, and industries. He is the co-author of “Scaling for Success: People Priorities for High Growth Organizations,”
Andrew has worked with clients like MasterClass and many others to help them overcome obstacles in a hyper-growth phase.
Today we discuss:
Why your timing kills hires
How to Time out your process in the most effective manner
Challenge today?
Filling roles with good people with less of an internal organization tax
Too many interviews, too much time - I’m out
Over emphasis on consensus, 10-12 people over multiple rounds
Giant time drag on a company
People fall out
Offer to close rate 60% is not good!
Why is this important to the company?
Time - interview time takes away from productivity
Rapid growth is usually essential. Time burns cash runway, employee time and goodwill, and competitors keep coming.
Efficiency matters - particularly at the early growth stages
Don’t let perfect be the enemy of good. Should be able to make rapid hire / no-hire decisions, and fair/reasonable separation decisions without months of agony.
“Hire slow and fire fast?” I’d suggest looking for a goldilocks zone on both. Take the time necessary, but not one minute more than what is net value-adding to do both.
Rick’s Nuggets
All that is needed is:
Discovery Call
Value Alignment Interviews
Working Session (skills)
10 business days max
How do we solve the problem?
Start by clearly defining the roles that you want to fill
Source candidates in a scalable way
Expand the pool
Employer branding
@ Series A should get beyond friends & family network
Hire a dedicated recruiter
Need a screen / filter before the manager sees the candidate
Passive candidate magnet
Check for compensation expectations & role interest; initial assessment of required skills, knowledge, and experiences
Goal is that ZERO candidates make it to the hiring manager who have out-of-bounds pay or role expectations, and all of those candidates moving forward have experiences that reasonably match the role
Manager vetting before meeting the team
One and done interview process ~30 minutes 1on1 via video
Confirm that the candidate is interested in the role and the comp budgeted - preclose the candidate
Ask for references here!
A candidate shouldn’t come meet with a team until / unless the hiring manager is a strong advocate to hire them. Don’t waste the broader team’s time.
Work Product Sample (optional - often good for technical roles, but rarely for G&A)
Give a real problem - don’t spend a lot of time coming up with hypotheticals, too many variations which will change
Faster / easier / more accurate to work on a real problem. Just get an NDA.
Related alternatives - Can review Github rather than request a project. Can conduct a live shared-screen working session. Can ask for examples of prior work that demonstrates a good fit for the role.
LOTS of candidates drop out at the project stage. Don’t let this become a barrier!
Team Screen
One and done over video, with multiple people involved
Cultural (watermelon @ Gusto) interviews have a risk of being counterproductive. To be effective it should be structured, interviews have good training, and the traits assessed should be really clear AND ALIGNED with the future needs of the org. Danger of holding onto the past - what got you here, won’t get you there.
Decision
After the team screen, there should be a hire / no-hire decision. Lots of organizations get hung up comparing candidates, not sure what they are looking for. You need to fill jobs with good people and KEEP MOVING. A hiring manager / hiring team which isn’t sure what they are looking for is the single largest waste of time and energy in the company-building process.
Can have a calibration meeting. Maybe the recruiter supports it, but really, the hiring manager should own the decision and have the most energy around moving forward.
Offer & Candidate Closing
Rick’s Nuggets
Reverse engineer the time to hire and set timelines for each stage
Set process before you define roles
Train your people on “how you hire”
Gain commitment from interviewers for excellence
Key Takeaways -Value:
Streamline your process. Fill jobs with less time from the team. May or may not fill the role in fewer days, but can reduce total hours committed by the group from 100+ to closer to 10. Yes, this requires a bit more ownership and potentially a little more time (per candidate) from the HM, but should dramatically reduce the overall time by the team.
Guest Links:
LinkedIn: https://www.linkedin.com/in/bartlow/
Company: https://www.seriesbconsulting.com/
Speak On Podcasts: https://speakonpodcasts.com/andrew-bartlow/
People Leader Accelerator: https://www.peopleleaderaccelerator.com/
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
Hire slow, fire fast is a motto we have all heard as startup founders. It makes logical sense but what really happens is quite the opposite. As entrepreneurs we shift into panic mode when we have a need and move quickly to fill the role. Completely missing all the evidence that this person will be a bad hire.
Once the person is in the seat, the dread of having to refill a role often leads to concessions made to the detriment of the business.
Hiring Slow means investing the time to really make sure the person will be a strong hire. Therefore there should be no need to fire fast. Especially if you really understand who the person is and gain evidence of the value they add to the company.
Think of each person you hire as being worth $2 million dollars to the company. Changes your perspective, right?
A lot more care and a higher talent bar would be prioritized over just “filling the seat”.
Our guest today: Joseph Fung, Founder & CEO of Uvaro
A tech sales career accelerator, and of Kiite, a sales enablement platform purpose-built to provide sales teams with the information they need when they need it. Joseph’s a repeat Founder & CEO, and with multiple successful exits, and speaks frequently on the topics of sales leadership, diversity, and corporate social responsibility.
Joseph is an expert in sales, startups and building scalable culture.
Today we discuss:
Our mentality around hiring sales people
How to effectively attract & hire high performers
Challenge today?
Hiring for software skills rather than problem solving skills
No internal training- want someone who already doing what you need done
Rely on stereotypes and gut
Need people who can speak to a bigger variety of customers
Why is this important to the company?
Fix the problem, you can triple the production of 1st year sales reps
8 months to ramp, average sales rep only achieves 60% of quota
Ramp in ⅓ time and drive production to 80% - Training
Churn & burn kills morale
Cash costs are immense on the back end
How do we solve the problem and hire the strongest people every time?
Throw out your job description
Translate ideal customer to sales job description
Ideal Customer Profile- go granular
Choosing what & who to hire
Invest in Revops & sales enablement
50:1 ratio Rep to SE is a start => move to 20:1
Mindset
Treating the organization with respect
Thinking is you solve the problem by hiring more people
Interview
Culture fit interview - “Is this someone I want to have a beer with?” not
Turn it into a behavioral interview - what behaviors demonstrate values alignment
Rick’s Nuggets
Performance metrics are most critical component today for job descriptions today
Accountability up front
Understanding a person’s positioning
Transactional Sale VS. Enterprise/Solutions Sale
Resources available
Builder, Improver, Maintainer
Uncovering the impact that has been made in their current/former position
Save time, increase revenue
Key Takeaways -Value:
Throw out your job description . Copying others is just propagating bad habits
Stop asking people to sell like the founders - it won’t work
Re-think your culture fit interviews...write behavioral questions
Guest Links
LinkedIn: https://www.linkedin.com/in/josephfung/
Twitter: https://twitter.com/josephfung
Instagram: https://www.instagram.com/josephfung/
Company: https://uvaro.com/
LinkedIn: https://www.linkedin.com/school/uvarolife/
Twitter: https://twitter.com/uvarolife
Facebook: https://www.facebook.com/uvaro.life
Instagram: https://www.instagram.com/uvaro.life/
YouTube: https://www.youtube.com/uvaro
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
“There is work that needs to be done and I just need someone good to do the work”
sigh
This is what we tell ourselves when we decide to hire someone. But it is so much deeper than just getting a butt in the seat!
Growth is the most important factor here. So, we must start with the end in mind to avoid making HUGE hiring mistakes!
Yes, we need to get the work done but will this person really help your company grow? And more importantly, can your company provide the growth that the person you want to hire desperately desires?
Our guest today: Mike Zani, CEO of The Predictive Index.
Mike Zani, the Wall Street Journal best selling author of The Science of Dream Teams, is CEO of The Predictive Index, the leader in talent optimization. Prior to The Predictive Index, Mike served as president of LEDCO, a manufacturer of rugged computer peripherals. It was at LEDCO where Mike, a customer of The Predictive Index, developed his passion for the company’s vital management tools.
An avid sailor, Mike began his career in marketing and sales with Vanguard Sailboats and was a coach for the 1996 U.S. Olympic Sailing Team. He holds a B.S. from Brown University and an MBA from Harvard.
Today we discuss:
Hiring for Talent optimization
What is talent optimization
How to hire for it
Challenge today?
How to you hire well within the context of time & risk
What risk are you willing to take on bad hires?
Systems in place to support the risk
30, 60, 90 day check ins to support
Do you just want t body in a seat
Persona
A talent optimized system allows you to train & develop
Need to develop the programs to support
Why is this important to the company?
We are 30 years behind sport in bringing analytics for hiring
What is sport doing now?
TA is the single most important function in the organization
Need to take a maniacal approach to hiring.
Fantasy league hiring takes more time than hiring to companies
Data drives success
Performance measurement
Rick’s Nuggets
Getting the right person the the bus is FAR more important than getting work done
If the work is that important, hire a contractor
The mistake made is the optimism of the founder
Assumptions
Hire on their potential (assumed), bias (assumed) & need (get it off my plate)
Zero time is taken to understand what the other person desires, other than a paycheck
Consider this: The cost for every bad hire is $2M
How do we solve the problem?
Top of funnel strategy
Clear mission
Hiring brand that attracts talent
Palpable culture - Strong enough that it disqualifies people
Great referral strategy - cash after 6 months,
Bottom of funnel strategy
Hiring systems
Strong assessments -behavioral , cognitive, analytics
Hiring process, structured interviewing
Training- especially on cultural interview aspects
interviewer grading, scoring, developing
Remove people who are bad interviewers
Post hire Strategy
Benchmarks
Performance systems - 30,60,90 day
Hire for buoyancy!
Rick’s Nuggets
Mid Funnel Strategy
The Interview
Structured & timed
Values aligned
Challenging
Does the interview produce evidence to support the decision
Is the evidence supported by the assessment?
Key Takeaways -Value:
Need a post-hire system!
Can take more risk
Need to have a feedback loop to add/subtract people from the interviewing process.
Guest Links:
LinkedIn: https://www.linkedin.com/in/mikezani/
Company: https://www.predictiveindex.com/
Twitter: https://twitter.com/predictiveindex?lang=en
Facebook: https://www.facebook.com/predictiveindex/
Instagram: https://www.instagram.com/thepredictiveindex/?hl=en
YouTube: https://www.youtube.com/channel/UCexehrVsBrP9SiNeBm4pY7Q
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
The first time I was fired was when I was 16 years old and working at Numero Uno Pizza. It happened really strangely, I went in to pick up my paycheck and the manager let me know that this paycheck would be my last one as I was no longer employed there.
No warning and no explanation.
Bewildered, I simply walked out the door, walked across the street and was hired by their competitor.
The way in which the whole experience went down, left me feeling embarrassed & resentful.
Never again did I eat at that restaurant because of the way they made me feel.
Our guest today: Lori Torres, Founder & Former CEO of Parcel Pending
The nation’s leading provider of innovative package management solutions. Prior to Parcel Pending, Lori was SVP of property operations at The Irvine Company.
She has been recognized on multiple occasions for her leadership, including being named 2017 “Innovator of the Year” by the Orange County Business Journal and chosen as one of 13 entrepreneurs admitted into the EY Entrepreneurial Winning Women™ 2017 North America class.
Lori worked to build a world class organization and is going to share her wisdom.
Today we discuss:
Making the difficult decision to part ways
How to fire a person in a way that leaves everyone feeling good about themselves
Challenge today?
When is the right time to make a change and terminate someone?
Can you afford to do it, do you have the bandwidth
Taking the time to really understand
Have an intervention- performance improvement plan, use to be successful
Articulate to really improve the person's performance
Everything possible to make sure they are successful
Accountability tool &
Why is this important to the company?
Benefits: often find someone better
Help the person you are terminating to the world,
Embrace the people management side of the business
Termination is part of the evolution of the company
Change needs to happen,
This is the game we are playing, these are the rules, here’s how we move forward
What you need at $3mil is different at $10M
Rick’s Nuggets
Be proactive in your hiring
Hiring for growth first - start with the end in mind
“people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” - Maya Angelou
How do we solve the problem?
Identify performance issues first
Candid open, specific conversation
Time frame to meet the expectations
Check in: not meeting expectations,
Provide a performance improvement plan
Whatree performance is now, when they are not meeting expectations, when we are going to convenience to review
Termination
Reason for termination:
Labor attorney- worth the money to handle things properly
Quick conversation : next step, it is not working
Part ways with dignity!
Severance with a legal document release of liability & non-disparagement
Walk them out the door and wish them well
Offer help to help them move forward
Sample Termination
Rick gets Fired!
Rick’s Nuggets
Really take seriously the performance metrics that were set for your people in the job description
Evidence to support the hire first!
Key Takeaways -Value:
Really spend the time to hire correct people. It's like dating, Interview a lot
When the person is not performing, invest the time to
Have non-confrontational conversations with people
Guest Links:
LinkedIn: https://www.linkedin.com/in/loritorres/
Company: https://www.parcelpending.com/
Twitter: https://twitter.com/ParcelPending
Facebook: https://www.facebook.com/parcelpending
Instagram: https://www.instagram.com/parcelpending/
YouTube: https://www.youtube.com/channel/UCFj7yh4kDC7Jx5CDUYnar7A
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
Answer: Linking Corporate Values into Your Interview Questions eliminates bias
I posed the question to a room of over 400 corporate executives and the results shocked me when I first asked it. Now when I ask the question, the results just make me …. Sad.
“Please raise your hand if you have had any formal interview training at any time in your career, other than what not to say in an interview”. Three hands were raised. 3 out of over 400 people!
And we wonder why hiring is “hard”. Guess what, It is not so hard for companies like Amazon who, from the beginning, have structured and trained their people HOW to effectively interview people. This is why they have always been a talent magnet, and not because they pay well.
3 out of 400 people! This was a major a-ha moment for me and it should be one for you!
Imagine the impact your company will have on this planet when you and your people get really good at hiring.
Today we discuss:
The importance of linking values to interviewing
How to set up and execute a values driven interview
Challenge today?
Talk about bias elimination
cannot happen until interview questions are designed to extract evidence
The content of the interview cannot be left up to chance
The fate of each interviewee is determined in the first 15 minutes at most. Sometimes in the first 5 minutes….. All based on bias
51% chance that your decision is wrong
Unchallenging, unimpressive interviews only attract people who are there for the paycheck
Talented people (A-players, change makers & high performers) do NOT want to work for yahoos!
Informal, unstructured & unprepared interviews make you look like a yahoo.
Offer turn downs are at an all time high
Why is this important to the company?
One word: AMAZON
Leadership principles (company values) are what drives decision making
Customer Obsession
Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers.
Hire and Develop the Best
Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice.
https://www.amazon.jobs/en/principles
Talent is drawn toward excellence
How do we implement values driven interviewing?
Clearly write down your company values
Founders- this is you & your values
As you ad people, reassess at least bi annual- especially before hiring ANYONE
Develop Values
Clear definition of what the values means to the company
What attributes characterize each value
Measurables (how does a person live the value in their day to day life?
Sample exercise
Value #1 Dignity
Definition: Treating yourself and others with respect & courtesy
Attributes:
CEO
Co-founder
Dept Head
acceptance
Self-respect
self-confidence
Non judgemental
equality
Respect for others
Self esteem- elevation
decency
Stands tall
empowered
Treat as equals
Measurables:
*** Empowering others
*** Respect for others
*** Non-Judgemental
Build interview Question Library
Behavioral questions designed to bring evidence of how people “show up”
"Tell me about a time...." or “Describe a time when….” or “Outline a time where….” or "Give me an example of..."
Questions must be Indirect & not obvious to the interviewee
Evidence to support Attributes
Support / follow up question flow
Value #1 Dignity
Attributes:
*** Empowering others
*** Respect for others
*** Non-Judgmental
Tell me about a time you helped elevate the performance of one of your teammates (Empowering Others)
How did you learn of the issue?
What were the events that led to this performance being important to you?
How much time do you dedicate to the cause?
How do you feel you could make more of a difference?
What makes this important to you?
What was the outcome?
Give me an example of a time you stood up for a person you didn't know (Respect)
What steps did you take?
How did this affect the other person?
What made this action important to you?
Describe a really uncomfortable work situation that needed to be addressed that was personal to the other person? (Non-Judgmental)
What were you asked to do?
How did it make you feel?
Reinforcement & Training
Live your values
Make it a language by which decisions are made (like Amazon)
Teach everyone who interviews, how to extract evidence
Capture data - training & compliance purposes
Key Takeaways -Value:
Invest the time to build out your corporate values - the Payoff will be HUGE
Take the next step and connect them to your interviewing
Train your people! Part of their job is to other high performers so give them the tools to do so
Rick's Links:
LinkedIn: https://www.linkedin.com/in/rick-girard-07722/
Company: https://www.stridesearch.com/
Podcast: https://www.stridesearch.com/hire-power-radio
Book: https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
You are at the point in your business where the company is ready to hire the first person to head up a department (i.e.: sales, marketing, engineering). You are excited and terrified at the same time. You’re thinking “I have to get this right”... and you are right, you do!
How do you evaluate a person with an area of expertise that you are NOT familiar with?
The answer, my friends, is being prepared, digging deep and really listening! Step outside of your first impression and be aware of your tendency of confirmation bias.
Shift your focus on gathering concrete evidence and the outcome will be the correct decision every time.
Our guest today: Liam Rose, Founder of Catalina Seven Ventures.
Liam is the founder of Catalina Seven Ventures, a Southern California consumer software startup. Before forming C7V, he managed the sales team for an Orange County-based entertainment startup. As a result of his own challenges trying to juggle health, academic obligations, and personal relationships while attending the University of Richmond, Liam created a new approach to life scheduling built to enable better balance. During his time at the Robins School of Business, he was selected as a 2019 Innovator Under 25.
Catalina Seven Ventures' first product, HORUS Life Schedule, is now available for Beta testing on iOS and Android (access available through the company website)."
Today we discuss:
How to effectively make your first departmental hire
Challenge today?
Hiring the first person within a department
How do you make that hire
How do we know if the person is good
What's the barometer
First tech person, marketing, HR or finance person
How do you know if the person is the best person do the job at the current stage
Culture & environment fit
Metrics & deliverables
How well they can make the connections between metrics and the outcome
Why is this important to the company?
They will be the departmental cultural lead
Top quality people hiring more top quality people
The greatest impression people get is from the interview process itself
Set the tone on how you are going to manage the person based on the interview process itself
Improved interview process results in a higher level of talent
Demonstrates the ability to understand the individual
Ignorance of the process
Rick’s Nuggets
Every hire is critical at every stage of your start up!
Hire slow, fire slower-er-er
Firing fast is negligence & kills culture (reduces trust, increases anxiety)
Cult creation- Steve Newcomb (https://medium.com/cult-creation/cult-creation-a44303564f21)
Firing fast “kills innovation, ownership and trust”
How do we solve the problem?
Signaling - feel a unique attraction to our company
Job Advertisement
Distributed via word of mouth/referrals first
The step beyond who we are. Bold- unapologetically ourselves
Demonstration of understanding
Interview process
Realistic expectations
Show that people can succeed
Difficult but not impossible
Show professional empathy
What is going to make you most happy?
What does the individual want?
Communication preference, invest in every core operation of the company
Calling the Hotline
Advisor de-risk
Outside influence to identify the obvious
Rick’s Nuggets
Prepare yourself by adopting process, engage in interview training & experience
Process: must have a flow and timing- Start on time, end on time
Discovery call (45 minutes)
Interview #1 Cultural (60 minutes)
Deeply tied to corporate values/principles/culture
Interview #2 Working Session - judge skills (60 minutes - ½ day)
Live example of how we work together, problem solve, communicate
Interview Training
Behavioral interviews produce EVIDENCE to uncover the TRUTH
Assign interview questions to the individual interviewers
Prepare the candidate for what to expect
Experience (not yours, theirs)
A-players are attracted to excellence
Leave everyone feeling good about their time investment
Key Takeaways -Value:
Their language, not your language
Gets you the people you want rather than the people you can get
Use experience to de risk: everyone in your network. What you should avoid with absolute certainty
Guest Links:
LinkedIn: https://www.linkedin.com/in/liamwrose/
Company: http://catalina7ventures.com/
Twitter: https://twitter.com/c7vinc
Instagram: https://www.instagram.com/catalina7ventures/
This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/
The key to retention is growth. With looming fears of “the great resignation” company’s are unsure as to how to structure the organization. Forcing a state of flux that is not healthy for the business.
The poles tell us that at least 40% of people will quit if forced to go back into the office full time. Will your company have a mass exodus? If you have not put your people first…. Most likely.
Companies who have been fostering personal & professional growth through leadership will experience far less separation because they have put their people in front of the transaction.
Our guest today: Sam Caucci , Founder & CEO of 1Huddle
A workforce tech company that upskills, trains, and motivates employees through science-backed, quick-burst mobile games.
Sam founded 1Huddle on the belief that every worker deserves access to the job training, support, and coaching needed to win on the job. Put simply, 1Huddle is making training more fun, effective, and accessible for the entire workforce.
Sam is also the author of the #1 bestseller, Not Our Job: How College has Destroyed a Generation of Workers and How to Fix it. Sam is an expert in workforce engagement and development.
Today we discuss:
Why struggle based learning is the key to retention
How to build learning into your culture
Challenge today?
Training
Do unto others as it was done to you
Struggle is important to learning
Leverage technology to increase outcomes
Why is this important to the company?
Middle management job function is more important than ever
How do we arm them to be better coaches to the front line
55% of workers are Millennials & GenZ
They like structure
Coaching up and development
Struggle based learning
Game based learning 45% faster!
“Make it Stick” -Peter Brown
"It's the Manager” Only 15% or workers are engaged (before pandemic)- Gallop
1 driver to engagement is having a coach
How do we solve the problem?
Struggle based learning
Content Audit
What do you have now?
Gaps - Where are the business problems?
Finding content: buy vs. build
Selecting Technology (learning management system)
Accessibility, Outcomes &
Authoring
What kind of staff is required to manage it
Wrap learning in a game format
Mobile first
52 week calendar (never ending game)
Continual development
Up-skilling (stop siloing workers)
Reskill & re-onboard
Key Takeaways -Value:
Workforce technology is making it easy to more effectively onboard every worker from frontline to full time
Effective skill building and retention requires struggle
Managers need better tools and strategies to onboard, develop and engage workers.
Guest Links:
Sam Caucci:
LinkedIn: https://www.linkedin.com/in/samcaucci/
Twitter: https://twitter.com/samcaucci
Company:
1Huddle: https://1huddle.co/
Twitter: https://twitter.com/1huddle
Facebook: https://www.facebook.com/1huddle/
Instagram: https://www.instagram.com/1huddle/
YouTube: https://www.youtube.com/user/SalesHuddleAcademy
Author of the #1 bestseller: Not Our Job: How College has Destroyed a Generation of Workers and How to Fix it (Amazon)
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
We can all agree that running a remote business has become very challenging from both a cultural and productivity perspective. If anything the past year and a half has taught us, it is that paying attention to the needs of our people is really hard. Especially when they are remote.
So how do we progress through this challenge and continue to grow?....Take on a social mission.
We have all heard the term “givers gain”. When your culture merges with cause, it propagates purpose. And, a shared purpose attracts value-aligned people and elevates company performance.
Our guest today: Brian Roland, Founder & Chairman of Abenity
Brian is a social entrepreneur and Founder of Abenity, the 6x Inc. 5000 company that’s powering corporate perks for top brands like U.S. Bank and Mastercard.
Abenity recently exceeded $1 million dollars of total giving!
Brian lives in Scottsdale, Arizona with his family and enjoys roasting coffee, flying drones, and helping impact-driven entrepreneurs establish a social mission of their own. He has built a fully remote, purpose driven organization that absolutely crushes it!
Today we discuss:
Why cause brings purpose to your company
How to build a social mission
Why don't we build cause into our companies from the beginning?
Launched into remote work with a false positive
Shared purpose needs to be outside your brand
Fighting for is more powerful than fighting against
People become lost on an island without purpose
People need something bigger than their day to day routine to stay healthy
Hybrid is dangerous… either all remote or onsite….
Can create a resentment culture
Why is this important to the company?
Process of navigating back from fully remote work
Still very uncertainty
Doing what is best for your work routine will breed resentment with my employees
What mix is correct?
Potential pitfalls in onsite, remote, hybrid
Culture is what needs to be fought for above everything else
Rick’s Nuggets
The more structure you have in your company early on, the easier it is to attract the Strongest/value-aligned people to the company.
High performers are attracted to excellence, not ego.
Excellence is structure
How do we solve the problem?
Impact plan
Define your giving model
Put profits towards a cause
Give from savings - what you save in rent
Flat fee, percentage, 1 for 1
Create a social mission statement
Use this template to build a Social Mission Statement:
Here's a template that you may find useful for your social mission statement:
[your belief statement here],
and that's why we [summary of your impact plan here].
With this commitment, we're communicating a powerful message, [your purpose statement here, why you care about your cause].
Here's our Social Mission statement at Abenity:
Perks are about people and that's why we sponsor children living in extreme poverty with the programs we deliver.
With this commitment, we're communicating a powerful message,
that whether you're an employee at a Fortune 500 Company, or an orphan in the developing world, you are valuable, what you do matters, and you can make a difference.
Share your impact story
Publish an impact report (https://prks.co/Impact)
Market the social mission
Brand differentiation
Everywhere you are comfortable
Setting up accountability
Who are you inviting in?
Invite the team to hold everyone (including you) accountable
Board, investors, cpa, and/or staff
Identify blockers
Anything that is holding back
Debt
Growth commitments
Must overcome before you can embark on the mission
“Once we achieve this as a team, then we start our mission of giving”
Do what you said you would do!
Rick’s Nuggets
Define the values that align with your cause
Understand that
Key Takeaways -Value:
Just show up
Download the Impact Report to start your Social Mission
Guest Links:
To download the 5-Step Impact Plan, text “Impact” to (615) 802-6853
For more on creating a 5-Step Impact Plan, read “5 Steps to Maximize Your Business Impact” https://www.brianroland.com/single-post/5-steps-to-maximize-your-business-impact
For some inspiration, check out Abenity’s Impact Report to see how they’ve funded over a million dollars of direct giving at https://prks.co/Impact
To set a perks program for your group, visit Abenity.com and use code “HirePower150” to save $150 off your first month’s services.
Brian Roland: LinkedIn
Company: Abenity Twitter Facebook YouTube
This show is proudly sponsored by Criteria Crop
It is time to change our mindset on how to really attract and hire the strongest people. The answer is not having the greatest recruiters or tools. It is not about having strong “employer branding” or compensation plans. The answer is really simple... It is about gathering the evidence in the interview to support the decision without assumptions & bias.
Leadership drives hiring , not recruiting or HR.
Mic drop moment: There are two critical components to your people function. Recruiting & Hiring. Recruiting is run by, well, recruiters and Hiring is run by hiring managers, executives & founders.
To land the strongest people for your organization both functions must have structure, synergy and adequate training to be successful.
Our guest today: Brian Breth, Riot games alumni & former VP of Talent Acquisition at Fair
Brian is a talent acquisition leader and US Marine Corps veteran with 20,000 years of experience forging, adapting, and applying best practices to complex business challenges in recruiting. He has a proven track record as an entrepreneurial leader whose ability to align teams, enact change, and build sustainable frameworks enables businesses to attract top talent and become more efficient, productive, and competitive.
Specialties: Global talent acquisition strategy and operations, leadership coaching and development, team-building and communication, process development and implementation, networking.
Brian was responsible for scaling Rubicon Project from 200 to almost 800 people in two years.
Today we discuss:
Why Quality is more important when you scale
How to scale without sacrificing quality
Challenge today?
Scaling quickly without sacrificing quality
Mindset
Lets get people as fast as we can
Competing for talent
Finding the best people
Not clear into what the values are then translating it to others
Managing the expectations of investors
Growth at whatever cost is dangerous
Why is this important to the company?
A startups evolution
Culture is the most important element for founders
Desire for culture conflicts with the investors desires for rapid growth
To become a competitor you NEED the best people
Rick’s Nuggets
Understanding what you are up against today
Flip the funnel upside down
Work referrals at scale
How do we solve the problem?
Acquisition
Understand that hiring people needs to be understood by leadership
A commitment from leadership
Cannot just set it & forget it
Just as important as your new product pipeline
Alignment at the executive level as to where and how they want to compete for talent
Realistic on what you can pay
Value prop - speaking to what is important to the person from a more intrinsic value. What’s important to me?
Build out the people function
Retention
Invest internally to retain them
Value - a future to live into
People leave because they no longer see a future for themselves
Develop leader to provide the future for each team member
Rick’s Nuggets
Understand each individual’s pain, desire & impact
Invest in the discovery call!
45 minutes saves hours in the long run
Crucial checkpoint
Key Takeaways -Value:
Founders look at what you are investing in your people function
What you invest in talent acquisition you should be investing into leadership training to get them really good at hiring
Guest Links:
Brian Breth: LinkedIn
Website: Riot Games Fair TechRecruit Conference
This show is proudly sponsored by Criteria Crop
Have you ever thought to yourself “If we only could have paid a bit more money, we would have landed the A-player we really needed to hire”?
If so, you would be wrong.
We often assume that money is the main reason for the turn down but in reality, it is our inability to demonstrate how our opportunity brings purpose to the individual. It is no longer a time where good people will sacrifice career satisfaction for a paycheck.
The balance of power has shifted and the mindset has changed. One thing we have learned from the pandemic is that purpose trumps the paycheck for almost everyone worth hiring.
Our guest today: Lorna Borenstein, Founder & CEO of Grokker.
The social health and wellbeing network that helps employees at global enterprises to move more, sleep better, eat more healthily and reduce financial stress. Her new book, It’s Personal: The Business Case for Caring, thoughtfully examines the Human Connection Movement™ in the workplace, which is fueled by a growing desire among employees to feel more connected to one another and as a result, better connected to their jobs.
Lorna’s expertise has been featured in top tier publications including Bloomberg, Fortune, and Entrepreneur. As a sought after speaker and panel moderator at leading industry conferences, Lorna presents on the current state of workplace wellbeing and engagement.
Lorna is a member of Forbes Human Resources Council and a frequent contributing author.
Today we discuss:
The importance of Purpose as today’s main currency
How to unearth purpose in the hiring process & beyond to
Challenge today?
Insides match your outside
Create a high performance culture
Connect mission vision & culture
To drive results to not move away from humans but toward it
Cost of not caring is the failure of your business
Creating a safe place to be (psychological safety)
Why is this important to the company?
To keep your people you need to treat them with empathy
Silent revolution (they will just walk out)
People do not want to feel alone (feel like they are part of the tribe)
Companies on the fortune best places outperform the s&p 500 by 2:1
40% of employees report that managers have not asked them how they are doing through the pandemic
Appreciation & interest as a person translates to a 7x increase in innovation
61% of employees will take a lower salary for better benefits
Empathy is the new company sexy
Rick’s Nuggets
If your understanding the person then you are transactional, and deserve to lose
Selling, pitching, focusing on compensation
Understand a person’s career wounds first
“What’s happening in your current role that has you open to hearing about something potentially stronger?”
How do we solve the problem?
State your commitment
I'm committed to you and here's what I am going to do
Living values inside & outside the office
People need to feel safe and valued (psychological safety)
Link their needs what you are going to deliver
Listen & accommodate
Coping accommodation - digging into tactical solutions
Create personal/ family time
Survey on policies and adjust
Provide tools
Digital tools to support healthy lifestyle
On demand on phones
Incentives for programs
Rick’s Nuggets
Structure first!
Build your interview process around your company VALUES
Take advantage of the “discovery call” to build trust
Understand everyone’s pain, desire, & impact
Ensures people will show up for your interview
Key Takeaways -Value:
3 tiered stratification model
What did you sacrifice that may have damaged your culture
What is your competition doing?
Transformational thinking
Guest Links:
Lorna's Book: It’s Personal: The Business Case for Caring, thoughtfully examines the Human Connection Movement™
Lorna Borenstein: LinkedIn Grokker Facebook Twitter Instagram YouTube
This show is proudly sponsored by Criteria Crop
As Entrepreneurs, we are constantly striving to get in front of the challenges we have. However we often seem to be in a constant state of fighting fires.
So now we are at a precipice where technology tools can alleviate this pain but we must first invest the time in training & understand how to best position ourselves and our teams to innovate successfully.
Let’s start to think about our human resources differently in a mind shift away from our desires to the personal & professional development of our employees. Thinking bigger attracts A-players! This fuels innovation.
Our guest today: Patrick Schwerdtfeger, Business Futurist and Keynote Speaker
Patrick specializes in technology trends including big data, artificial intelligence, Fintech and blockchain. He’s the author of “Pandemic, Inc.: 8 Forces Driving Business Failure or Fortune in the Post-COVID-19 Economy” as well as five other books, and has lectured at numerous academic institutions including Purdue and Stanford Universities.
Patrick is also a regular speaker for Bloomberg TV, founder of Trend Mastery Inc., and host of the Strategic Business Insights video blog (with over 28,000 subscribers and six million views on YouTube). Patrick has spoken about business trends, technology and digital marketing at hundreds of conferences all around the world.
Today we discuss:
How to think bigger to attract stronger talent
Challenge today?
Companies are not adopting technology fast enough
Companies always feel like they’re “behind” with respect to technology
How can companies leverage HR to accelerate technology adoption?
Jobs of the future: (1) communication skills & (2) creative problem solving
Thinking about your human resources differently
Stop thinking bottom up
NEW: How can companies attract top talent
NEW: Millennials are “lazy, apathetic, and entitled” but they CAN be inspired
NEW: Inspire your employees, customers, and competitors (good source)
Why is this important to the company?
Being innovative fuels growth
Rick’s Nuggets
Define your company’s purpose & cause
Utilize Talent from competitor - adjacent companies
Present Innovative technologies
How do we solve the problem?
1: Identify staff who are excited to learn and use software more extensively
2: Leverage enterprise software and get more training for your staff
3: Understand that technology propagates SMB through enterprise software
4: Break down tasks into (1) manual & (2) cognitive
5: Break each category down into (1) manual & (2) cognitive
6: Soft repetitive tasks by their level of complexity
7: Understand that “Innovation = Budgeting Failure”
8: Protecting high-gross margin products to FUND innovation
9: FAIL as fast and as cheaply as possible (test new ideas cheaply)
NEW: think bigger about your business
NEW: not 10% bigger, but 10x bigger
Rick’s Nuggets
Train your people - Have an active training program that promotes learning, innovation, new technologies - good for retention
Elevate top-down thinking
Key Takeaways -Value:
1: EVERYONE thinks they’re behind.
2: think more strategically, and you’ll catch up quickly.
Guest Links:
LinkedIn: https://www.linkedin.com/in/g8patrick/
Websites: https://www.patrickschwerdtfeger.com/
Facebook: https://www.facebook.com/g8patrick
Twitter: https://twitter.com/schwerdtfeger
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
Listening is the most critical interview tool you have. Not listening to respond (which we all do) but listening to understand.
Think of the interview as an opportunity to gather evidence to support your decision and when you understand a person’s pain & desire first, you can accurately position your opportunity as the answer to their problems.
Why do you need to understand the person before you hire them? Isn’t it enough that you know that they have the skills that are needed?
Because not understanding the values of the individual is what ultimately results in bad hiring decisions.
Our guest today: Casey Welch, Co-Founder & CEO of Tallo.
A digital platform and app that connects 1.3 million+ students and professionals to opportunities offered by colleges, companies, and organizations. Since its inception, Tallo has pioneered early talent engagement, facilitating career discovery and guidance for a diverse talent pool.
Under Casey’s leadership, Tallo serves as a virtual ecosystem leveling the playing field for all students and job seekers, regardless of traditional geographic and economic barriers. Casey is a leading expert on Generation Z in higher education and the workforce, and his insights have been featured in Forbes, FastCompany, ZDNet, and SHRM.
Today we discuss:
The importance of proper positioning when hiring
How to build understanding into your interview process
Challenge today? (Reactive hiring and approach to talent)
People want to find careers that are purposeful
After more than a year of grinding stress, workers are increasingly looking to find new jobs. In fact, according to research by Monster, 95% of workers are thinking about finding a new job, and 92% would consider switching industries for a new position.
Gen Z agrees with this overall sentiment. According to Tallo’s recent survey of over 1000+ Gen Z individuals, 69% of Gen Z said over the past year it's become more important to find a job that is personally fulfilling.
Products that will help people, change peoples lives
Gen Z wants a career that brings them purpose and meaning, not just a job. They also want to make a social impact with their career, not just work the 9-5. Tallo data found that one of the three most important factors for Gen Z when thinking about their future work environment includes making an impact socially and economically (47%)
In order to attract members of Gen Z, employers need to show prospective new employees will bring a positive change from a social and economic standpoint. This is an opposite mindset from their predecessors Millennials, who focused more on company name recognition
Finding the workforce that is going to stay
The top three most important factors for Gen Z when thinking about their current or future work environment include:
Having a fair and ethical boss (72%)
The ability to be heard (61%)
Making an impact socially and economically (47%)
Hybrid work environments are key: 63% of Gen Z is interested in working in a hybrid setting, while 27% want to work in the office full time and 8% want to work remotely full time.
Pandemic changed people's views
More than one out of every three Gen Zers reported in a Tallo survey that they are reconsidering their career choice due to certain industries being negatively impacted by the COVID-19 pandemic.
Culture & environment are far more important
The three biggest factors that motivate Gen Z to take a job include salary (78%) interest in work (70%) and work life balance (58%).
Addressing social issues + diversity equity and inclusion in the workplace is vital. Tallo data found that Gen Z listed the following as the most important DEI initiatives they look for in an employer:
Women in leadership (59%)
Training and discussions (58%)
People of color in leadership positions (53%)
Why is this important to the company?
Understanding what the modern employees wants and needs are, and then meeting those needs is critical to improve retention and reduce turnover.
People are leaving their companies faster than the employers can fill, which is why there’s a high demand for jobs but no supply of experienced candidates. In order to fill these positions, employers must begin a double-pronged approach of employee retention and employee outreach – and focus their efforts on Gen Z.
When asked about future workplace settings, only 8% of Gen Z want to be fully remote. 63% want hybrid and 27% would want to be in the office full time
Rick’s Nuggets
Understanding leads to truth
Every person has a different set of values
Evidence eliminates
Assumptions
Bias
How do we solve the problem? (Creating a proactive approach and system to hiring)
Mindshift
Away from transactional relationship (Two people can want to get married, doesn’t mean they want to get married to each other)
Care more about experience and about people
Using tools for measurement
Purpose & Meaning - what they like and want to do
Skills - What they CAN do
A focus on reskilling, upskilling and learning & development (L&D) opportunities:
Employers need to provide all their employees with new and innovative ways to reskill and upskill – especially when it comes to soft skills.
74% of Gen Z think soft skills (such as critical thinking, analysis, problem solving, leadership, and communication) are more critical for success in our current economy.
Some different L&D opportunities employers can explore include:
Technical (science, technology, engineering, software development, and design);
Leadership (communication, management, and critical thinking);
Learning new languages; and
Agile (collaboration, user experience, experimentation, and continuous learning).
Rick’s Nuggets
Mindset : who are you really?
Blind conversations are the most fruitful & eliminate bias
Interview questions that surface value alignment
Behavioral Interview that is tied to values!
Key Takeaways -Value:
Employers must place a heightened focus on recruiting the next generation of leaders into the workplace: Gen Z
The most important factors to drives people to come work for you include considering a hybrid work environment, addressing and emphasizing the important of diversity, equity and inclusion in the workplace and providing a means for employees to reskill + upskill
Employers must fully understand what today’s modern employee wants – from salary to benefits to work environment – and meet those expectations
Guest Links:
LinkedIn: https://www.linkedin.com/in/casey-welch-62482819/
Websites: https://tallo.com/
Facebook: https://www.facebook.com/AppTallo
Twitter: https://twitter.com/apptallo
Instagram: https://www.instagram.com/apptallo/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
Do you have a target list of the people you desire to hire?
It is easy to plan the roles you need to hire but the “who” is what matters most. A very simple hack is to just create a spreadsheet and every time you hear of someone good, add them to your list.
Now here is the important part… reach out and seek to understand. Simply reaching out and listening to their desires is all it takes to attract a well positioned player for your company.
Our guest today: Eric Dahan, Co-Founder & CEO of Open Influence
A premiere influencer marketing company with clients that include Disney, Google, Amazon, Facebook, and Under Armour, among others. The company is also a leader in Machine Learning and Artificial Intelligence within the ad industry thanks to its predictive analytics tools and entire influencer taxonomy, which contains over 10B data points. Eric is a Forbes 30 Under 30 recipient and Inc. 30 Under 30 honoree.
Eric has hired over 100 people for Open Influence and has a strong proactive program in place.
Today we discuss:
Why you should always be interviewing
How to run a proactive hiring campaign
Challenge today? (Reactive hiring and approach to talent)
Cascade risk of people getting burned out and demoralized
Takes time to train new people
An ounce of prevention
Avoiding the “oh shit” moments
Why is this important to the company?
From a p&l standpoint, building a more lucrative business
Retaining the best and brightest that they have worked so hard to to build up
Attracting, building, training and elevating the best people
Rick’s Nuggets
People are harder than ever to attract
Building a passive talent pipeline allows you to constantly raise productivity
How do we solve the problem? (Creating a proactive approach and system to hiring)
Planning
This is the structure
Getting the team to buy in
The why
Accomplish more by delegating
Create a strong feeder of young candidates
In network referrals
Inbound, through website
Industry niche focused
Building relationships with professors in college
Elevate and create a management layer
Empower managers to
Giving a bit more time to go out and find people
Budget for strong hires
Role creation for strong talent
Elevating from within
Hired HR director to help with recruiting and building out better processes
A lot of time saved with onboarding
Point person for planning & vetting
Rick’s Nuggets
Dedicate 1 hour a week to talent development (first 20)
Adopt a policy of opportunistic relationship building
ie: hackathons, hosting events
Understand the person’s pain & desire
Start interviewing 2 months prior the role becoming available
Value alignment is key!
Judge on values, not skills
Key Takeaways -Value:
Think about the ideal structure and what is going to make you scale. What is the break point? How do you make sure you bring it to life?
Think of hiring as something that you will always have to do
To really scale, make hiring continuous
Guest Links:
LinkedIn: https://www.linkedin.com/in/eric-dahan-3b428b62/
Websites: https://openinfluence.com/
Facebook: https://www.facebook.com/openinfluence/
Twitter: https://twitter.com/OpenInfluence
Instagram: https://www.instagram.com/openinfluence/
YouTube: https://www.youtube.com/channel/UCNBoxMi-r7CIhNFwConnXmA?view_as=subscriber
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
Knowing at least one attribute that is shared by everyone in the organization is critical to nail down before you start hiring. This one thing becomes the cornerstone of your corporate values which shapes the company culture, attracts the right people and fuels growth.
Ask yourself, what is the one trait that is critical to the organization? Write it down, start talking about it and encourage it to grow. Allow it to be the compass by which you will evaluate the right fit.
Our guest today: Beerud Sheth, Co-Founder & CEO of Gupshup
Gupshup is the global leader in cloud messaging and conversational experiences. He previously founded and led Elance (now Upwork, a publicly listed company), the pioneer of online freelancing and the gig economy.
Beerud has built world class organizations and hired hundreds of talented people throughout his career.
Today we discuss:
Minimizing the difficulty in hiring the right people
How to identify your one thing to enable you to make the right hiring decision
Challenge today in finding & hiring the strongest people?
Putting the jigsaw puzzle together
The right set of people
Hyper growth
don't rush into the hire
Make due with what you have, be opportunistic
Collaborative Negotiation
Why is this important to the company?
Very jr, part time roles were able to demonstrate grit & hunger and have evolved to very senior roles in the organization
People who get stuff done
Rick’s Nuggets
It starts with leadership!
What is your most crucial attribute
Define it
Live it
How do we solve the problem?
Find Highly flexible people
Goal oriented
Sense of humor; not take themselves too seriously
Missionaries, not mercenaries
How they negotiate is key
Right people, right seat
Give broad opportunities
*collaborative negotiation is key
Constructive conflict resolution
Teamwork is all about negotiation
Empower them within the role
Expand the scope of the opportunity
Personalities aside
Flexibility, teamwork, focus on the big picture
Rick’s Nuggets
Referral network
Content
Evaluate people for Value Alignment
Do they live your value??
Key Takeaways -Value:
Business requires flexibility
Collaborative Negotiation enables flexible execution and innovation
Flexible teams win
Guest Links:
LinkedIn: https://www.linkedin.com/in/beerud/
Websites: https://www.gupshup.io/developer/home
Facebook: https://www.facebook.com/gupshupbots
Twitter: https://twitter.com/gupshup
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
Are you considering hiring a team of experts offshore?
We all know that this option can give you a lot more bang for your buck. But does it really? The communication challenges, cultural differences and time variations may prove too much to manage for some entrepreneurs.
It’s important to consider this as an option only when the organization has the tools & structure to support successful communication of expectations. When aligned with company values, these hires can bring the added diversity that is needed to fuel innovation.
Our guest today: Eris Verne, Founder of AIfinder.
Eris started programming at the age of 14. While in college he started an algorithm based company which solved the problem of internet filtering called APKN. The company was acquired two years later.
After the exit of APKN, Eris discovered a flaw within a multidisciplinary field which intersects marketing, data, and behavioral analysis. So he founded Alfinder to be the most flexible behavioral data analysis solution, enabling industry leaders to predict market behaviors and learn audiences. He currently leads a team of 11 talented offshore employees who have been extraordinary since day one.
Today we discuss:
Why to hire offshore talent
How to effectively acquire the right teams for your company
Challenge today?
Big risk to hire local
Costs
Commitments, legal issues
Locating people for technical roles very difficult
Taking a big gamble
Problems faced:
Knowing what to do with the offshore team
Cultural alignment
Quality
Need a technical person to manage
Why is this important to the company?
Frees your time to hand off work
Offshore are in their own habitat - only need one person here to project manage
Must be a technical founder!
Rick’s Nuggets
Communication is the biggest hurdle
Contracting makes sense
How do we hire offshore talent effectively?
First Determine what you need
It’s best to find a technical person to assist you with this
Do not hire individuals! Hire through an agency
Identify an agency
They might not be technical people themselves so make sure they understand your needs.
Agencies usually have a way of tracking their candidates, ask as many questions as needed to understand the details of how the do so
The agency you choose should be ok with you changing, adding and removing candidates from your team regularly
Don’t fall into the trap of letting them handle your team and get your own project manager
Interview & Hire
Feel free to set up your interview as you would normally
Understand candidates backgrounds and challenge them with technical questions
Make sure there is NOT a language barrier or move on
Do not spend days on hiring and going through 5 interviews with a candidate
Hire Fast, Fire Faster!
Set everything straight
Try not to share internal news with them
And don’t expect them to learn a new technology while working for you
After you find fit candidates for your needs, try to work with them on a technical level only
Monitor their everyday work
Set the bar as you would normally
Key Takeaways -Value:
If you’re not a technical founder make sure you to have a technical person on your team
Focus on the people who benefit from your software/solution rather than the people who are making it
Hire Fast, Fire Faster
Guest Links:
LinkedIn: https://www.linkedin.com/in/eris-verne/
Websites: https://alfinder.com/
Facebook: https://www.facebook.com/alfinder.care/
Instagram: https://www.instagram.com/alfinder.inc/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
People do not want to go into the office on a daily basis anymore!
In fact, the last search we completed had an overwhelming number of people that would only be interested in a hybrid or fully remote work situation. Quality of life has become far more important to people than the paycheck.
We have all had to pivot in the past year but we really should embrace & capitalize on the opportunity that has been presented to us. That opportunity is the ability to raise the bar of talent within your company that is outside your geographical locale.
Our guest today: Nick Iovacchini, Co-Founder & CEO of Kettlespace.
Nick Iovacchini is a serial founder with a proven track record of building successful ventures across a wide range of industries. Companies founded by Nick have grossed $70MM+ in revenue, sold 10MM+ consumer products, and provided hospitality to 1MM+ patrons. Nick is currently a co-founder of KettleSpace, a company enabling smart hybrid work solutions with software, workspaces, and expertise. In his role as CEO at KettleSpace, Nick oversees product, operations, and growth.
Today we discuss:
Why the hybrid model is here to stay
How to run an effective hybrid hiring model
Challenge today?
Gen Z- values freedom
People enjoying the upside to working from home
40% of workers will quit if they have to go back
Operationalize hybrid & gather the right data to know if it is working
Why is this important to the company?
Value talent- talent concern
Power dynamics between worker and boss have changed
Worker is in a stronger position of negotiation
Apple revolt-
Global shakeup
Rick’s Nuggets
Target the strongest people -nation wide
How do we solve the problem?
Gather task force of people
HR, c suite,
Look at new paradigm
Employee input
Establish KPI’s, Objectives & Steps to take (# days in the office)
Success Metrics -- Engagement & Productivity Measurements
General “Direction” for Hybrid - 50/50 vs 3 days a week vs. self-select all remote, all in-office, hybrid
Set timelines
Plan for Change Management / Communications
Operationalize
Tooling
Decisions / policies
Implementation
Data Collection /
Monitor and iterate
Rick’s Nuggets
Target hiring: cross industry/competitors
Personal contact information
Performance metrics for each role- 90, 180 days
Run HireOS
Key Takeaways -Value:
According to McKinsey 90% of companies plan to be hybrid, but nearly 70% don’t have a plan or the tooling yet to implement it -- need to move towards solutions
The key is accepting the fact that this environment will be changing, need to adopt a test/learn approach -- plan for adaptation
Whether you are early or late to the hybrid party, at the end of the day this is what the talent wants and over time the majority of the workforce will demand -- early adopters will have advantages to retaining and attracting top talent
Links
LinkedIn: https://www.linkedin.com/in/nick-iovacchini-57102317/
Websites: https://www.kettlespace.com/
Facebook: https://www.facebook.com/kettlespace/
Instagram: https://www.instagram.com/kettlespace/
Twitter: https://twitter.com/kettlespace
YouTube: https://www.youtube.com/channel/UCtr_DyIGD7nkYy_9B3RHF2Q
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
You don’t need to see 50 or even 10 candidates to make a hire. You only need to see 1.
Why do we feel like we need to see a lot of people to “compare & contrast” before making a decision? Because we have been conditioned to window shop to ensure we are getting the best “deal”. But this is a transactional mindset which causes us to hire too fast with zero evidence to support the decision. Resulting in bad hires!
Let’s change your perspective...
Start by flipping your funnel. Focus on the channels that produce the strongest hiring results. Referral Network, Warm Recruits, and then supplement with applicants.
Relationships, not money, are what drive people in today’s hiring landscape.
Our guest today: Kate DeWald, Founder & CEO of OnCue.
Kate DeWald is CEO and founder of Oncue, the leading software and booking service for the moving industry. Launched in 2018, Oncue helps moving companies increase their revenue by as much as 400%, year over year, by automating many of their manual processes and enabling them to devote more time towards business growth and longevity. Prior to leading Oncue, Kate served in go-to-market roles to drive growth at industry-leading SaaS companies, including SuccessFactors and ServiceMax.
Today we discuss:
Why hiring is a long term play
How to gain access to high quality people
Challenge today?
Filling the top of the funnel with high quality people
Leadership roles
Funnel: either too many (unqualified) or too few
Making sure the candidate experience is stellar
Why is this important to the company?
Time wasting
Want to find the people that are going to be best in the business
Find the people that are aligned on mission, vision and values
Rick’s Nuggets
Reactive hiring results in “oh shit” hires
How do we solve the problem?
Funnel: linkedin recruiting, cold outreach, recruiter
Hire expert/subject matter expertise recruiting
Write content: be authentic and write about what it’s truly like to work at your company
Unbias interview process- doesn’t matter where the candidate comes from
Training leaders
Reviewing questions prior to the interview
Play the long game - interview and connect with people before you have the roles available, help out others where you can, it’s about creating long lasting relationships with people
Rick’s Nuggets
Referrals first: “Who have you worked with that was a strong performer in the organization?”
Recruits: cross industry performers, competitors-
Key Takeaways -Value:
Spend more time than you think you need on recruiting
Be authentic in your hiring process- if you’re a startup, own it- being transparent with the candidate about what the role is really will set them up for success
Think about Key ways you can add value - how can you add value to your candidates in the process? Make sure they have a great experience regardless of the outcome
Guest Links:
LinkedIn: https://www.linkedin.com/in/katedewald/
Websites: https://www.oncue.co/
Facebook: https://www.facebook.com/OnCue.co/
Twitter: https://twitter.com/Oncueco
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
You’re hiring and just are not seeing the quality flow of people responding to your job ads. A bit frustrated, you decide to launch an email/LinkedIn campaign targeting people from your competitors. You identify the people you want to talk to and start sending messages. Hopeful that you’ll draw in the strongest talent.
But the response is underwhelming at best. Why?
Because no one cares about your company, your job or you until you can demonstrate the value of “what’s in it for me?”. The selfish way you message is the #1 reason you fail to gain a positive response. Start with a person’s pain first, then you'll gain their attention.
Our guest today: Henna Pryor, President & Executive Coach for Pryority Group
After an explosive 14-year recruitment career working with top performers, growing managers, and C-suite leaders, Henna founded Pryority Group to realize a vision that access to coaching and development is the most important asset to any individual’s continued growth.
Henna prides herself on an "empathetic but no-nonsense" approach and has been recognized quickly as a secret weapon of companies ranging from fast-growing startups to Fortune 500. She has a dual specialty in working with high-achieving women and measurably improving the performance of sales teams and growing start-up businesses through her in-demand sales messaging training programs and strategic coaching.
Today we discuss:
Why no one cares about your messaging today
How to structure your digital communications to gain a positive response
Challenge today?
Reaching out to candidates digitally in a noisy marketplace - getting their attention and keeping it.
Problem:
Peoples attention span is about 8 seconds in digital communication (goldfish)
Initial outreach is usually operating from middle school English class writing techniques
Subject line kills you (great opportunity)
The spotlight is in the wrong spot. People start by talking about themselves right out of the gate. People don’t want to hear about you right away. They want to be the hero of their sales message first.
People are motivated by
Love
Hate
Fear of
Vanity
Pride
Longing for
Why is this important to the company?
Even in digital communication, people buy on emotion.
People get 121 emails a day- most of which are deleted or ignored
Most leaders have not been taught sales writing
Rick’s Nuggets
Pain, desire, impact
How do we solve the problem?
Subject Line
Must induce curiosity
Ie: You wouldn’t believe how we do this,
Confidential mysterious confession- top open
“That was a huge fail”
What's something special? What’s something you want to get away from?
The Content
You Perspective (“I get you, I understand where you’re coming from, I relate”
Here’s why it might be worth chatting with me for a few minutes (features + benefits, ideally at least 3)
Call to action
Very clear
Low pressure, low commitment
Rick’s Nuggets
Strike a nerve by identifying their pain
Be specific (growth, management, work content)
Desired outcome by alleviating the pain
Performance Metrics (Impact they will make)
How’s my telepathy?
Opener
You have been eagerly anticipating my email, but I just received your telepathic message so I apologize for taking so long to get back to you ;-).
Acknowledge the Pain
I understand you are pretty good at your job but your talents in XXXX (personalize) may be a bit underappreciated (or underutilized, under-challenged, over-managed) in your current role.
Key Takeaways -Value:
Attention is a currency. You might have the best opportunity with the biggest runway, but none of it matters if you don’t have a rock solid digital communication strategy to catch the attention of the right people to engage the conversation further.
Your value proposition alone isn’t enough to attract a good candidate in this marketplace. You need to express in your outreach that you understand THEM, and then walk them through the benefits that will make your message compelling enough to want to continue the conversation.
Using the framework shared will give you a much more compelling message to attract the candidate and give you a much better chance of starting conversations with the top passive talent as well, not just the active talent.
Guest Links:
LinkedIn: www.linkedin.com/in/hennapryor
Websites: www.pryoritygroup.com
Facebook: https://www.facebook.com/pryoritygroup/
Instagram: https://www.instagram.com/pryoritygroup/
YouTube:
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
With everyone struggling to hire, companies are looking for a competitive edge in being able to attract talented people. But the answer is not compensation & benefits. Contrary to what most people are preaching right now.
What draws people to your company is NOT the transaction. It is the substance behind what is in it for me!
Today we are discussing how your book can have a surprising effect in drawing talented people to your company by simply allowing people to understand who you are.
Our guest today: Alicia Dunams, Founder & CEO of Bestseller in a Weekend.
Alicia has helped over 2000 people become bestselling authors through her Bestseller in a Weekend® course and professional ghostwriting author services and coaching company.
Additionally, as a leadership trainer, executive coach and certified peacemaker/mediator who has worked with clients including CBS, Gap, GEICO, and Capital One, Alicia uses the foundation of healthy conversations and storytelling as the bridge to overcome conflict in the workplace and beyond.
Alicia is an expert at bringing a book to life and elevating personal & professional brand!
Which makes Alicia a perfect expert for today’s topic.
Today we discuss:
Why a book may be the competitive edge
How to create a book to elevate your professional brand
Challenge today?
Can't attract the right people
People don't want to go back to the grind
Want flexibility in being able to work from home
Competing from a lifestyle perspective
Companies are competing in the same pool
Not attracting the passive people
Why is this important to the company?
Publicity
Clear company story
Insight into who you might be working for
Shows company values
Branding
Omnipresence
Sales/recruiting channel (24x7)
People who resonate with the message of your book will be drawn to the company
Rick’s Nuggets
Powerful insight into who I will be working for
How do one write a book while building a company?
Determine what do you want to accomplish with book
Outlining the target audience
Their pain point and providing solution
Positioning it for recruiting attraction
Examples of culture and stories of the people who work for you
Hire a Ghostwriter
Find someone who resonates with you - someone who captures your voice, finding your voice
Contact a service, like The Book Funnel ,or Authors Unite, where a book coach can pair you with a ghostwriter, and handles all the project management and author services
6-12 months
Traditional Publishing Route
Contact me
Timeframe 18months
Connect with a Book Proposal Writer (describe what is a book proposal)
Contact Agent - they also have a list of book proposal writers
Your book will be Shopped around
Book Marketing - make your book a bestseller
Key Takeaways -Value:
Write a book on workplace culture to attract the right people.
This book becomes a playbook and operating procedure for your company.
This also could be a requisite read for new hires/interviewees.
Guest Links:
LinkedIn: https://www.linkedin.com/in/adunams/
Websites:
www.AliciaDunams.com
https://www.bestsellerinaweekend.com/casestudy
Facebook: https://www.facebook.com/aliciadunams/
Instagram: https://www.instagram.com/aliciadunams/
YouTube: https://www.youtube.com/user/BestsellerChannel
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
It is no secret that diversity sparks innovation and fuels business growth.
But diversity for the sake of image or social pressure is dangerous. It needs to truly be embedded into the fabric of the corporate values in how people interact. It is not just checking off a box to satisfy outsiders.
This is most dangerous when someone is hired simply for their gender or race without any consideration of what the individual is positioned to contribute. Values are misaligned, expectations miscommunicated and voila …. Let the nightmare begin.
Costly mistakes that result in wrongful terminations, and hostile work environment lawsuits.
Our guest today: Venesa Klein, Executive Recruiter & Partner for Calibre One.
Since 2007, Venesa has helped some of the world's most successful companies build out the critical leadership teams that drive their success.
As Partner at Calibre One, Venesa founded its Purpose-Driven Practice, which focuses on placing executives in growing organizations seeking to create innovation with meaningful impact. Her empathy forward personality along with her strategic thinking has enabled her to successfully build diversity programs for her clients.
Today we discuss:
Why diversity may not be right for your company
How to correctly implement a diversity program
Challenge today? Having a real diversity strategy
Implement a long term strategy that develops people into leaders
Diversity in leadership to fill a role - check off the box
Oh Shit, we need to hire a woman because we are an all male leadership team
the structure to give opportunity to diversity
Vanity hire
Why is this important to the company?
Real change and a more diverse workforce equals growth & innovation
Companies
The reality is that a woman
Diversity of perspective: Will the person really be valued
Rick’s Nuggets
Hiring for core values alignment eliminates bias, promotes diversity
Just filling a seat for diversity sake, dangerous
Value aligned
Empowered to thrive
How do we solve the problem?
Bottom up approach
Add people at the most jr level first
Development plan
Way of identifying people who are doing well and offering opportunity to continuously grow
Promote into leadership
Incentivizing organization to develop those around them
Leadership accountability
When you have to go out to search
Leadership team in agreement
Think through the obstacles in recruiting within the criteria
Ask Why?
Needs to be a level of honesty -that is not happening
Rick’s Nuggets
Build your interview process to eliminate bias first
Value alignment first
Values come in every flavor of person
Positioning before Pitch
Understand the person’s desires
Path to success
Heal their career wounds with your opportunity
Key Takeaways -Value:
Bottom up approach
Strategy around developing diversity in the organization
Looking through the lens of diversity
Guest Links:
LinkedIn:https://www.linkedin.com/in/venesaklein/
Websites: https://www.calibreone.com/
Facebook: https://www.facebook.com/Calibre-One-218570301820383/
Twitter: https://twitter.com/Calibre1Search
Twitter: https://twitter.com/VenesaKlein
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
What if you completely eliminated the resume from your entire hiring process?
Now you might be thinking, “how is that even possible”? Well, lets’ divulge a few truths about the resume. First, all resumes lie. Not only in what is written but more importantly, what is not. Really the most valuable information on a resume is the contact information and the white space. And the white space is where the truth is found.
Today we discuss how to effectively circumvent the resume to uncover the strongest talent while minimizing your time investment in sifting through piles of resumes.
Our guest today: Dr Michael Neal, Founder & CEO of Build My Team
Dr. Michael Neal is an Eye Doctor in private practice and the Founder of Build My Team. After years of struggling with bad hires, he invented a scientific assessment system to predictably discover diamonds in the rough - all without looking at resumes.
Dr. Neal and Build My Team erase all the guesswork with their scientific hiring process. They remove those who can’t do the job using their unique combination of scientific assessments for mindset, learning speed, motivation, strengths and talents. This saves business owners valuable time and helps eliminate high turnover.
Today we discuss:
Why we need to kill the resume
How to effectively hire without a resume
What are the challenges with the resume?
At the end of the day, leaders just want to know who to hire
Resumes get in the way every step of the process until the end
A resume does not tell you anything useful
Address is the most useful thing (tells commute time)
Mostly made up- inaccurate information
Why is this important to the company?
Resumes lead people down the wrong path
Fictional failure file
Bias
Does not tell you who the person is
Inertia - lead into the funnel
Replace the resume with a scientific assessment
97% accurate
Rick’s Nuggets
All Resumes LIE
Hiring for Skills is a recipe for disaster
This includes Vanity Hires
A Call to Action is a powerful screening mechanism
Added to the job description
Provides insight into the person
How do we solve the problem?
Be open to a better way
If the current method is working,
Enjoy the misery of being on the hiring hamster wheel
Ready for better results
Pain: time, emotional,
Use assessments
Build your person and identify the superstars
Reject concept of experience
Eliminate the con-people and manipulators
Reverse engineer what the right person looks like
Being categorically honest
Accepting the truth- hire people around the leaders
Identify a specific mindset
Eliminate entitlement
Interview
Do not bring the resume into the interview
Rick’s Nuggets
Invest the time cultivating Referrals first
Targeted recruiting
Job postings
Discovery Call!
Determines if the person has the correct positioning first
Understanding Pain, Desire & Impact
Key Takeaways -Value:
The stress you are under as a business owner with hiring is totally avoidable
Replace mediocre team members with superstars
An 80% staff replacement resulted in an 82% profit increase
Guest Links:
LinkedIn:https://www.linkedin.com/in/dr-michael-neal/
Websites: Build My Team | Your Crystal Ball for Hiring Healthcare Staff
Facebook: https://www.facebook.com/BuildMyTeamCompany/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
Assumptions are the #1 reason we fail in our expectations when hiring and raising capital.
Assumptions are drawn when we don’t invest the time to listen to all parties. Asking deeper questions to gather data to support an accurate decision is crucial. What is not uncovered is the reason we make bad hires. Because we inject our own assumptions, needs & bias where the evidence should be.
This especially holds true in your hiring process when our needs and desires cloud what is most important, the truth.
Our guest today: Brian Franco, Founder & Managing Partner of Meritage Partners.
Brian strives for excellence and fairness in deal structure and has a deeply intuitive understanding of the importance of company’s compatibility. He has represented and completed deals with an extremely diverse set of small and mid-sized businesses (SMB's), private equity groups and public companies in a number of industries and has significant experience working with companies in: architecture & engineering, healthcare, manufacturing, logistics, wellness, A.I., software and technology, and professional services.
Brian is an expert in aligning expectations in the M&A process.
Today we discuss:
Managing Expectations with Market Conditions and Expectations when Fundraising & Hiring
3 step process to achieving expectation alignment
Challenge today?
Capital raisers need to secure time to develop and bring their vision to market. In business as in life, Time is afforded by “capital” ILLUSTRATION: An airplane needs enough runway, a powerful engine or engines , and fuel to develop speed/momentum to get airborne. One without the other will result in catastrophic results
EXAMPLE: Amazon did not expect to make a profit for four to five years
QUESTION: Will you expect Capital Providers to wait months or years to return a profit?
Does the investment opportunity meet the investors expectations?
Time requirement
Return on Investment
Balanced Risk & Reward
Is their alignment among the founders and the investors?
Cultural alignment
Is the founder/team coachable?
Is the founder a “rebel” or a “cowboy/cowgirl”?
Is there TRUST, Is there a Perception of risk when it comes to the topics of:
Operational Control
Financial Control
Investing in the PERSON or TEAM to execute the vision or the business plan
Note: Visionaries aren’t always the best integrators
STORY: Some of us are familiar with the story about Steve Jobs leaving Apple in 1985 for 12 years and then returning in 1997
To manage you must first understand
LISTENING
Why is this important to the company?
Understanding alignment empowers us and allows us to understand how to meet expectations and then meeting those expectations leads to SUCCESS
Qualified leadership team: is their personal goodwill or collateral in past successes?
Relevant experience in leadership
Rick’s Nuggets
Assume nothing- eliminate your needs, desires & bias
Listening is the only way to understand
Understanding is the key to truth
Truth is the springboard to success
How do we solve the problem of managing expectations?
It is as simple as “Listening” and “Educating” ourselves so that we align and meet expectations of Capital Raisers and Capital Providers.
Identify what is Achievable
Listening
Education
Educating clients on what the ‘market’ is likely to offer them
Aligning expectations to market practices or offerings (reality)
Plan & Equip
Identify relevant investors
Develop Pitch Deck and Memorandum to articulate a consistent message
Experience and ability to Assembling the team and identifying strengths and weaknesses (don’t put the strongest person in any position simply because they are “strong” align their strengths with the organization because they are qualified and capable)
Rick’s Nuggets
Understand the person the business needs
Target:
Research, network & connect with 5-10 potential candidates
Execute
Have conversations to determine positioning alignment
Key Takeaways -Value:
Don’t get in the way of your vision (don’t be too rigid)
Put an allstar team together
Be coachable
Links
LinkedIn:https://www.linkedin.com/in/briantfranco/
Websites: https://meritage-partners.com/
Twitter: https://twitter.com/BrianTFranco
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
“But I have managed to hire two rockstars without having any formalized hiring structure” Said my friend Anthony. To which I quickly replied back “I’d rather be lucky than good”!
It is great to have a few “superstars” in your organization but it is outstanding to have an organization built entirely of well positioned, highly productive people, A-players.
Having a system for hiring is the only way to make the leap from average to extraordinary.
Our guest today: Robert Glazer, Founder & CEO of Acceleration Partners.
A global partner marketing agency, and the co-founder and Chairman of BrandCycle. A serial entrepreneur, he has a passion for helping individuals and organizations build their capacity to Elevate.
Robert was twice named to Glassdoor’s list of Top Small & Medium Companies CEO's (#2) and was selected as a Top 22 Conscious Business Leaders of 2019 by Conscious Company.
He speaks to companies and organizations around the world on topics related to business growth, culture, capacity-building and performance.
Today we discuss:
Why systems, especially in hiring, to win!
Robert’s process for hiring
Why are business leaders reluctant to follow a hiring system?
Moving from a superstar hiring culture to a systematic process
Getting everyone to do work up front
Agreeing on what success looks like in the role
Clarity in the scorecard
Everyone to follow the process
Being thorough to meet objectives
Why is this important to the company?
Process pushes the responsibility of building great teams to the teams
Scalable in removing leadership from the process quickly
Scientific process and repeatable
Rick’s Nuggets
Process & systems win
“I’m too busy and don't have time to sit down and develop a process” - You
Hiring process needs to be driven by leadership
Hiring the strongest people, needs to be your strongest talent
How do we solve the problem?
Collect process from other firms
Layout - read Who
Developing the playbook as a team
Eliminating the bias & urgency
Clear on qualities & outcomes
Making everything behavioral based
Training the playbook
Train & certify on the process
No interviewing unless you are and expert on the process itself
Evaluate interviews
Following the process
Look at the data and scorecards, not gut
Improving the playbook based on mistakes
Debriefed on mid hires and find the holes in the system
Get uncomfortable and figure it out now
Rick’s Nuggets
Read Healing Career Wounds (Available May 20 - Preorder on Amazon)
HireOS interview process -
Role playing - best training!
Scorecard = performance metrics - measurable / timeline
Key Takeaways -Value:
Your current hiring process is probably no better than 50/50
Based on individuals not a repeatable process
A good process also really helps with remote hiring
This is the #1 way to improve your culture
Links
LinkedIn:https://www.linkedin.com/in/glazer/
Websites:https://www.accelerationpartners.com/
Facebook: https://www.facebook.com/AccelerationPartners/
Twitter: https://twitter.com/accelerationpar
Instagram: https://www.instagram.com/accelerationpar/
YouTube: https://www.youtube.com/c/Accelerationpartners/featured
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
It is very possible to share the same core values, yet differ in our religious or political views. This, we must understand when hiring new people.
Now you might be thinking something like “we have a really harmonious team and we don't want someone who will be bringing their strong political, religious or social agenda”. Then build the practice into your corporate values and let it blossom throughout the company.
After all, we are all servants to the “business”. And what is good for the business is innovation, diversity and growth. All of which are fueled by proper value alignment.
Our guest today: Bianca Lager, President of Social Intelligence Corp.
By driving the vision for Social Intelligence to provide productive, ethical and innovative solutions, she has spent her time working closely with Fortune 500 companies and non-profits alike to create safe and discrimination-free workplaces.
Bianca obtained an MBA from Pepperdine University with a concentration in Dispute Resolution and is a LinkedIn Learning Instructor. She is an expert in consumer reporting, focused on online risk for human resources.
Today we discuss:
Valid reasons not to hire based on a person’s social profile
How to properly use a social media background check to limit your company liability
What are the challenges with conducting a social media background check
Violating privacy rights by doing it yourself
Fed and state laws regarding politics in the workplace
Whose standards are you using
Is it related to business outcomes
Is it fair to the person or the company
Context is key
Why is this important to the company?
Disqualification based on personal views does not lead to better business outcomes and could be discriminatory
Culture fit -
Diverse teams
Or single mindset
Business suffers
Code of conduct standards
Avoid someone who is disruptive to the business
Limits the success of the company
Who are we or What are we not?
What is hate speech - how do we define and document that?
Rick’s Nuggets
Difference in opinion among people who can communicate (agree to disagree) produce magical results
unintended consequences
How do we implement a proper social media check? Do NOW!
Review laws in your jurisdiction/jurisdiction of your employees
Create a policy
Risk - what is actionable
Definition of what is acceptable code of conduct
Stay away from protected class information
Age, race, sex, religion, political affiliation
3rd party solution - defines content and behavior appropriately and consistently
Violence:
Intolerance:
Criminal activity (drugs / stealing):
Sexually explicit:
Well documented and legally vetted business related behavior
Fbi, Anti-Def, SPLC
Actionable
Legally defensible position
Rick’s Nuggets
Preparation is key for everyone that you invite into your organization.
Let your Values policy be known to everyone
Crystal clarity from the minute they are engaged in the interview process
Hire for value alignment first
Key Takeaways -Value:
Formalize your social media screening approach
Create a simple, 2-3 sentence social media policy based on a basic code of conduct
Document and stay consistent (Documentation + consistency + policy = Actionable)
Links:
SI Podcast Offer - receive a free sample report along with discounted pricing offer
LinkedIn: https://www.linkedin.com/in/biancacalhounlager/
Websites: https://www.socialintel.com/
Facebook: https://www.facebook.com/socialintelligencecorp/
Twitter: https://twitter.com/socialintelco
Twitter: https://twitter.com/BiancaLager
Instagram: https://www.instagram.com/socialintelco/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
It’s no secret that I feel that employer branding is bullshit. Mostly because it is focused on perks and selling a “utopian” environment that is not what the company really is at all.
Messaging is focused on being the greatest place to work. But we all know that if you are a small to mid sized business, you are at best, a “hot mess”.
Clarity in who you REALLY are as an organization is the one thing that will propel your business forward and attract the strongest people to your company.
Our guest today: Eric Morley, Co-Founder & COO for Blue C Advertising
Eric has been helping companies across both B2B and B2C segments create brand strategies, campaign development, strategic design, content creation, and digital marketing strategies with a goal of outperforming the competition.
Eric and the Blue C team have been honored to work with some truly innovative and impactful brands that keep them constantly pushing and evolving their exclusive BrandPWR Platform.
Today we discuss:
The truth about what branding is
The elements for a true branding initiative
According to Wikipedia: Employer brand describes an employer's reputation as a place to work, and their employee value proposition
EVP-a set of associations and offerings provided by an organization in return for the skills, capabilities and experiences an employee brings to the organization
Challenge today?
Not having your messaging down
Retooling messaging for a covid friendly world
The world has changed in the last year
Equally important to communicate to your customers as well has your future employees
Why is this important to the company?
A players have seen it all before and can smell a skunk a mile away
Laser focused messaging creates massive clarity
Sales side, it affects revenue
Employees- will view you as the same as…. Just getting by
Rick’s Nuggets
Branding is not perks, puffing your chest (ego) or the product
Today’s employer branding focus on transactional components
Not about “what’s in it for me”
How do we solve the problem?
A 360 degree process- brand clarity
Discovery
Pull everything apart
Question
Verbal Messaging
-12 point process
Vision
Mission
Positioning
Brand pillars
Brand promise
Values
Brand personality
Voice & tone
Mantra
Tagline
Visual Messaging- Recognition
Website, social media, external marketing, inbound marketing
Transcend from written to visual
Rick’s Nuggets
Pain
Why
Desire (what’s in it for you)
Problems to be solved
Performance metrics
Impact
How you grow
Key Takeaways -Value:
Strategy first - roadmap to the promise land
Create laser focused messaging
Massive clarity in the minds of your employees, future employees
Links
LinkedIn: https://www.linkedin.com/in/ericmorleybluec/
Websites: https://bluecusa.com/
Facebook: https://www.facebook.com/BlueCAdvertising/
Instagram: https://www.instagram.com/blue_c_usa/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
As Leaders, we spend a lot of time wondering if we have the right person in the right seat. But how often do we question if we are the right person in the seat?
Entrepreneurs have a special challenge, in that, some of us don’t choose to be entrepreneurs, it is just who we are. But what if you are really an entrepreneur who is in a J O B… or not an entrepreneur at all but have been forced into that role due to life circumstances.
Today we discuss the core of what makes a business successful, the entrepreneur and how to recognize if you are the right person in the right seat.
Our guest today: Gino Wickman, Founder of EOS Worldwide, Author of Traction & Creator of Entrepreneurial Leap.
An entrepreneur since the age of 21, Gino has had an obsession for learning what makes businesses and entrepreneurs thrive.
Gino set out to help entrepreneurs and leaders get what they want from their businesses. Based on his years of real-world experience, he created the Entrepreneurial Operating System (EOS), a practical method for helping companies achieve greatness.
His new mission, Entrepreneurial Leap, is to find all of the entrepreneurs-in-the-making, at any age, wherever they are—to help them realize their purpose and live the life they were born to live.
Today we discuss:
How to discover if you are really an entrepreneur
The steps to take to launch your entrepreneurial journey
Challenge today in people being in the wrong seat?
Are Your eyes open
Did you make the right decision to become an entrepreneur
Forced entrepreneurs - won't be the next Elon Musk
Hype around being an entrepreneur
Not everyone can be
Career choice for 4% of the world
Why is this important to the person?
Clarity, certainty, peace of mind, self confidence
Rick’s Nuggets
Too often the person leading the company is just “running the business”
How do we discover your true entrepreneurial nature?
Confirm
Take the assessment
Know when you on the entrepreneurial range
Know whether you are or aren't
Not is not a death sentence
Glimpse
What you are built for
The type of business is right for you
Day in a life- heaven & hell
Perfect business for you (my bizmatch)
Path
Showing guide post to avoid ½ the mistakes they are going to make and greatly increase the likelihood of success
Mentor
Discipline
Stages of building the company
Key Takeaways -Value:
1,2,3 roadmap-
Assessment - https://e-leap.com/assessment/4
MyBiz match, vision clarifier
Links:
LinkedIn: https://www.linkedin.com/in/ginowickman/
Websites: https://e-leap.com/
Facebook: https://www.facebook.com/readLEAP/
Instagram: https://www.instagram.com/readleap/
YouTube: https://www.youtube.com/channel/UCg1fRlytBObtuIIAa46B_cg
Entrepreneurial Leap: Do You Have What It Takes to Become an Entrepreneur? Available for purchase through all major retailers: Order on Amazon
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
We can all agree that the only way to 10 or 100x your company is to hire the strongest people. So, what are the strongest people?
The strongest person for your company is a person who aligns with your values first. They understand the mission and they have a strong desire to impact the business because it benefits them first.
Understanding the person across the table does not happen by chance but by a systematic approach to your interview that is designed to gather concrete evidence.
The smartest companies know that cultural alignment is far more critical to a successful hire than merely a person’s skills.
Today we discuss:
The value & pitfalls of a hiring system
How to implement a hiring operating system into your company
What is a hiring operating system? The step by step process by which your company successfully hires.
Challenge today?
In any market, care needs to be taken when hiring
Right person, Right seat … Jim Collins - Good to Great
Time pressure
Hiring is a guessing game
Likability/commonality
Skills
Bias - educational background, company history (assumed success)
People hired are not properly positioned for your unique company
Builder, Improver, Maintainer
Hiring Process is common, weak or unorganized - Key indicator of how the business is run
People are systems resistant.
Systems are the key to success
Why is this important to the company?
Operating Systems
Save time & money
provide structure & clarity
Build accountability
Build effective practices
Attract talent
A- players are drawn to successful opportunities
Systems Win
Business operating systems (EOS, scaling up, Strategic Coach, MAP)
IDC: Companies lose 20-30 percent of revenue each year due to ineffective business practices
https://www.entrepreneur.com/article/286084
https://www.forbes.com/sites/jeffboss/2016/11/01/5-ways-your-business-processes-could-be-hurting-your-business/?sh=6b39e50452e9
How do you build your hiring operating system?
Foundation
Values first
Own it- embrace the truth
Be transparent about the Good & Bad
No one believes your company is perfect
Build Interview Question Library
Craft Behavioral questions (2-3)
Determine **Knockouts
Agree on questions
Establish Interview Structure
Timeline Commitment
Define Format
Outreach / Application
Intake Process - discovery call
Interview
Assessments/Tests (not too soon)
Decision
Build Job Description Template
Understand Performance Metrics
Build Call to Action Questions
Assign Questions
to Interviewer position (order of importance)
Assemble Interview Team
3 teams of X
Execution
Rules of engagement
Discovery/Screening call
Assessment over Resume
Time up front saves pain in the end
non-transactional
TRAINING!!!
Behavioral Interview
Bias annihilation
Knock Out’s
Role playing exercise
Interview question tweaking
Iteration of follow up questions
Solidify questions
Logging data
Wrapping up interview & Handoff
Gather feedback
Dismissal
Role Playing wrap up
Key Takeaways -Value:
Systems -breed success and eliminate all the things that keep you up at night
Prioritize owning a hiring operating system that attracts the strongest people to your business
Train your people how to interview to gather evidence to support the hire
Links
LinkedIn: https://www.linkedin.com/in/rick-girard-07722/
Websites:
https://www.stridesearch.com/hire-power-radio
https://www.stridesearch.com/rick-girard
Facebook: https://www.facebook.com/HirePowerRadio/
YouTube: https://www.youtube.com/channel/UCeEJm9RoCfu8y7AJpaxkxqQ
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
If hiring right is so critical to the organization, why is interviewing the one action that is entirely left up to chance? It has been my experience that virtually zero small companies invest in training their people how to interview.
This was the experience of an extremely successful executive, Jeff. Who at the C-level had only attended a one hour session of interview training in his whole career…. 10 years ago.
It is assumed that most leaders already know how to interview but the truth is that they don't. Most of us know how to talk skills and look for likable traits. But the process is riddled with bias and assumptions. Missing the evidence that is so critical in hiring the strongest person for the role.
Our guest today: Adam Stonehocker, Head of Sales at Gemini
Adam is the head of Sales at Gemini, a data visualization company that helps executives make key decisions involving their most important asset, their people. He has led sales teams for Peek, Google, Twitter, Pandora Radio, and AdRoll, EBay.
Adam has hired over 500 salespeople throughout his career and trained his leaders to interview with purpose.
Today we discuss:
Why you need to invest in training your people how to interview
How to train your people to interview effectively
There is a belief that there is no right way to interview and in the end it all comes down to “trusting your gut” and pulling the trigger... So wrong in every way!
Why don't companies invest in interview training?
Attrition was 20% per month with poor hiring
Team only hit 85% of goal for the year
Culture was terrible
Top performers said “your hiring anyone who can breathe”
Why is this important to the company?
Without recognition & change top performers would have left
Interview team has no idea how to identify the right people,
You have to get the right people on the bus
Upper management not happy
Costs a lot of money when you have a leaky bucket
Rick’s Nuggets
Every company should prioritize training everyone who interviews for the company
Systems put in place maximize productivity & efficiency of your employees
How do we solve the problem?
Identifying core values & culture that you want to hire for
Make sure everyone is on the same page
Hiring managers, recruiters,
Structuring the Interview guide
Gauging the competencies in the interview guide
Coachable: Role play exercise to implement feedback from prior interviewer
Training
Values we’re looking for
Interview guide gauges those values or competencies
Role playing with each other
Using the interview guide as a script
Feedback loop and discussion from the group
Reps/future managers take part in calibration and interviews
Quarterly calibration
Continually updating the interview guide
Have your needs changed?
Are there questions that aren’t pulling the right competency
Problem questions that most people stumble on?
Feel of the interview, is it intense or laid back and fun? Your interview feel should match your culture
Rick’s Nuggets
Write behavioral questions that uncover evidence to support your company values
Write follow up questions for deeper digging
Assign to each team member
Role play
Practice makes proficient
How did that work?
Key Takeaways :
Define your values/culture
Everyone on the same page, looking for the right types of talent
Only then can you ABR (Always Be Recruiting)
Structure your interview guide to gauge value competencies
Set up quarterly calibrations to refine interview guide, interview skills,
This is where your team continually sharpens the saw,
Feedback loop on interview process
Links:
LinkedIn: https://www.linkedin.com/in/adamstonehocker/
Websites: https://gogemini.com/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
Thinking about the people you hire as objects or obstacles to achieve your company goals is poison.
Often we venture into the hiring process with the mindset of “how can YOU help ME”. This is wrong in so many ways. Especially if your goal is to fuel the growth of the organization.
The truth is, the people you hire could care less about you and your goals. This is why people take your job simply for the paycheck and bounce at the first hint of trouble.
Understanding the other person’s pain & desires allows you to connect the dots, for both parties, of how they can bring maximum impact to their careers and the company.
Our guest today: Jonathan Domsky, Founder of Untangled Coaching
An entrepreneur since he was 24 years old, Jonathan uses many of the same tools as a traditional business coach—goal setting, accountability, best practices. But his purpose in life is teaching personal mastery.
Jonathan’s superpower is to distill this wisdom into practical, easy to understand, and simple to apply tools that will make your life more easy, meaningful, and joyous. To untangle the clutter in your business and life so that you can be your best, most authentic self. And most importantly—see a clear path on how to get from where you are right now, to living your beautiful future.
Today we discuss:
Why you need to change your hiring mindset
How to shift your mindset to fuel growth
Challenge today?
Hiring manager hires people who are not a good fit for the company.
Only thinking about what’s in it for me
Not long term
Why is this important to the company?
Behavior drives results. But what drives behavior? Training and incentives aren’t enough. The answer is mindset
Outward mindset is a tool, a lens, that gets everyone on the same page
Side steps personal issues to allow focus on the organization
It allows space to find solutions to things that aren’t working
Change success metrics (data point)
Rick’s Nuggets
Shift from listening to answer to listening to understand
Need to fill & ego drive hiring. Period
Result 51% bad hires
How do we solve the problem?
Seeing others as having needs, challenges & objectives of equal importance to our own
First ask- what is needed?
Remind yourself “am I doing what is in the best interest of all parties”
Realize the impact that has been received by you in your career
Can you state the top three goals and objectives of key coworkers?
How does what you do affect other people in the organization?
Adjust efforts to actually help them
Make a list of the objectives, needs, and challenges that belong to the people you impact in the organization--peers, manager, direct reports, candidates. If you aren’t 100% sure, ask them. Evaluate how you are helping these people accomplish their objectives, meet their needs, and face their challenges. Make a list of ways you can improve
If the success metrics and incentives in your organization are inward, then an outward mindset is unlikely to have a lasting impact. Change those metrics so that they are focused less on what you do and what you get, and more on how what you do affects others
What are your current metrics around Selection and Onboarding--do job descriptions and training simply describe what the employee is hired to do? Or does it also explain why they do what they do, and what is the desired impact?
Reporting Practices--are they used to control and monitor or to empower?
Incentives and Compensation and Performance Management--Are people rewarded for individual performance, or for accomplishing group goals?
What are negative effects of inward thinking in these areas? What are ideas to approach this with an Outward mindset?
Measure results
Check in to see that their needs were actually met. Adjust your efforts accordingly
Rick’s Nuggets
First- Understand what the business needs, not your ego
Second- Understand what the person needs for themselves
Third- Connect the dots
Value load every challenge into the person’s desires and allow them to make an impact
Metrics: Time saved, interview experience
Key Takeaways -Value:
Are the success metrics in your organization inward or outwardly focused? How could you make them more outward focused in order to experience less drama and conflict?
Carefully consider this statement--As far as I’m concerned, the problem is me. I am the place to start.
Who is one person who needs more from me than I am currently giving? What more could I begin to contribute today? How could I know that my actions made their life easier?
Links:
LinkedIn: https://www.linkedin.com/in/jonathan-domsky/
Websites: https://untangled-coaching.com/
Facebook: https://www.facebook.com/jonathan.domsky
YouTube:https://www.youtube.com/channel/UCCtBAgyPKr5_-boeLjQWFGA
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
Do you really need a person full time or will a freelancer suffice? Often the need to get work done clouds our vision who we really need.
Ask yourself, “what does the business need?” and what is the timing in which the work needs to be done. When you need something quick, you most likely need a freelancer. But know that your explicit communication is the key to successful project completion.
Just don’t shortcut the selection process and hire those who get it, want it and can deliver results.
Our guest today: Shahar Erez, Co-Founder & CEO of Stoke Talent.
An experienced executive with solid engineering, product and marketing leadership backgrounds backed up by sound results. He has more than 15 years of experience in various management positions in a wide range of organizations building stellar teams and leading them to new levels of success in highly competitive markets.
Shahar has hired hundreds of Freelancers throughout his career and is here to share his expertise.
Today we discuss:
When to hire freelancers vs full time talent
Roadmap to how to most effectively hire freelancers
I struggle with the notion of hiring freelancers as I have time challenges in communication of expectations
Challenge today?
There was no flood in the market of talent
Cultural challenge
Mental barrier
Freelancers
Compliance & back office challenges
Why is this important to the company?
Get the right talent
Agility to move fast
Flexibility & budget control
Quick time to hire
Try before you buy
Rick’s Nuggets
Even freelancers need to align with your company values
They are part of the culture
When values align & expectations are clearly defined the quality of work skyrockets
What is the process for hiring freelancers?
Open to the possibility of freelancers
No strings attached
Budget flexibility to get work done quickly
Training managers on what it is to manage & hire freelancers
No need for a full interview
Lower Expectations
Very clear on deliverables- what to happen & when
Start with a 2 week project
Define deliverables
How to operate in the two weeks
Clear communication- more important than full time employees
Rick’s Nuggets
Interviewing Freelancers
Must have a strong Discovery / Screening call - do not shortcut!
Understand the person’s pain, desire & impact
Why do they want the work??
Every person you add has an influence on culture
Do they get it, want it, and have the capacity to do the work? - Gino Wickman
Do not hire if they are just there for the paycheck
Key Takeaways -Value:
Number of independent contractors are growing and will make more than 50% of workforce within the next 5 years
Prepare your organization and leaders to operate within this new workforce composition model
You should treat this as strategic shift and get a platform to assure you are managing this correctly
Links
LinkedIn: https://www.linkedin.com/in/shaharer/
Websites: https://www.stoketalent.com/
Facebook: https://www.facebook.com/stoketalent
Twitter: https://twitter.com/shaharer
Twitter: https://twitter.com/stoketalent
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
How many resumes do you need to see to fill a role? Let’s take it a step further. How many people do you need to interview to fill a role? If you guessed One, you are correct!
So, what is wrong with Gloria wanting to wait to interview other people before making a decision on the person that was just interviewed?.......Everything!
Waiting to interview other people is a ridiculously clear beacon that you have a weak interview process. Not being able to gather enough data and make a decision within 24 hours is not only a waste of your time, but the other person’s as well.
Comparison shopping is how bad hiring decisions are made.
Our guest today: Jodi Brandsttetter, Chief Talent Strategist of Lean Effective Talent Strategist, LLC
Jodi is passionate about talent acquisition and uses design thinking in creating selection and hiring processes focused on people and business. She is certified through IDEO U in design thinking.
Jodi is the CEO and founder of Lean Effective Talent Strategies which includes The Hiring Blueprint, talent acquisition consulting firm and Talent Acquisition Evolution, a community for recruiting professionals to connect, learn, and work together.
Today we discuss:
The dangers of comparison shopping when it comes to hiring
A plan of attack to enable quick decision making for each individual interviewed
Why do we feel like we want to see more people before we make a decision?
The hiring manager lacks confidence in making a decision with just one interview.
Being able to communicate the desire skill set and experience needed to find the best candidate
Understanding the motivators
Miscommunication between the manager and recruiter on the best candidate for the role
Or no communication between the manager and recruiter
Not everyone is the same person- shrug off bad hires
Stupid Assumptions!
Why is this important to the company?
Having confidence in pulling the trigger with the first person will lower time to hire/fill.
By hiring the first person who is align with the role, there can be a positive impact on the business in a faster time frame.
Builds a stronger relationship with the hr/recruiting team when a hiring manager knows what they need and able to make decisions in a timely manner.
People will judge you based on the quality of your questions. Therefore, your interview questions must be intentional and have a specific purpose.
How do we solve the problem?
Recognize that you do not have the tools and experience in hiring to have real confidence in your hiring decisions.
Join Hiring Managers Anonymous, a community for hiring managers who have a hiring problem.
Step 1: Admit that you have a hiring problem
Step 2: Believe that there are tools and training available to help you.
Step 3: Find training and tools to help you become a confident hiring manager.
Step 4: Start your learning journey with the training & tools
Step 5: Make a Candidate Persona to understand who your ideal candidate is and focus on them.
Step 6: Communicate with your recruiter/recruiting team so that they can find the ideal candidate for you.
Step 7: Use the training and tools to make decisions while interviewing.
Step 8: It is ok to fail. Shake it off and try again.
Step 9: Be open to feedback and continue to improve.
Step 10: Once you become a confident hiring manager, carry this message to other hiring managers and continue to practice these principles.
10 Step Program to Help Build Confidence in your Hiring Decisions
In order to have the confidence, you need help.
Rick’s Nuggets
Interview questions are the root of interview failure
Questions must be tied to corporate values
Linked questions have purpose & produce evidence
Eliminates bias
Promotes diversity in thought & experience
Train your employees how to interview
Assign interview questions
Conversational evidence gathering
Key Takeaways -Value:
Join Hiring Manager Anonymous and find training and tools that will help you have confidence in hiring.
Use a Candidate Persona to create your ideal candidate.
Communicate who your ideal candidate is to your talent acquisition team and work in collaboration with them.
Be willing to fail. It is the only way you can learn.
Links
LinkedIn:https://www.linkedin.com/in/jodibrandstetter/
Websites: https://letscincy.com/index
Facebook: https://www.facebook.com/letscincy
Twitter: https://twitter.com/jodi_recruiter
YouTube: https://www.youtube.com/channel/UC2BNdy2kafFSs-cimLyBPBA
https://www.youtube.com/channel/UCToc02W0GAFHMhXWJZIbhxQ?view_as=subscriber
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.co
Why do I need to waste my time writing a job description? You might ask.
The answer is: To save Time … & be able to Sleep
The Job Description is there to evaluate how successful the person you hired is in the role they were hired for. Consider it the essential evaluation tool to manage expectations... A syllabus for success.
Investing the time up front will allow you to set the performance metrics the person needs to achieve in the critical first 90 days. Thus cementing quantifiable data to ensure a successful hire.
And that just helps all parties sleep better at night!
Our guest today: Mark Herschberg, MIT instructor, CTO, & Author of The Career Toolkit
From tracking criminals and terrorists on the dark web to creating marketplaces and new authentication systems, Mark has spent his career launching and developing new ventures at startups and Fortune 500s and in academia.
He helped to start the Undergraduate Practice Opportunities Program, dubbed MIT’s “career success accelerator,” where he teaches annually. Mark helped create a platform used to teach finance at prominent business schools. He also works with many non-profits, including Techie Youth and Plant A Million Corals.
He was one of the top-ranked ballroom dancers in the country and now lives in New York City, where he is known for his social gatherings, including his annual Halloween party, as well as his diverse cufflink collection.
Today we discuss:
Why Job descriptions are critical to the success of your company
How to craft job descriptions that positively impact the organization
Challenge today with Job Descriptions?
Vague
Too much redundant information
Missing information
Break down what the tasks are ie:% of time
Understanding the skills
Defining soft skills
Technical knowledge- not digging deeper
Throwing up barriers
Unclear job description leads to unclear evaluation of the interviewee
Why is this important to the company?
We waste a lot of time interviewing the wrong people
We hire for the wrong reasons
Breeds a underperforming team
Infects the culture
Domino effect downgrading the business
No compensation for a good teammate
Rick’s Nuggets
A job description is not a wishlist of skills
Job description and job advertisement should be the same document
How do we solve the problem?
Working backwards
Define the specific attributes that are wanted
Uncover the why
Similar mentality bread into the person
Industry
Write the job description
Start with a selling point
Getting everyone on the same page
Define the interview questions
uncover how the person fits the company
Rick’s Nuggets
What’s in it for me? (pain)
Problems solved
90 day performance metrics
Includes hard & soft skills
About us
Call to Action
Homework before resume submittal
Key Takeaways:
Step 1 of hiring: define the role, including the qualities you’re looking for, beyond just knowledge and experience
Step 2: make sure everyone on the hiring team is clear
Step 3: make sure the questions you ask align to evaluating on what you’re looking for
Links:
LinkedIn:https://www.linkedin.com/in/hershey/
Websites: https://www.thecareertoolkitbook.com/media
Facebook: https://www.facebook.com/TheCareerToolkitBook
Twitter: https://twitter.com/markaherschberg
Twitter: https://twitter.com/CareerToolkitBk
Instagram: https://www.instagram.com/thecareertoolkit/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
No one is interested in working for your ego. Just ask our friend …. Dick (name changed to protect the innocent).
Dick is a VP of a small, well funded start-up and very proud of what they are building. So proud that he has established a very high bar for the people he wants to hire. Let’s just say his expectations are a bit out of whack! He has Ferrari expectations on a Hyundai budget.
The way in which the interview is conducted comes across as adversarial. Dick comes across as a real, well you know…. Horses ass. As a result, some fantastic people have opted not to accept his offer and negative Glassdoor reviews are abundant.
Today is about how to NOT run off talented people in your interview, just like Dick.
Our guest today: Molly McGrath, Founder of Hiring & Empowering Solutions
Molly is a National Podcaster, decade long national blogger and 2 x Amazon #1 Best Selling Author. She has coached, consulted and directed presidents and founders of national organizations and over 4,000 small business owners in; executive-level leadership, continuous improvement and team empowerment initiatives to infiltrate new markets, leveraging partner ecosystems and producing profitability.
Today we discuss:
How you come across as Dick
How to fix the problem even if you are a Dick
Full disclosure: My dad’s name is Dick…. Sorry dad!
Challenge today?
Entrepreneurs don't believe that is a employee market
People are looking for an opportunity
People need leadership
No one needs a job for a paycheck
Realize that you are not the prize
Recruiting is 100% sales
You can't hide the fact that you are an asshole
You are responsible for the energy that you leave in every room
The interview is reckless
You have to be
Why is this important to the company?
Mis-hires
Brand Reputation Management
Ability to hire
Social Media, Glass door Reviews
Greatly reduce your ability to hire
Rick’s Nuggets
Own who you are
No matter how great your company is, it is not the prize
Means to an end & a Paycheck
Two words: Improper screening
How do we solve the problem?
Audit on current interviewing, onboarding, & training process
Make it safe
Name it and own it
Be clear on who you are, prepare people for the interview
Treat your interview like a client
Brand reputation management
End process gracefully
Leave them better than when they entered
Close the loop
Feedback
Honest & intentional feedback
Be a coach, leader, mentor
Rick’s Nuggets
Preparation for everyone in the interview process.
Key Takeaways:
FINDING ROCKSTAR/Batteries Included EMPLOYEES-- hiring and recruiting is 100% sales. You are selling YOUR COMPANY. don't make the entry point harder than hacking the white house--- keep your ADS short/empowering- don't include salary….you might push away a superstar b/c your top pay is dollars short of what they are worth. You want to take EVERYONE….interview for mindset/emotional intelligence/core values and don't get seduced by the resume. You can always training knowledge & Skillset BUT the Human stuff is what destroys a team.
KEEPING ROCKSTAR EMPLOYEES---Once you have a rockstar team-- don't get too cocky and think you're safe. Implement a quarterly “Employee Growth Plan'' for very employee in your business. This is the KEY to keeping and creating lifetime employees. Please feel free to email me and I will give you my process for free, as a listener of Rick’s. Nothing makes me HAPPIER as a recruiter when In box an employee and say “hey, are you happy & being treated well @ your current job or are you interested in hearing about a great opportunity…..” and then i get a response “I am VERY happy where I am, not interested!” i will immediately go check out the company they are working for and can IMMEDIATELY see the culture/values/ of that company and get so hopeful there are amazing companies finally understanding the value of team empowerment!
PERSONAL GROWTH is MORE Important than Professional growth-- when you invest in your team and invest (pay for!!!) coaching programs, mindset programs and have them CONSISTENTLY enrolled & engaged in coaching and personal development & growth your employees wont leave! (I will elaborate on ALL of this more during the LIVE.)
Links:
LinkedIn: https://www.linkedin.com/in/molly-hall/
Websites: www.hiringandempowering.com
Twitter:https://twitter.com/HireAndEmpower
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
Think what you may about the military but the truth is they hire better than you!
They developed and refined a process that, over time, has ultimately uncovered those individuals who exemplify the core values that are critical to the success of the organization and the mission.
A strong commitment to We, before Me! …which is what your company needs
Today is about lessons learned from Special Forces that you can apply to your company, to ensure that you are hiring the people who also share your company's core values.
Our guests today: Michael Sarraille, Founder & CEO of EF Overwatch, & George Randle, managing partner at EF Overwatch & Head of Global Talent Acquisition of Forcepoint.
Mike Sarraille is a former Recon Marine and retired US Navy SEAL officer with twenty years of experience in Special Operations, including the elite Joint Special Operations Command.
George Randle is a former US Army officer, and Vice President of Global Talent Acquisition at Forcepoint, a human-centric cybersecurity company. George has more than two decades of experience in talent acquisition at Fortune 100 and Fortune 1000 firms.
Today we discuss:
Why it is critical for values to align with the mission
How to Model Military Special Forces in Hiring Talent
Can we all agree almost every core business problem can be traced back to a people problems?
Knowing this, why do we set ourselves up for failure by hiring the wrong people?
Challenge today?
Companies are terrible at hiring
Not the best leading recruiting
Actions don't reflect people importance
Wrong people leading people
Why is this important to the company?
If you don't achieve strategic competitive advantage over people, you will fail
Weak HR function- CEO’s need to empower HR to breed success
Every business function starts with people
Costs are 213-1500% for a senior executive bad hire
Direct cost- 2-15x the person's salary ($3400 per every 10k in salary)
Indirect cost- disengaged employees
Run out your A-players
Rick’s Nuggets
Disengaged employees are easier to pluck out of your company when leadership is compromised
How do we deploy into your company?
Focus in talent management solutions
Talent diagnostics
Leading in talent management first
Starts at the top
Investing into your people
Constant Training (less than 1% of companies do this)
Key Takeaways:
Look in the mirror
Treating your human capital as discipline, rigor & focus as you do on your financial?
Links:
LinkedIn:
https://www.linkedin.com/in/michaelsarraillemba/
https://www.linkedin.com/in/georgelrandle/
Websites:
https://www.efoverwatch.com/
https://www.forcepoint.com/
https://thetalentwar.com/
Facebook:
https://www.facebook.com/efoverwatch/
https://www.facebook.com/talentwargroup/
Twitter:
https://twitter.com/MJSarraille
https://twitter.com/EfOverwatch
https://twitter.com/talentwargroup
Instagram:
https://www.instagram.com/efoverwatch/
https://www.instagram.com/talentwargroup/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
The remote interview is still a HUGE challenge for a lot of companies. Especially for those of you who are lacking a formalized process.
Simply evaluating skills and heavily relying on “vibe” to influence decisions is producing even worse results in this work from home environment.
Too much is able to remain hidden because video is limiting on the non-verbal cues that happen in the interaction.
Assumptions, bias and misinformation have become the new plague in today’s interview.
Today is about nailing your video interviews to ensure the strongest hire!
Our guest today: Brenna Loury, Head of Marketing for Doist.
Brenna Loury knows that the road to success isn’t a path you find — it’s a trail you blaze.
Fueled by her unorthodox marketing efforts, Brenna left her PR firm and joined Doist full-time in 2014. She handles everything from overall marketing strategy, to HR duties, to writing website copy. She’s helped expand Doist’s remote-first team from 5 to 92 employees in over 30 countries, and her grassroots marketing strategies have helped bring the company over 25 million users globally.…And everyone is remote!
Today we discuss:
Why the Video Interview is so challenging today
How to master the video interview
Challenge today?
Not meeting in person
Touch points have gone away
Video interviews - change in format
Onboarding
Hire based on core values
Why is this important to the company?
98% employee retention rate
Benefited the business
People are happy and the quality of work
Willingness to go above and beyond
Rick’s Nuggets
Limited view of subject
Uncomfortable/unnatural interaction
Breeding ground for assumptions & unconscious bias
How do we build into your company?
Same interview process across the company
Structure
Hiring committee (3 people)
1 hour interview
Add insight question for people who submit a resume
Cultural Interview - team manager
What are the challenges that Doist’s products are trying to solve that most excite you? (did they do their homework?)
How might you improve our landing pages/XYZ? (can they be radically candid?)
Tell me about a time in your personal life or at work when you had to be very detail oriented.
Tell me about a time when you completed a project 100% on your own. How did you get started and what was the outcome? (can they work autonomously?)
What’s the last good book that you read? (interests/life outside of work)
Favorite apps on your phone? (interests/life outside of work)
Technical- person assigned (senior people)
Judging the skills
Can you tell me about a company that you think does a great job at product marketing?
What are the advantages/disadvantages of using CSS preprocessors?
Test Project
Pay people to do the work
Examples:
Create a week-long social media plan
Write a blog post about a product update
Create a Hacker News style reader
Cultural Final - leader/executive
Covers 5 core values: Mastery, Independence, Communication, Ambition & Balance, Impact
Behavioral questions:
What’s the difference between someone who’s good in your field versus someone who’s outstanding?
Tell me about a time when you disagreed with a team member. How did you approach that situation?
Tell me about a time that you went above and beyond what was expected? What motivated you to do so?
Rick’s Nuggets
Phone Screen / Discovery Call
Pain, Desire, Impact
Key Takeaways:
Prioritize hiring for cultural fit – some technical skills can be learned later on the job
Do everything you can to cultivate an environment that values trust over tracking
Links:
Website: https://doist.com/
Blog: https://blog.doist.com/
Twitter: https://twitter.com/doist, https://twitter.com/brennakL
Relevant blog posts:
https://blog.doist.com/trust-remote-workplace/
https://blog.doist.com/remote-onboarding/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
High performance teams don't just happen by chance. They are artfully built with an impenetrable culture at its heart.
The people who join are in alignment with the values and purpose of the organization. The result is unrivaled performance above and beyond your expectations.
Our guest today: Greg Besner, Founder and Vice Chairman of CultureIQ
A global company that helps organizations create high-performance cultures. He and his firm have assisted more than one thousand organizations and millions of employees strengthen their company culture.
Greg was an early investor in Zappos which inspired his commitment to organizational culture. In 2018, he was ranked in USA Today as the 8th best CEO in the United States among a pool of 50,000 companies. He was also named the EY Entrepreneur Of The Year®.
Today we discuss:
Why, if you are serious about your business, you need to prioritize your company values as the heart of your hiring decisions
How to deploy a process to enable your company to hire people who continually raise the bar for performance
I find that often the phrase “not a good cultural fit” is an easy cop out line for a company to pass on people. When asked “HOW” the conversation quickly disintegrates.
How can someone not really make that conclusion when they lack clarity on what their culture/purpose is?
Challenge today?
Recruiting for purpose/ culture alignment
Zoom interview
Body language/ energy
Human interaction
Interact in the environment around them
Fumbling with this new interview process
Onboarding
Energy of the office not really happening
Interpersonal mingling
Because the human interaction is missing
Elevates chance of bias
People are uncomfortable in a video interview setting
Why is this important to the company?
Culture alignment
Diversity of experience, perspective
Recruiting process is opposite of what it is today
Expensive to recruit & train
Turnover is expensive
Employees who are not aligned with the purpose are expensive
Rick’s Nuggets
Bias is a two way street
How do we build into your company?
First interaction is a 2 sided conversation- human interaction
Experience of working in the organization
Company go first
Let the person give their elevator pitch
What would allow them to be successful at the company
Having a framework
Notes should be taken, structured, & details on their values
Mutual agreement on moving forward
Letting the person know the next steps
Transparency
Closure
Interviews
Teammate or HR first
Try not to replicate the interview!
Multi-step process
Split up to cover different roles
values from skills
No need to cover the same questions
hire bar raisers
Rick’s Nuggets
First interaction: Discovery call
Understand Pain, Desire, Impact
Listen to understand first
Buy in through connecting the dots
Presenting back what fits, & what does not
Key Takeaways:
Bar Raisers-
Structured Interview Process
Transparency in Hiring Process
Links
Email: greg@cultureiq.com
LinkedIn:https://www.linkedin.com/in/gregbesner/
Websites:
http://theculturequotient.com/
http://cultureiq.com/
http://getsunflow.com/
Facebook: https://www.facebook.com/CultureIQ/
Twitter: https://twitter.com/cultureiq
YouTube: https://www.youtube.com/channel/UCSECYe1wg_KxMi_yNi7KQbA?view_as=subscriber
Instagram:https://www.instagram.com/cultureiq/
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
One bad hire in your startup negatively affects your balance sheet and is the fuel to future boardroom conflict.
Often, we entrepreneurs feel the pressure to fill our roles at the expense of elevating our people's performance. This disintegrates the company values and results in the exit of your strongest players.
Today is about hiring “gravitators” and avoiding the “disintegrators” that will surely be the subject of boardroom conflict.
Our guest today: Rod Robertson, Founder & Managing Partner of Briggs Capital.
Rod is an international entrepreneur and co-author of the book The Human Vector. He has conducted business in over 15 countries while focusing on developing small-to-medium-sized businesses and taking them to market worldwide.
Robertson’s career in transaction experience and entrepreneurship includes guest lecturing around the globe at institutions such as Harvard Business School and other top-flight MBA schools as well as business forums and news outlets worldwide. He sits on numerous boards, guiding firms to streamline operations and make businesses more profitable before selling.
Today we discuss:
The difference between hiring a gravitator vs a disintegrator
Why this is important to your board of directors
How to gain evidence to support hiring the right person - a Gravitator
Challenge today?
Companies have no room for error in hiring
Hiring folks that can contribute to increased value of the firm
Boards are looking at the income statements & balance sheet
Are they cohesive with growth strategies?
How to assess quickly to unload non performing employees
Why is this important to the company
In 2021 the PPP bailouts have run their course - no margin for error
Your hires must stick - no “numbers game” in hiring
The co culture equal to individual go
Rick’s Nuggets
A speedy hire often results in a miss hire
How do we fix this issue in your company?
Bring on more outside Board of Advisors (not traditional Boards) to analyze and share the responsibility of hiring and layoffs
Human Vector
Systematic approach to maximizing employee performance
GRAVITORS can change employees “angle” to the” Vector”
INTEGRATOR -manager who accelerates integration of employees
FUNNEL OF VECTORS acceptable deviation of employees from company values
DISINTEGRATORS a disruptive employee
Attributes as they relate to the goals of the company
Management hiring and termination based more then ever on cash flow
Quantitative analysis trumps culture for now
$1.9B stimulus will prop up economy for six months then economic slide predicted for balance of 2021 thru 2022
Small to medium size businesses must pivot quicker then ever
Using outside Board members or advisors to make quantitative decisions should be utilized
Rick’s Nuggets
Behavioral Interview
Tie interview questions to your company values
*Knockout:
Tell me about your most difficult Customer interaction (give wow)
What were the circumstances that led to the difficulty?
Break down the steps you took to resolve the problem
What was the root of the customer issue?
What solutions did you come up with?
How were you able to calm them down?
How were you able to deliver beyond their expectations?
How did the interaction end?
Why was their view important to you?
Key Takeaways:
During these difficult times, systematic hiring and termination most adhere to a firm’s financial
Outside Advisory input can bring clarity to growth and/or scaling back strategies
It’s a perfect time to shake up your roster!
Guest Links:
LinkedIn: https://www.linkedin.com/in/roderickrobertson/
Website:www.briggscapital.com
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
There needs to be a deliberate cadence to your interview process.
Just like a first date, you wouldn't say “hi, I'm Rick. before we start the date, I’d like you to complete this sexual survey and if I like your answers, we can continue the date.”
Now it may work on some people. But the question you need to ask yourself is who exactly are you weeding out? Answer… A-Players!
Today we are talking about the pros and cons of screening mechanisms and the proper order to deploy them to keep people engaged.
Our guest today: Joel Patterson, Founder of The Vested Group
A business technology consulting firm in the Dallas, Texas area, and ForbesBooks author of The Big Commitment: Solving The Mysteries Of Your ERP Implementation. In 2011, Patterson founded The Vested Group, which focuses on bringing comprehensive cloud-based business management solutions to start-ups and well-established businesses alike.
Joel has hired hundreds of engineers & consultants and has learned a lot about what works in an interview process.
Today we discuss:
Why a proper cadence is so critical in keeping top talent engaged
How to set the correct sequence to avoid triggering “fight or flight” in top talent
Challenge today?
Saving your time with a video screen first
Wasting a lot of time with interviews of unqualified people
Need to be efficient with people's time- billable resources
Elevated the quality of the people hired
Not as many bad hires
Missing out on good talent?
Do people want to jump through hoops?
Why is this important to the company?
Cost to replace a person
100-150k loss per person lost
Culture impact of people coming and going
Sunday test- call on a sunday
Rick’s Nuggets
Are you losing the top 20% in your screening efforts
Transactional
Value driven
How do we build into your company?
Video - one way
Phone screen
Video Interview
2 sessions
Job score card
Core value
Case Study to do
Rick’s Nuggets
Discovery call (Positioning)
PDI (Pain, Desire, Impact)
Interview
Culture, skills, culture, combo
Behavioral questions
Assessments/Assignments/Skills test
Prefer working session to determine skills
Connect the dots
Key Takeaways:
Core values drive hiring/firing decisions
Interviewers represent cross section of experience and skills levels (AMA)
Providing purpose quickly is critical to long term hiring success
Guest Links
LinkedIn: https://www.linkedin.com/in/pattersonvested/
Website: http://www.thevested.com/netsuite-provider-the-vested-group
Facebook: https://www.facebook.com/VestedGroup/
Twitter: https://twitter.com/TheVestedGroup
YouTube: https://www.youtube.com/channel/UCHDBLjRuMtER5yUrPhZYKkw
This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/
CEO campfire horror stories often start with “In the beginning, I hired a few friends of mine”... then the story digresses from there. Sometimes the situation works out but most of the time it is a disaster resulting in a severed relationship.
Today we are discussing lessons learned in hiring from your inner circle and how hiring for growth lands great talent.
Our guest today: Wing Lam, Owner of Wahoo’s Fish Tacos
Wing Lam is the eldest of the three founding brothers and the enigmatic character widely recognized as the face of the iconic Wahoo’s Fish Taco brand. A 30-plus-year restaurant industry veteran, he is often in the public eye participating as a panelist and speaker at global events such as the IEG Conference and guest lecturing for MBA programs at Yale, UCLA and USC.
Wing is Prolific & “rich in the currency of social good”!
Today we discuss:
The pitfalls & benefits of hiring friends & family
Two key components to hire successfully
Challenge in hiring friends & family?
Setting precedence
People did not take it seriously
Stealing
Can't allow people to take advantage of your generosity
Corporate hires-
Hired from headhunters for store managers (⅖ stayed over a year)
Moved to growing from within
Why is this important to the company?
Mistakes cost the company money, time & morale
Rick’s Nuggets
Expectation Alignment
Where we fail is in agreeing on expectations up front
How do we build into your company?
Understand culture first
Fit is more important than skills
Up Hire
Too much experience is good
Opportunity to allow the person to do what they want to do
Others intimidated by credentials
Didn't feel like the person would take the job
Personality, integrity, passion
Translates to a good hire
Rick’s Nuggets
Positioning determines the cultural fit
Cultivating growth is what captures & retains talent
People want to learn, grow and tackle new challenges
Key Takeaways:
Referrals & dig deeper
Really understand your culture & what fits
Links:
LinkedIn: Wing Lam
Website: Wahoo’s Fish Tacos
Organization: California Love Drop
This show is proudly sponsored by Criteria Corp
TAGS : #californialovedrop #wingdash #wahooswing #giving
“We really need to hire a person from xyz company and they need to be from a top tier school.” Words that make every recruiting professional cringe.
This criteria is the perfect storm for making the worst hire of your career. The Truth is, Your ego WANTS these things but the business needs a person with the RIGHT DNA to fuel company growth.
Our guest today: Greg Toroosian, Founder & Managing Director of Elevate Hire
Having worked for startups, globally recognized brands, and recruiting agencies, he brings a unique perspective, a fresh sense of understanding, and an elevated level of service to his clients.
He previously held the roles of Recruiting Manager for Virgin Hyperloop and Director of Talent Acquisition for Sweetgreen. Greg believes that recruiting and retaining talent is key to having a successful company.
Today we discuss:
Setting expectations of what you can REALLY hire
How to hire what you can Really hire
There are 2 ways to hire A-level talent
Pay for them
Be the solution to their career wounds
Challenge today?
Overall value proposition
Competitive market
Hard to find or in demand roles
Stage of growth
Disconnect on what the market really is
budget
Clarity on what you are actually hiring for and why
Coming back to earth on what is really needed
Why is this important to the company?
Impact time to hire
Help to hire the right people
Think through their recruiting strategy
Help with financial planning
How do we build into your company?
Build your value proposition
What is it to your employees
Cultural element
How to communicate you culture
Honest and open about What your culture really is
Allow people to opt in/opt out
Business element
What the work is
Product/ service
Social good, clean energy, industry
Clear about how it is different from their competitors
Personal/Professional element
What’s in it for me?
What will I learn?
What will this do for my career?
Clarity On what needs to be done
What really needs to be done?
First hire??? Now what?
Clarity helps to target the right people, industries, competitors
Gain clarity on what success looks like for this role
Understanding the competitive market
Clarity on what you are hiring for and why
Common complexity of what is being built
Reality check on what you NEED to be paying this person
Who else you are in competition with for that person
Solutions if the role cant flex
If the person you need is unhirable?
Competition, salary, location, level of skill, small pool
Training & molding a person intro the role
Contractor, fully remote,
Key Takeaways:
Craft and solidify your EVP - at least for your company. Use the cultural, business, professional buckets to help.
Be mindful of the market you’re hiring in and self aware of your company's positioning.
If hiring the people you want or the way you want aren’t currently realistic, then consider creative ways of making your offering more attractive or creative ways of getting the work done.
Guest Links:
LinkedIn: Greg Toroosian
Website: Elevate Hire
Twitter: Toroosian
Email: greg@elevatehire.com
This show is proudly sponsored by Criteria Corp
Please, please, please wear pants during your video interview! Both parties, not just the person being interviewed.
Just yesterday, Jessie filled me in on the horror story of her last interview. The interviewer spilled his coffee, jumped up really quickly to reveal he was in his holiday boxers. While it makes for a hilarious story, it did not win the hire for the company...
Our guest today: Vince Thompson, Founder & CEO of MELT
One of America’s most successful sports marketing and branding agencies, and author of Build Brand You .
Vince has been named one of Atlanta Business Chronicle’s “Most Admired CEOs,” among the “500 Most Influential Atlantans” by Atlanta Magazine, the American Diabetes Association’s “Father of the Year,” one of Sports Business Journal’s “Power Players,” and was listed by BizBash as one of the top 1,000 people in the event industry.
Today we discuss:
An impressive Pivoting story doing
Building a virtual hiring process
Challenge today?
Business collapsed overnight on March 16th
Overnight NCAA canceled everything
Nobody knew what was going to happen
Had to furlough dozens of employees within weeks
Breakdown in demographics
Fear & unrest
Pandemic, unrest, election …. Oh my
Made the shift to 100% remote
The liability gap is HUGE
Mitigating the litigation dream
Silver linings
Positive forward facing manner
Reposition the company - opportunity to showcase what they are doing
Career development
Why is this important to the company?
Shifted /evolved the company into a multimedia & event company
Overnight the market shifted to buyers market
It will kill the “bounce” mentality
Prepare for the next evolution
Good will is good business!
How do we build into your company?
Building a virtual hiring process
Bring the heat (first impression)
Wear something nice
Know everything about the company, job & the person you are interviewing
Get a good feeling for the chemistry before diving in
Trust your gut
Cease the opportunity to really have a more thorough vetting process
Improve the process
What did they do for themselves & others during Covid?
What did you do to enhance yourself?
*during this time, if nothing was done for self or others…. Not something you want to hire
Look at the big picture of “Who” the person really is
A whole different set of ways in which you can
Can't coach desire & attitude!
Put something out that is positive, and
No bad ideas to pitch in the marketplace
Go from crazy to genius overnight
Key Takeaways:
Pursue any crazy idea that might have been shelved
Use a lot more discretion in hing as it is now a buyers market
Shift in hiring for chemistry & culture to allow us to make more value based decisions
Guest Links:
LinkedIn: Vince ThompsonWebsite: MELTEmail: vince@meltatl.coTwitter: vinnyinc
This show is proudly sponsored by Criteria Corp
Skills can be learned, but who a person is, is what determines a successful hire. This all comes down to core value alignment with the organization.
Shared values create a much tighter bond and a more engaged team member.
The correct answer is rarely hiring for skills. So consider alternative hiring initiatives like an apprenticeship program designed to purely foster career growth.
Our guest today: Nicholas Wyman, President of IWSI America
Nicholas is an international expert, particularly zero-ing in on CTE education, apprenticeship and training models in the US, UK, Germany, Switzerland and Australia. Wyman writes opinion pieces for Forbes, Quartz and Fortune, appearances on National Public Radio, he has notched top education writer on LinkedIn.
Today we discuss:
Why an apprenticeship program might be the key to unprecedented company growth
6 step process to build a program at your company
Challenge today?
Can't find people with the skills they need
Employers need to do more to train people
Design an apprenticeship program or internship model needs to be turned upside down
Misconception that because a lot of
Young people who have not been able to get a start
Displaced people who need a fresh start
Why is this important to the company?
Skills gap has gotten wider
Economic uncertainty
Global economic changes
Impact of new govt coming in
We will not be returning to normal
Need to really look at your talent strategy
Rick’s Nuggets
Apprenticeships for those in career transition- modern elders
How do we build an apprenticeship program into your company?
Six Step Plan:
1 - Identify the apprenticeable occupations
2 - Form a team to run the program
Internal team- leadership support
Identify coaches / mentors
3 - External partners
Deliver Training has to be structured
Training provider
State funding assistance
4 - Define training goals & Wage schedules
5 - Marketing & Recruitment of the program
Brand it & give identity
6 - Develop an ongoing evaluation process
Rick’s Nuggets
Develop everything around your true corporate values
Interview process that uncovers evidence to support the hire
Key Takeaways:
Broadening your view on who you might employ - broader than diversity, disability - more women (women and youth disproportionately impacted by Covid)
Get people engaged- lost generation of young people
Take a long range view to skills development
Rock solid, top down support- can not be just another training initiative
Guest Links:
LinkedIn: Nicholas Wyman
Website: IWSI America
Twitter: @nicholas_wyman
This show is proudly sponsored by Criteria Corp
Imagine having to staff 250 roles... just as many companies were laying off and scrambling to get their PPP loans approved.
Our guest today had 2 weeks to hire 250 people to handle the demand for PPP loans and is here to share his story.
Our guest today: Brock Blake, Co-Founder & CEO of Lendio
Brock spent the last nine years developing technology to get loans to more people, more quickly, and more efficiently than traditional lenders. Under his leadership, Lendio grew to be the largest online marketplace for small business loans in America. So when the coronavirus pandemic struck, he knew he was in a unique position to make a difference.
Today we discuss:
Creative ways to bulk hire in a short period of time
The hiring system to be able to crush a lot of hires in a very short time
Challenge today?
We had committed to [a company] that we would hire 25+ of their people on a temporary basis to help with PPP and then they would return to their employment. It was a win/win. The painful part was realizing the people we hired through them were not skilled in computer software and systems. We ended up keeping only 8-9 people from [Company] which put us behind in getting resources to meet the demands we had.
Being told “we are good, no more hires” next day “Let’s get 150 hired by next Monday” and we crushed those goals
Why is this important to the company?
Getting to the bottom of the barrel in terms of Temp to hire resources for the last group that we hired. The incentive to stay home instead of work because of the unemployment benefits had kept a lot of people from applying for work. So those that were applying by the end of our hiring process were not the most employable people. The number of wage garnishments, failed background checks, etc. was much higher for this last group than our overall hiring experience.
Having the opportunity to extend offers to people during the pandemic. Some people were experiencing the worst few weeks of their lives and were overcome with joy when they received offers. Truly an awesome experience!
Candidates crying on the phone with us when we offered them the position because they were so grateful to be able to provide for their families or be helping w/PPP
How do we build a quick hiring structure into your company?
Bulk interview process
One interview, Decision
Creating SOPs and generic equipment setup/login instructions - Getting 200+ new hires setup and logged into equipment was a massive undertaking. Staying up until 2 am helping new hires set up their computers for the next morning
Trying to run new hire orientation with 50+ people in a Zoom meeting who have never used Zoom or their equipment before. No understanding of the mute button.
Guy falling asleep for 2 hours during training. Snoring.
Being responsible for retrieving equipment; traveling to unknown places (I’m from out of state), former TMs not cooperating, equipment not being left where they say it would be, thoughts of getting Covid from equipment boxes, equipment not being packed up properly and left outside in garbage bags.
Cops involved (one emergency contact saying that the temp was MISSING and that us reporting her equipment as stolen might help the authorities find her!) - 4 total police reports
One person saying “If you want your stuff back, come and get it. And BTW I have COVID”
Driving all over the state
Condition that equipment was returned in (garbage bags, shoe boxes, etc.)
Russ and Kimberly stories of tracking down equipment after terminations
Rick’s Nuggets
Do not get rid of your hiring process to rapid hire
Scale the number of interviews
Train 2-3 interview teams to allow scale
Assigned interview questions
Back to back video interviews
Be aware if interviewer fatigue
Key Takeaways:
Have a process in place
Don't cut corners on culture fit, screening
Get creative
Guest Links:
LinkedIn: Brock Blake
Twitter: BrockBlake
Instagram: Lendio
This show is proudly sponsored by Criteria Corp
Can we all agree that the people you hire determine the success of your company. It is not enough to just “fill a role”. Especially if you're a smaller, growing company.
Every hiring mistake that your company has made is due to your focus on the wrong ego driven priorities. (Ie: the work to be done, what I think I need, image for the company)
Focus on hiring the “WHO” that aligns with the corporate values first and you’ll achieve unbelievable results.
Our guest today: Tim Spiker, Founder & President of The Aperio
...And the Who Not What Principle, a profound research-based truth that has powered 15 years of leadership development success.
Tim’s book, The Only Leaders Worth Following, reveals that 77% of leadership effectiveness comes from who a leader is and not what they do. Using this principle, Tim helps people become, be, and stay leaders who are actually worth following. Tim’s work includes delivering keynote talks, creating unique and customized learning experiences, and guiding long-term development journeys.
Today we discuss:
The advantage of focusing on Who before What
The role Trustworthiness plays in a Successful “Who”
3 steps to hiring the Right Who!
¾ of things working is about WHO the person is who is leading the process.
Listening for who based questions
Eagerness to hallmark others
Challenge today?
Are your leaders trustworthy??
Strong Leader:
Who is inwardly sound and others focused = trustworthy
Engages people at a higher level
How much energy are you putting into your leaders to help them be more trustworthy
Why is this important to the company?
77% of leadership effectiveness comes from who a leader is and not what they do. Why? Because trustworthiness drives engagement and engagement drives performance. Therefore we must interview for and intentionally develop leaders who are trustworthy. Not leaders who give the appearance of being trustworthy, but who are actually trustworthy.
Trustworthiness drive engagement which drives performance
Huge Difference between image and the perception of others
Start of a trend of external image vs
Downside to the company - long term value creation at the fundamental level
Company will never maximize performance of the organization
How do we hire the "Right Who" into your company?
Become Trustworthy
Develop the core of who you are
Being curious - about others
Tell me more about that...
Depth, Community & Time
Hire for trustworthiness!
Giving the interview questions in advance
Let them prepare for the interview
Dig under the hood
Provide the Interview questions in Advance!
Interview question:
"Tell me about a time when you broke trust with someone and what did you do to fix it?"
Continued Development
Use the phrase “tell me more” 100 times
Develop those around you
Depth
Community
Time
Majoring in politics downgrades your trustworthiness!
Key Takeaways:
Be willing to look in the mirror, courage to own your shortcomings
To have a organization with world class leaders, you have to engage with world class conversations -
Be willing to work on myself to set the example for the other leaders to have “who” based conversations
Guest Links:
LinkedIn: Tim Spiker
Websites: TheAperio.com (The Aperio) TimSpiker.com (TimSpiker.com)
Twitter: TimSpiker
This show is proudly sponsored by Criteria Corp
Data Driven Insight into Your Video Interviews.
“Look, I just need to hire someone who can do the work so we can get this product done” Said Peter. A CEO for a newly funded startup. “Besides, there is no way to really know if someone fits into the company until you experience working together”. Not true at all!
Your interview process, when structured properly, will give you all the evidence to support making the right hire each & every time. Because, as we all know, one bad hire can destroy your company!
Today we are talking about the power of digging deep on the “right” questions and utilizing AI to confirm your conclusions.
Our guest today: Scott Sandland, Founder & CEO of cyrano.ai
Scott is the former world's youngest hypnotherapist. A few companies (and decades) later he is the CEO of a company focusing on artificial empathy and strategic linguistics.
As a former executive director and CEO of a mental health clinic and longtime technologist, he has experience leading purpose driven organizations. He has been published in numerous peer-reviewed journals, Psychology Today, Forbes, and Entrepreneur Magazine.
Today we discuss:
Getting to the truth about the person in a video interview
How to leverage AI to confirm your hiring decisions
Companies today have an interview process that is no better than a coin toss.
No process
Shallow (how can you help me)
Or rely heavily on assessments for decision making
Challenge today?
Understanding the mental state of the person you are interviewing
How they are thinking allows you to understand a persons mindset now
Analyzing the what and how things are said
Keeping track of people
Understanding how people will fit
Correctly auditing the client pool at scale
People are dishonest during interviews
Creating a right fit with a specific management style
Why is this important to the company?
A lot of the “right” people get screened out via a resume
People who look good on paper/resume that don’t actually fit reality of job/culture
How to manage/mentor the person you do hire
Right person, wrong team… vision to see who will “blow up the locker room”
Making sure you are in a position to get the most out of a new hire
What burns them out/demotivates them and how to avoid it
Allow you to really utilize all the features that are strengths (create a more well rounded team!)
How do we build into your company?
Profile yourselves & your team
Look at the relationships of what already exists
Understand what you really need
Make strategic decision for similarity or diversity
Profile each person to interview
Run youtube interviews /linkedin profiles through their system
Get a head start on your hiring process
Creating custom interview questions based on insights
Measure relationships between interviewer and interviewee
Confirm understanding of what motivates and what burns out
Accountability vs recognition environments
Gives the tools to accurately set performance metrics
Makes the intangibles, tangible from the beginning.
Hire
Confirm fit & hire
Rick’s Nuggets
Understand yourselves then build your company values around
Do your homework, target & connect
Interview for values first
Key Takeaways:
Soft skills assessment of candidates is more important than resume checklist
Consistency and transparency in that assessment is critical, which is why machines should be used instead of a person with moods and distractions
TAGS
AI #data #videointerview #artificialempathy #strategiclinguistics
Links
LinkedIn: Scott Sandland
Website: cyrano.ai
This show is proudly sponsored by Criteria Corp
Entrepreneurs, take your mental health seriously because the life of your company depends on it!
Our guest today: Sally Spencer-Thomas, President of United Suicide Survivors International
Sally Spencer-Thomas is a clinical psychologist, inspirational international speaker and an impact entrepreneur. Dr. Spencer-Thomas was moved to work in suicide prevention after her younger brother, a Denver entrepreneur, died of suicide after a difficult battle with bipolar condition.
Today we discuss:
Why it is critical that you prioritize your mental health
The 3 components of a strong mental health practice that you can build into your company
My entrepreneurial journey has been a plethora of highs and lows… At times:
Question my purpose
Question my judgement
Manifested extreme confidence followed by imposter syndrome
My saving grace: Having an outlet of physical & mental stimulation outside of business
Jiu jitsu
Challenge today?
Cannot let mental unwellness show to investors or competitors
Extreme self-reliance
Can not take a mental health day
When things go down it is on you
When it crashes it is on you
A lot of pressure
Isolation: Tend to be lone rangers
Competition for funding, being first to market,
Less likely to reach out for support
Evidence that we live on the bipolar spectrum, susceptible to maina: https://www.bphope.com/entrepreneurs-success-bipolar/
Why is this important to the company?
The entrepreneur is the essence of the company.
You have to keep yourself well because it is on you
People’s holistic health keeps people engaged in the company
Talent will not stick around if they are not getting broader opportunities to find a passion for living beyond work
How do we build mental health practice into your company?
Appreciating that our mental wellbeing is part of our overall asset to the wellbeing of the company.
Understanding of your own mental health and how best to promote the wellbeing of others.
Upstream about driving a culture of care -- attract and retain talent, long-arc of productivity and success
Upstream - Building protective factors, resilience as strong at it can be -- modeling self-care
Eating, exercising, sleep
Having the a team of the ready
Front end your day with as much personal wellbeing investment as possible
Walking the dog touches many aspects of wellness
Midstream - Catching things early
Before they become catastrophic -- what are the early warning signs that the wheels are wobbling.
Measures put in place to course correct
https://www.helpyourselfhelpothers.org/
Downstream - Where do we turn? Resources we have access to
Dealing with the crisis in our lives
What is the plan
Crisis Text Line: https://www.crisistextline.org/ text HELLO to 741741
iRel8: https://irel8.org/
Key Takeaways:
Commitment to investing in your health first
Check out when your brain is not sharp
Having a plan for crisis (personal)
Kick the tires of mental health resources before you need them
Links
Guest website and social media platforms:
https://www.sallyspencerthomas.com/
TEDx Talk: https://www.ted.com/talks/sally_spencer_thomas_stopping_suicide_with_story
Entrepreneurs and mental health video: https://youtu.be/qrWbePKB-6A
Article: Prevent start-up suicide. Literally. Entrepreneur. https://www.entrepreneur.com/article/271435
Article: Entrepreneurs And Suicide Risk: A New Perspective On Entrapment Provides Hope. Forbes. https://www.forbes.com/sites/prudygourguechon/2018/08/23/entrepreneurs-and-suicide-a-new-perspective-on-entrapment-gives-hope/?sh=2b2e3cbb5385
Article: The Psychological Price of Entrepreneurship. Inc. https://www.inc.com/magazine/201309/jessica-bruder/psychological-price-of-entrepreneurship.html
Carson’s story: https://www.sallyspencerthomas.com/history/
https://www.facebook.com/DrSallySpeaks/
https://twitter.com/sspencerthomas
https://www.instagram.com/sspencerthomas/
https://www.pinterest.com/sallyspencertho/boards/
https://www.youtube.com/channel/UCfr2b_0rxSsItOgo021ykkw?view_as=subscriber
Facebook @WorkplaceSuicidePrevention
Twitter @WorkSuicidePrev
Insta: @WorkplaceSuicidePrevention
YouTube: https://www.youtube.com/channel/UCOjL6-clq63_G9X_F7Wp1mQ
LinkedIn: https://www.linkedin.com/company/40849573/admin/
Values are the foundation of what your company is built upon. As we all know, without a foundation, the structure that is built can be destroyed at any time. Too often the foundation is poured after the structure has been built.
Our guest today: Darius Mirshahzadeh (Mir Shah Zaday), Founder of The Real Darius & Host of The Greatness Machine Podcast
Darius is a dad, husband, twin, brother and son who was born and raised in California and now lives in Austin Texas.
He is a serial entrepreneur, author, conscious capitalist, speaker and mad scientist CEO. He was ranked #40 in Inc 500 CEO’s in 2007 and #9 in Glassdoor’s Top Ranked CEOs in America for small to medium business. He participated in Birthing of Giants at MIT, graduated from Stagen Integral Leadership Program, is a TEDx curator and expert on core values. Darius’s new book, The Core Value Equation, explains everything on core values.
Today we discuss:
Why values are so critical in landing unobtainable talent
How to roll out a Core Values based recruiting machine
There is a silver bullet to hiring! Smart hiring decisions are much easier when you evaluate people for evidence of core value alignment, rather than skills.
Challenge today?
Social proof
Everyone pretends to be a cool company
Catfishing-
Making sure the best people show up
A-players are never filling out job applications
Why is this important to the company?
Not seducing with $$$
Leading with core values
Differentiating value proposition
Value it hires are
Cements a validation process
You will win Hires
You are building a better company
You are only competing with yourself
Foundation for a “REAL” conversation with each person
Rick’s Nuggets
People are attracted to opportunities that have a fundamentally stronger foundation
Opportunity for growth is greater which fuels more impactful work
How do we build a core value recruiting machine into your company? Discovery
What your values are
Leading with values
Content
2 of 3 hires are referral hires
Design
High utility value
Translate into the most powerful language
Roll out
Teach team the language
Immersed in the language
Implementation
Nurture
Implement in an ongoing basis
Measure
Measure for efficacy and optimize based on results
Plug into your recruiting efforts
Built a language for accountability in the organization
Leading with values when contacting people
Filter for decision making
The people on the boat are in alignment with the values
Dig deep in discovery for value alignment
Rick’s Nuggets
Design: build interview questions that unearth evidence of alignment with your core values
Implementation: Train & assign specific questions for each interviewer
Key Takeaways:
Ultimate decision making engine
Invisible scale - allow you to grow faster / better
Magnet for top talent that shouldn't even consider your company (marrying outside your envelope)
Guest Contact & Links:
Darius: therealdarius.com
Book: The Core Value Equation (Amazon)
The keys to attraction and retention are transparency and process. Just like having a strong interview structure, Compensation structure is just as critical.
Having clearly defined salary thresholds allows people to be comfortable with your environment while eliminating uncertainty in the minds of your employees.
Our guest today: Louis Beryl, Founder & CEO of Rocketplace
Louis Beryl is the founder and CEO of Rocketplace, a curated marketplace of high quality professional service providers. A 3x founder, investor, and board member, Louis began his tech career as a partner at Andreessen Horowitz and was also previously a YCombinator Partner part-time. Outside of being an entrepreneur and investor, Louis is an avid cook and has recently been perfecting his homemade pizza.
Today we discuss:
Benefits to establishing a compensation structure early on
4 step process to building a successful comp plan
Challenge today?
Setting a correct compensation structure
Disparity in salary
Miscalibrated pay system
How to promote and compensate properly
Why is this important to the company?
Ultimately compensation to align with the values of the company
tighten range of cash & equity
Wiggle room for negotiation
Tradeoff flexibility
Determine range of percentile before you start (netflix 110%)
Trade off on higher compensation is a recipe for disaster
Compensation is what does NOT determine the level
Provides organizational transparency
Manage expectations & promotions
When compensation changes, adjustments are across the organization
How do we build a compensation structure into your company?
Talk about what values you have in your compensation package
People feel that teammates will be paid very similarly
Build compensation Matrix
Cash, quality, bonus, etc
Determine levels
Functional areas
Collect data (compensation data)
Determines what percentile your organization is willing to pay
Leaders need to define what each level is
Interview process at each level
Promotion process
Live values through the interview process
Adjust the interview process according to the interview
Key Takeaways:
Think about what you value
Think about compensation in advance
Develop methodologies to allow the organization to scale
We are in the greatest time for opportunistic hiring! An unprecedented number of talented people are on the sidelines and now is your time to hire the people that will take your company to the next level. All it takes is some creative thinking and a plan.
Our guest today: Scott Hamilton, President & CEO of Executive Next Practices Institute (ENP)
Scott and his team of Nextworks partners provide executive and organizational programs around strategic planning & execution, internal innovation methods, performance management improvement and the pioneering use of “collective intelligence” alignment.
Today we discuss:
Why to start executing your talent strategy next year Today
The 3 critical elements to building your hiring plan - executing in a targeted way
I find the biggest challenge today is that business leaders have not recognized the tremendous opportunity we have in front of us. That opportunity is displaced talent.
Challenge today?
Getting lost in the covid fog
Getting disconnected
Employment brand message is getting lost in all the noise
Lost in person networking
Need to force connections in a different way, that you don't know
Expanding your network channels
Why is this important to the company?
Business value proposition, new ideas come from outside our industry
Talent: High quality talent in other arenas
Have skills, aptitude & capabilities to be successful
Transparency & increase communications in our marketplace
Be found easily and understand the value in working for your company
Diversity, Equity (level playing field) & Inclusion
Rick’s Nuggets
Leaders are still unclear about the opportunity we are in right now!
Disrupting your own business through
How do we build it into your company?
Bottom up strategy
Tap the collective IQ
Clear on mission
Shared purpose
Not just say it, but live it
Culture of learning
Community Partner
Talent Skills
Valuing adaptability
Ideation - create
Culture that allows people to step up & take risks
People who have good judgment
Execution skills
Execution
Acting with measurable intent
Knowing KPI’s & OKR’s
Pace & Rhythm
Faster cycle to fail fast, learn fast
30-60 days (smaller projects to allow for testing)
Reward & recognition for hiring - referrals
Rick’s Nuggets
Target and connect
Build a strong referral strategy
Communicate needs daily
Ask for names & contact information of top performers
Contact yourself
Do NOT pitch your job/company/yourself
Treat as a “get to know you” call
Take your time
Hire for value alignment / cultural alignment before skills
Value growth
Key Takeaways:
Get started now on 2021
Business value creation
Talent value creation
Guest Contact/Links
Scott.Hamilton@enpinstitute.com
www.nextworksstrategy.com
www.enpinstitute.com
Consider the possibility that giving may be the answer that propels your business through challenging times.
There is nothing more alluring to talented people than a leader who finds cause to support. Especially when most businesses are hanging by a thread.
Today we are talking to four business leaders who are giving back to the community and experiencing tremendous engagement from those they serve.
Our guests today:
Charles Antis, Founder & CEO of Antis Roofing & Waterproofing
Eric Morley, Co-Founder & COO of Blue C. Creative Marketing Agency
Wendy Ellis, Strategic & Creative Partnerships at Meruelo Media - KLOS FM
Wing Lam, Owner of Wahoo’s Fish Tacos & Co-Founder of CA Love Drop
These Four business moguls came together in April of 2020, to start up a charity called California Love Drop. The California Love Drop delivers meals and treats to our well-deserving Front Line Heroes and community neighbors in need. In October 2020, California Love Drop celebrates their 100th Drop!
Today we discuss:
The importance of finding a cause & giving now
How to build giving into your culture to spur abundance
Now more than ever people need help. It is easy to forget this when so many of us are focused on keeping our businesses afloat.
With this uncertain business environment, your strongest talent is most likely “keeping their options open” so shouldn’t we be doing everything we can to keep them engaged and productive?
Challenge today?
Thinking about giving when we are treading water
Finding people that align
Charity is the best way to find great people
Giving philosophy
Nothing going on so no excuse to not give
Why is this important to the company?
Not afraid to try things and fail
Time to do good
Shine a light on good
It becomes not about price but it is now about Value!
Elevate yourself above your competition
Rick’s Nuggets
Cause attracts winners (people who will thrive in your company)
People desire more than a transactional relationship
How do we build cause into your company?
Find a cause
Alignment with your company that you hold a strong passion
Doing something for your people that allows them to be proud of giving back
Join it, promote it within your company
Allow your people to own the success
Become involved
Participate consistently
Make your story compelling
Celebrate & Openly talk about your cause
Rick’s Nuggets
Start with what is important to you and your team
Hire for cause / culture alignment (passion to the cause)
Build in a knockout question in your interview process related to uncovering evidence as to the real passion for the cause
Key Takeaways:
Just say yes to helping people
Continually show up
Indirectly network to spur opportunity
Cause Links:
California Love Drop
Hire Power + Working Wardrobes T-Shirt Fundraising
Today's episode made possible by Criteria Corp
hirepowerradio #giveback #calovedrop #rebuildcareers #workingwardrobes #mixonesound
Our guest today: Jodi Duva, Vice President of Cox Business
Jodi is responsible for leading a world-class team delivering customized communications solutions to local business communities. Duva oversees sales and service delivery across all sales channels and has been leading one of the organization’s largest and fastest growing sales teams and consistently delivering double-digit growth.
Jodi is very involved in the community, and serves on the boards for Orange County Business Council and Girl Scouts of Orange County. She plays an active role in both boards, chairing or co-chairing key committees. Duva also gives back through volunteerism. Fun fact: Duva grew up in the Boston area and is an avid New England sports fan.
Today we discuss:
The importance of mental health of your people
How to build mental health culture to increase productivity
Challenge today in this work from home environment?
Virtualizing workforce yet keeping them nimble and able to pivot for life’s everyday challenges (or something more creative)
Keeping mentally connected and productive
Human connection and preserving your sanity and Cox’s brand is based on “Life gets better when we have moments of real human connection”
Working from home can lead to increased productivity and happy employees, but for some, it can cause feelings of isolation, increased stress (working too many hours and not stepping away), wearing too many hats - are you employee, mom, teacher, etc…., lack of recognition
Why is this important to the company?
Maintaining human connections
Productivity has not dropped off and in some cases, even gone up
Engagement challenges
Rick’s Nuggets
Relationships are starting virtually now. Important to create bonding moments starting with the interview.
Extra time to become comfortable
Invite perspective employees to virtual team based events
Obvious solution: Implementing a policy of “me” time. Exercising, meditating and/or unplugging to balance one's self. - must alone time!
How do we keep our people sane?
Get creative! Think outside the box. Provide tools for your employees, but personalize it and JOIN THEM! Be vulnerable, be silly, be human.
Fun ideas: Selfie contests, Five for Fitness, Pet “yappy hour” (bring your pet to virtual happy hour)
Yelling at your kids without the “audience” on your Zoom meeting catching on.
Create Fun: Pickle ball court, Beer Die Table – wait am I teaching my kids how to play drinking games? Should I be ashamed or should I take the other side – well, if they are good at it when they get to college, then that means less drinking right?
Filming Music Videos – Post your best music video to a Rick Astley Song - “Never Gonna Give You Up” – Toilet Paper dance and “Together Forever” – husband wore a dress and the wife was Rick Astley in the suit…..
Digital access to physical & mental well being
Zoom happy hour
Bring dog to a meeting
Selfie contests
Video challenges (fun)
Rick’s Nuggets
Implement Mental health policies NOW!
“Flag & Tag” in Communication Tool
Calendar time into people’s schedules
Key Takeaways:
Be a leader that encourages/requires your people to do these things. And don’t forget to recognize openly and often for accomplishments. A simple email or phone call goes a long way!
Schedule analog breaks - No technology allowed!
Get up and move! Fitness breaks
Make time for your favorite people
Enjoy the wonders of nature AKA Go outside!
Just say “no” - find balance
Share and celebrate successes
Guest Contacts:
Jodi's LinkedIn or Email: jodi.duva@cox.com
hirepowerradio #coxbusiness #hiring #vpofsales #leader #volunteer #mentalhealth #employeewellness #orangecountybusinesscouncil #girlscoutsoforangecounty
Our guests today: Dan Moore, Co-Founder & CEO of Vaporware
Dan is a trained computer scientist who helps clients craft ideas into scalable products. Always one for over-communication and compulsive attention to detail.
Dan co-founded Vaporware to help entrepreneurs take their software ideas to market. Over the past 7 years he has helped Vaporware deliver dozens of apps in Human Resources, Staffing, and Recruiting—all while building vaporware into a stellar organization.
Hiring a bench of developers, designers, and product managers is a challenge for any organization, but Dan has created 2 expert teams that combines all 3 roles at Vaporware.
Today we discuss:
The 30,60,90 job posting; What it is & how it works
How to build it for hiring success!
What is a 30/60/90 job posting?
A better way to do job postings to find the right candidates.
A list of objectives at different checkpoints (30-60-90 days)
Designed to ensure proper onboarding and culture fit before the company invests too much.
What happened to drive this solution?
Created out of personal desire because of the experience from prior companies- escape from past experiences
How would we want to be hired?
Tailoring to culture fit is much more important
Allow people to do different things within one company
Not looking at what they have but looking around ….
Why is this important to the company? Yes can meet those objectives!
Limits company risk
Shifts away from skills
Keeping people onboard
Retain people longer from 3-6 months to up over 4+ years
Bottom line, higher attraction of more seasoned employees
Rick’s Nuggets
90 day performance metrics are a necessity for a successful hire
Sets up the framework for the communication and expectation structure
Clear guide of what needs to be accomplished by when
How do we build out a 90 day plan?
Start with the end goal (6 months to a year)
Stay with us forever: They’re bought into the mission and helping us define it
Figure out how we can evaluate that in the first 90 days (limit our investment)
Question what is realistic in 90 days?
To get to 90 days
Negotiation between desires and realism.
Hope for the best but don’t negotiate your minimum expectations
Define 60 and 30
Break out what needs to happen for 90 to be successful = 60 days
Break out what needs to happen for 60 to be successful = 30 days
Keep flexible enough for applicant to define their own OKRs within that framework
Post into job listing. Applicants can define OKRs (Objectives and Key Results) within that posting
Reverse engineer what needs to be
What are the OKRs
Set up framework for people to self manage their goals
Break things down into strategy
Compelling ability to break things down for company
Autonomy, bring people who are smarter and can teach us something
Rick’s Nuggets
Additional formatting for the job add to attract passive people
What’s in it for me?
Solution
Performance metrics
Call to Action!
Key Takeaways:
Align to culture first
Have a 90 day plan
Review and adjust the plan as you go
Full video of today's #hirepowerradio show available on YouTube
Guest Contact:
Vaporware website or Email: dan@vaporware.net
Links
Website: Vaporware
Vaporware's Sample: 30,60,90
hirepowerradio #vaporware #hiring #founder #startup #business
To Cultivate Employee Engagement Focus on Performance Management & Personal Development
Our guests today: Michael Caito, CEO, Management Action Programs
Michael and two business partners launched Restaurants on the Run (ROTR) with a mere $6,000. His company experienced explosive growth after Michael attended a workshop hosted by Management Action Programs (MAP).
After selling the business valued at 12x EBITDA, Michael seized an almost uncanny opportunity to purchase the very coaching firm that helped transform his own leadership and business development. He bought MAP in December 2017 and is now, serving as its CEO.
Michael both gives back and pays forward what he learns: He has been a member of Entrepreneurs’ Organization and has served as its past Global Chairman. The balance truly matters, too, fueling his unstoppable energy, direction and focus, a discipline that transpires into positive action, producing results both on the job and at home.
Today we discuss:
Performance management & development: what is it? Why should it matter to me?
5 steps to building a stronger organization
The roots of a successful company (engaged team) start with your hiring process
Snapshot of how things are done
Demonstrates your commitment to performance
Challenge today
Staying focused on what is vital today & moving toward innovation
First the focus was on cash
Non market forces we can't control
Moving toward growth & innovation
It is all about process!
Fake it till you make it (imposter syndrome)
Accountability & focus alignment
Why is this important to the company
If you are not focused, you are everywhere
If people are not aligned, how are you getting the best self from your team
Strategy and not chasing shiny objects
Rick’s Nuggets
Growth must be known & demonstrated
Promoting within first, then gathering referrals
Focused and deliberate hiring process wins hires
How do we do it?
5 Step process to drive:
Accepting reality
Face the brutal facts of your business. You can't be hopelessly optimistic
Look at what’s really going on. Outside forces
Market & non market forces
Having empathy with your team
What are your people feeling?
LISTENING!
You may just have to fake it. Take the steps to show that you are listening
Create an envisioned future that people can get behind
Place that people want to get to
Picture of where we are trying to go
Engage your team
Communication; work together
Stability plan first, where are we going first
Where we are going. Prioritize projects that move people forward
Process in place to hold people accountable
Cadence of accountability check ins
Monthly check in at the minimum
Problem solving exercises
KPI’s & cascading goal setting system
Everyone sets goals
Leader has to have the system in place to align the company. EOS, Gazelle,
Map One page business plan
Rick’s Nuggets
Reality - great companies find a way to grow through difficult times
Listen - to the people you interview. What’s important to them is what ensures a strong hire
Engage- coordinate delivery & feedback
Key Takeaways:
CEO needs to deep dive on themselves. 360 degree feedback to understand yourself and be vulnerable enough to share. Creates psychological safety with your team. Allows people to bring their best selves.
Need a goal setting system in your company. Habits
Have a coach to hold you accountable. “It takes a village”
Guest Contacts:
Website: MAP Email: map@mapconsulting.com
TAGS
Michael Caito, #MAP, #Leadership, #Manager, #Howto, #Tedxspeaker, #EO, #Entrepreneurs, #Organization
Our guests today: Anne-Marie & Chuck Lerch, Co-Founder & CXO’s of HI Tech Hui
Chuck heads up Cybersecurity. been the CIO and CTO at numerous companies with great emphasis on security.His passion for secure networks is what led him to his love and vision to bring cybersecurity solutions to the Hawaiian islands.
Anne Marie is the CXO & Head of Counting Beans. Her love for business strategy and technology is what inspired her to start a consulting company in Hawaii. She specializes in project management for software development projects.
Today we discuss:
Why it is important to secure your at home workforce
Steps to take to mitigate the risk of being hacked
What are the security risks we are experiencing today with a remote workforce?
Cyber crime is up over 650%
Most office workers are working from home
Companies and workers are ill equipped from a
Culture Impact
Technology Impact
Depression
Kids at home at same time
Workers are can be less productive and not pay attention to what they are doing
Why is this important to the company?
Money Loss
Vendor hacks
Moral Issues
Productivity Issues
Management Issues
Home Issues
How do we secure our remote workforce?
First we need to answer some questions and create a plan with our vCISO’s, CTO’s and Project Managers
Understand what is at stakeA hack can cost you millions of dollars!
Depends on Company Budget and Industry
HITRUST?
CMMC
NCUA, FFIEC -
Healthcare ?
Business with the Federal Government
Banking
Gap Assessment What are the weaknesses
Corporate policies must align with security policies
Cybersecurity hygiene
Passwords -every login needs to have a different password!
RemediationMFA- multi factor authentication
Education & Monitoring
Key Takeaways:
Implement education - security training, be aware so you don't get jacked
Multifactor
Securing the cloud infrastructure . secure the endpoints (computers) - configure against shady sites
Monitor traffic
Today's Guest: Jerri Rosen, Founder & CEO of Working Wardrobes
Jerri’s organization helps over 5,000 men, women, veterans and young adults each year re-enter the workforce with career development services and professional wardrobing.
Today we are discussing:
The hidden gem that is the veteran pool
How to find and hire veterans to diversify your talent pool
Why Companies don't actively seek to hire veterans?
Bias
Think they all have ptsd
Not knowing the value of the training that vets get in the military
Not knowing the true value
Too much bad press
Painting with a brush that is very negative
Vets fall on hard times because they miss the discipline/brotherhood
Why is this important to the company to hire veterans?
Intense loyalty, when treated with dignity
Absolutely mission driven
Path of a veteran
Make outstanding employees
Can help recruit -underground network
How do we find and hire veteran talent? Decide to hire outside your comfort zone
Outstanding, dedicated people
Finding Vets
Active duty national guard or reserves (highly under employed)
Vet spouses,
Military connection through working wardrobes, on your own
Vetnet team
Interviewing & Hiring
Understand a MOS- military status
Translate what was done in the military to civilian language
Look past the acronyms
Look for the passion & talents
Experience & gravity of the work
Look past the stoic demeanor
Recognize that task at hand/orders need to shift to a “going above and beyond” mindset
Requires a bit of patience
Hire as normal
Understand that everything was provided for them in the military
Learning to operate in a very different world & culture
Different level of expectations
Rick’s Nuggets
Dig deeper on what work was done and look for transferable skills to justify
Key Takeaways:
Veterans become a much better employee
Veterans also bring a network of additional talent
Looking to hire veterans, WW can be the one stop shop. Hidden Talent Pool!
Working Wardrobes is Rebuilding Careers, and we’ve teamed up with Hire Power Radio Show & Podcast to support this initiative.The Hire Power Radio team has created limited edition shirts, the proceeds of which benefit Working Wardrobes. Together we can make a small dent in reeducating, coaching and providing resources for our transitioning veterans, professionals and workers affected by the current world landscape.
Get yours here: T-shirts
Guest Contact:
Website: Working Wardrobes
Office Number: 714-210-2460
Local hiring market is now gone! Guess what! Today, your best people will be hired outside your geographical location.
Our guest today: Bradley Clark, Co-Founder & Product Strategy of RecTxt
Bradley Clark, who is both a recruitment leader and an actual entrepreneur himself. He’s the Co-Founder of Rectxt, a text recruiting platform, and after a long consulting career working with organizations like Samsung R&D, Boeing Labs, Plenty of Fish, Best Buy, he’s now leading recruitment at Article.
Being on both the front line and talking to a number of companies and recruiters, with COVID and Work from anywhere - he’s seeing this rapidly emerging trend of where top local talent is getting scooped up from outside the market.
Today we are discussing:
Why your local talent pool will continue to dry up
How to counter this trend and give your company a competitive edge
Challenge today?
Candidate experience is consumer behavior. People do have a lot of buying power right now. With remote, you are able to buy anywhere right now.
Hiring local talent is now more competitive. Remote work will decimate your local hiring market. Already seeing it happen. Organizations say - work anywhere! Precedence to work anywhere led by tech giants.
Why is this important to the company?
The best people in your local area, are going to be out of your market
Transactional market/process will out bid you!
Disrupt smaller markets
Local discount is over
Rick’s Nuggets
Work from home has opened the flood gates
Adjust your mindset and start adjusting your processes:
Focus on growing your own talent
Finding ways to build your own people
Making them committed to you
Rewards & recognition (your cool office, and office based perks are no longer valuable, mental health is important)
Focus on Keeping them
Engagement
What the work looks like and the meaning of that work
Flexibility & shift to output based
Interview process as a promoter rather than a bouncer
Mindshift change
Rather than no… who do I say yes to?
Speed & decisiveness
Pre-interview process
Understanding what the problem really is that they are trying to solve.
What skills are needed to solve that problem
Define what the person is really needed to do
You need to be able to identify the “what and why”
Interview process
Focus on the “how & when”
Selling the problem, how it is good for them
Identify people that want to be a Big fish in a small pond
Be decisive
Communication
Improve both the Speed of communication and keeping an open channel of communication. Get off email, this is why we created Rectxt.
Rick’s Nuggets
Whats in it for me (not you) needs to be all you are con
Key Takeaways:
Understand they’re no longer competing locally for top talent, so they’ll have to change to compete (business can’t be the same as always)
Interview well with knowing what you want, then be decisive
if/ when possible grow your own talent, then do everything you can to keep them
Guest Contact:
LinkedIn: Bradley Clark
Website: RecTxt
Why Hiring through the pandemic is a strong Indicator of a innovative business.
“We have all been forced to pivot and now we are weathering the storm” for most businesses.
Our guest today: Jay Connor, Founder & CEO of Learning Ovation
Recognized as an early thought leader in collective impact, Joseph A. “Jay” Connor, JD/MBA, is the Founder and Chief Executive of Learning Ovations, Inc. The mission animating Learning Ovations is to have all students reading at or above grade level by the end of third grade.
Jay, a C-suite officer for two separate Fortune 500 corporations, has extensive leadership experience in the business, nonprofit, and public policy arenas.
Today we are discussing:
Why you should be hiring NOW
How to evaluate for the business and skate to the puck
Challenge today?
Is this company able to adapt and respond?
Have a future, capacity to respond to change vs. being changed
Higher quality people attracted to the company simply because they are hiring
People are open to talking.
Not hunkering down during pandemic is a sign that the company will thrive post covid
Why is this important to the company?
Expanding & growing in the face of problems
Approaches & ways of doing things are more attractive to potential businesses. New approaches are welcome and critical to moving forward in the business.
Engagement at the strategic level is more accepted today. Requiring employees/people to expand their knowledge base.
We are in the second wave now and you can't be on the sidelines anymore!
How do we do it?
"Skating to where the puck is going to be." - Wayne Gretzky
Force yourself to ask “what is the opportunity”
What allows me to be active vs passive?
What windows are opening up when the doors are closed?
What do we need to do to skate to that puck?
Something need to change about what your delivering (product)
Or way to change about positioning, branding, communication
What to change about your team?
Evaluate every person.
Where will people have to be 6 months from now.
Top down assessment
Gives the opportunity to expand & refine
Decide to grow the workforce with their PPP
Highest risk position is the status quo!
Ability to minimize the risk by acting
Business as usual is NOT viable!
Start hiring for new competencies (what are we missing?) and values & mission focus!
Rick’s Nuggets
Now is the opportunity to double down and be able to attract strong talent
People are open to talking because of the uncertainty
Key Takeaways:
Never too late to pivot. What is the most likely scenario for my business a year from now. Assume that there is not going to be a quick fix. Position for the worst case scenario!
Do an honest appraisal of the team… Including yourself! Will the people you have be good for the business a year from now. Change is tough
Guest Contact:
Website: Learning Ovation
Social Media: LinkedIn Facebook Twitter
Thank you for having me back, but you know the unwritten rule of being on a show three times?
What's the unwritten rule?
The unwritten rule being on the show three times is I get to ask you questions today. So I'm taking the laptop.
So Kelly is hijacking the episode. Is that we're doing?
I am. I'm hijacking it because I want to be host today. And I want to ask you questions. I want to find out your thoughts on what we can ask or how we can help hiring managers get better?
This sprung off the ever and Dean scenario where you're pro job board and I'm not pro job board.
Obviously, I'm pro job board because I've built a business that distributed 40 million jobs a year to different job boards around the world, that was Broadbean. And now what we do is we help companies with their strategy and their tactics to get the most value from every cent they spend on-
So you're hijacking my show?
I'm hijacking your show. And I want to ask you some questions. We often talk about the benefits of job boards versus not job boards. And I know your historically a search business. So why are you more inclined to look for a candidate or to go and find somebody proactively than spend money on an ad?
It depends on the scenario. So I'm biased due to the fact that my searches that we do at my firm tend to be executive hires. And it's a very small targeted amount of people that we're going after. So we target, I've found that the sniper approach works much better than the shotgun approach. Even when I was doing contingency search at the engineering level, I've just been far more effective and made better hires when I've gone out and I've found the person and brought them to the table than when I've farmed somebody off the job board and brought them through the process.
And have you ever used job boards? Have you ever spent money on them?
Okay. Yeah, I have. It's been a long time. I have not probably in the past 10 years, but back when I was doing contingency search, that's when we had all the job boards. Essentially, we'd get a job. We'd pull off anybody from any sources we can get them to. And it's just a race to get those out to the company before they either find it on their own or somebody else gets it over to them. And that's the business. That's what it came out.
In your opinion, you search something that's really only for C level executives or can you use it for any position nowadays?
No, you can use it for any position. Search is not necessarily scalable when you have 500 roles that are available for any given time. Then it becomes a question of whether or not you have a really strong interview process. No matter what you're hiring for, you should have a really strong interview process. That way, you're bringing people in that essentially fit your culture. They fit into your values, in your organizational structure, and they can provide impact to your company. It doesn't matter where you find them.
We both agree that there's four ways to fill a job. Where you run some form of search, whether that's electronic or manual, you can use a job board or some sort of advert. You can hire an agency and pay them a fee, 15%, 20%, 25% percent. Or you can use a referral. Now, there are nuances within those, but there are about your four kind of headline ways that you find people for your company. And one of the things that most line managers don't get much advice on is asking for referrals. What would you suggest that hiring managers do in terms of maximizing their referrals for jobs?
The way in which you ask for referrals is more important than asking referrals. Let me explain. When you reach out to your employees or the people that work for you or people in your network who is good at a particular role or skill set or something to that effect, you can't let them present it. You have to be the one who's contacting that person. I've found that when you put it out to somebody, "Hey Kelly, you know so and so over there, can you reach out to them? Let them know we have this role that we're looking to fill." You're going to call them up and you go, "Hey, are you looking for a job right now? Because I got a friend's company or my company is looking for some people, would like to talk to you about it."
Well, somebody is engaged in their current work. They're not going to be looking for a job. I'm not even going to get past that screen. It's going to say, "No, not looking." The worst thing you can do is have your employee reach out to that person and ask them if they're looking for a job. Now, if they make an introduction and you can set up a time to talk to them, then you can get past that screen. You can get to a point where you can talk about what's happening in their current role and see if there's any problems that you can solve for that person in their career, that you might be able to enhance or make better for them at your company.
I want to ask you a couple of questions, but since I'm hijacking this show, let's just take a moment. This is Kelly Robinson of Hire Power radio. Just a quick 60 seconds from our sponsors. Sorry about taking over your show here, but I'm having fun here.
No, I like how you just turned the tide on me.
Just enjoying as we go. Okay. You've been in this business for a long time. Tell me, what is the worst opening line you've heard?
You looking for a job?
Come on. You must have heard worse than that.
No.
Normally, I hear, "I have a job..."
Yes. "... That I think you'll be perfect for. I found you on LinkedIn and I want to talk to you about it." It's riddled with me, me, me, me, me, I, I, I. The worst openers or anything that they hear a hundred times from everybody else throughout the day. I hear a lot through recruiting groups and pages where people come up with the same version of the, "Hey, I have this. I'm interested in talking to you." Me, me, me, me, me, as opposed to, "What about you?" Everything is a variation of that really bad opener. And you're putting people in a mindset where they're automatically tuning you out. It's automatically negative because you don't give a shit about that person. You just care about filling your job. That's what is perceived.
I agree. I think recruiters historically are overworked and undertrained. And they forget the core principle of what we work to. Our job, I think, is to explain to people why they should quit their job and work for our client. And there needs to be a reason why they're working for our client. And it's not because you have a job.
But take it even a step further. You have to find out first if somebody has a pain point. You have to understand the person. I say it all the time. You need to have conversations with people. And you almost need to play the role of a bartender or a therapist in the very beginning to understand what the motivations of that person are. Now, if somebody's completely satisfied in their role and they love their company, don't try and recruit them. It's going to be a waste of your time and their time. Don't try and get them to come talk to you, but you can build a relationship. There's going to be a time when they're going to hit their end of their juncture at that company, where they're going to be open to hearing about something that's going to help them enhance their career. And you want to be the first person they think of when that happens.
Absolutely.
You don't want to put yourself in a position where you're pitching a job and it's just another version of the same thing that they've heard 50 times prior.
Let's pick the top three worst openers you're seeing.
I can almost say this verbatim. And I've had conversations with people that I've talked to. They're like, "Thank you so much for not pitching your job." It's always, "Hey, I found you on LinkedIn. I think you're perfect for this job that I have at my company. And I'd like to talk to you about this opportunity."
Perfect. So whoever's listening, take notes, write that down, and start using that rather than saying-
No, don't use it. I said don't ever use it. Well, or use it. You just made my job easier. I'm happy that everybody uses the same version of that. Don't pitch your job, don't pitch your company, and don't pitch yourself.
See, I heard you say pitch opportunity. And I'm a big believer that you should pitch opportunity to type.
You have to pitch the opportunity, but you need to know where that opportunity lies for that individual. Everybody's different. You can kind of guess for most people that are working in a role, the main complaints tend to be growth. So they're kind of stuck. They can't go any further. Somebody needs to die above them in order for them to move up. Their leadership might have made a change. If you have any of this knowledge of, "Hey, CEO just left this company and they're taking it in a whole new direction," you can guess that there's probably some people over there that aren't really super happy with their leadership. You can craft your message in and around those pain points, so to speak. And then the last one is the content of the work. People get bored with what they're doing. They're not learning anymore. If you can get them to engage with you based on those three criteria, that's a good starting point. But ultimately, I wanted to get you to talk to me about what's happening with you. Then I know how to position my opportunity for you specifically.
So what I'm hearing from that is trying to avoid what everybody else is currently doing, which is a LinkedIn message that starts with, "I have a job." Focus on the opportunity, answer the question why somebody should quit their job and work for that organization. But actually, what is the growth opportunity when you get there? So not just, "Here is a position," or "Here is an opportunity to do X, but X can lead to this role."
Yeah. You're connecting the dots for people. Okay. They may not even be aware of the fact that they're stuck too. So you're giving them a path to go down. You're not giving anybody a p
What's your story?
"Well, we are funded by Greylock and we are disrupting a $30 Billion dollar industry. What else do you need to know?"
This is good information to know but it is not your story. I quickly became a very bored audience with this CEO. Ultimately your story is what draws people in and invites us to work with you. When communicating with the people you are needing to hire it is critical that your story inspire them to join.
Our guest today: Stepahanie Paul, Founder & Head of Training & Development of The Executive Storyteller Academy
Stephanie takes great pride in coaching developing executives, sales teams, TEDx speakers, Women in leadership and experts of all kinds, to become master communicators.
In fact, her proven approach, "Powerful Emotional Engaging Presentations," draws upon her years of rich and diverse entertainment experience as well as she is a certified trainer using 5 science based assessments for behavior and communication using Psychology and Neuroscience.
Today we are discussing:
Why communicating your story is so critical from your hiring process through tenure
A 3 step method maximizing your communication
Communicating effectively during an interview is riddled with assumptions, bias and shallow content. Rarely is communication deliberate and with purpose.
Challenge companies face today?
Developing a person to be in more of and executive leadership role
Understanding your True Values because your values whether you know them or not depict your behavior and your audience define you by your behavior and actions not by what you say.
Many are so busy “doing the task” they have no concept of how you show up in the process of the task! Understanding your Stimulus Value
Checking your behavior before you engage what do you want the audience to do, achieve, react in a certain way?
No one wants to tell you how you show up because everyone just wants to keep the boss happy being open to feedback is the key to a growth mindset
Developing lifelong learners for value added leadership that build engagement within themselves and their teams rather than dictators who only drive the bottom line and don’t see the wealth in their people.
Great leadership is looking at the possibilities not the limitations and not focusing on your “Power” instead using your energy to empower others to ignite the leadership within themselves.
The way you deliver is more important than what you say
Come up with a great question to ask yourself on everything - Mine is “How do I make this more fun and engaging for the audience so they will remember?”
Being hyper aware of how you show up and listening and reading your audience effectively
Audience will always tell you what they need
Energy you chose to bring to the table is super important!
Why is this important to the company?
Immediate benefits to the team and individuals include better fits for task assignments and fewer, easier resolved conflicts. You will find these communication tools and understanding this type of developed skill set will also help you grow in your work and as a member of your field as well. The concepts we are talking about here can help you get a better understanding of yourself and your clients’ communication styles and motivations, which will help you more effectively respond to their needs. And because these are cutting edge concepts in the market space, will give you the opportunity to continue to grow as leaders in your industry.
How do we do it?
Y: In the first component we use a series of assessments to build understanding around stimulus value and the areas of strength and opportunities for growth in the recipient. We then teach successful behavior, memorization and delivery techniques for connecting with an audience
O: The overall objective is to teach the recipient effective ways (established in science) to build storytelling, supportive images, stimulating slide decks, and content that is dynamic and influential.
U: The last component of “The Y.O.U Method” and the most important is the audience. We work with the recipient of the training to guide them through effective techniques to read and work with an audience so they develop deep engaging presentations based in our biology and how that works.
Rick’s Nuggets
Yourself: must be your corporate values
The person you are hiring is your audience
Key Takeaways:
Always check in with where you are at, how you show up is a choice not a reaction to what just happened to you. Make sure that before you start communicating with your audience of 1 or 1001 you are emotionally and energetically where you need to be to achieve the results you want to achieve.. Self leadership is just as important as leading others.
Learn to read the behavior or your audience, know how to check in and deeply listen to what they are communicating, research, prepare and listen to their needs and be value added.
Make sure that your content supports your message (result) with powerful emotional images, stories and delivery. Make sure your accessories support you and make you shine rather than become a distraction.
Stephanie's resources:
I would love for you to become a founding member of our newly formed Facebook Group Executive Storytellers and follow us on Instagram @executivestorytellers
Instagram: https://vimeo.com/444640964
Facebook Group: https://vimeo.com/445080878
Here is a discount code to Stephanie's e-book that was released in February “The Why Guide To Story Hacking” use the Code: HACK4U
http://executivestoryteller.com/
But we have unlimited time off! Why would anyone not want to join a company with such a progressive time off schedule? Asked founder Sanjeev.
Two reasons, One PTO is a perk not a reason for joining a company. People will join and stay at your company when they believe in your vision and experience professional growth.
And Two, your company is a start up. No one is going to believe that with the aggressive production cycles that they can just take off and take advantage of this policy.
Our guest today: Adam Gordon & Ulises Orozco, Co-Founders of PTO Genius
With over 30 years of HR tech experience and a focus on employee benefits and leave management.
Adam & Ulises are serial entrepreneurs who founded PTO Genius to help companies increase job satisfaction, attract/retain top talent and lower payroll liability by re-imagining what employees can do with paid time off.
Today we discuss:
The pros & cons of Paid time off structures
How to implement the right structure for your unique company
Challenge today with Paid Time Off?
Potential liability for the company because it creates an environment where not self managed, managed like a traditional policy. Too dependent on the individual manager approval.
Using unlimited as a marketing tool. But there really is no unlimited
Creates more legal liability
People either don't take time off or too much time off
The bedrock to unlimited PTO is good culture. The bedrock of trust which can NOT be managed by managers.
Why is this important to the company?
Culture
Trust
Mutual respect
Accountability
Unlimited PTO looks desirable to avoid the liability of the employment contract
Avoid the management
Payout at the end of employment
Rick’s Nuggets
PTO is not a reason why people join your organization
How PTO is managed/supported is a snapshot of your leadership style (which is the root of why people stay or leave your company)
Benefits & perks are icing not the cake.
How do we do implement the right PTO policy?
Questions to Ask First: Can we trust our employees? Do I want to give managers the authority to manage when people are away?
Starts with leadership and how you value the employee
Communication- transparency
Being Vulnerable as leaders
Start with the right culture. Most startups should start with a traditional PTO model
Better to keep yourself out of a legal liability.
Can't eat the cost of litigation
Employees with unlimited PTO end up taking fewer vacation days than their limited PTO counterparts (13 days versus 15 days). SHRM source link HERE
If you want to implement an unlimited PTO policy
Ask yourself if you are really built for it?
Don't call it a “unlimited” policy but a “Self Directed” PTO
Document the policy
Define non starters- set up bumpers
Manage that everyone has access to time off
Encourage time off
Creative time off incentives
Assignment & tracking should be no disruption to workflow
Set up a calendar where people know when people are off
Hand off before someone goes away
Rick’s Nuggets
Look at your company values and align your PTO policy with that which aligns with your leadership style
Key Takeaways:
Unlimited policy- do you meet the above criteria. Is it truly self directed?
Proactive hand offs
Guest Contacts:
Website: PTO Genius
Email: hello@ptogenius.com
LinkedIn: Adam Gordon or Ulises Orozco
Twitter: Adam Gordon or Ulises Orozco
“I want to work with really smart people and here is a list of schools that this person will have graduated from” said Lawrence, the CEO. “I do not want to interview anyone who has not come out of one of these schools”.
My gut reaction was to simply say, “no thanks” and exit the meeting. Afterall, this CEO was going to be difficult to work with.
My response back was simply “Confirmation Bias”
We favor information that confirms our world view and this helps us to reduce any cognitive discomfort that discounts our values and realities. As Entrepreneurs, we are more susceptible to this bias because we are so focused on the task at hand. This reduces our ability to objectively make decisions that are best for the business.
Lawrence laughed, grabbed the sheet of paper and threw it in the trash. “Ok find me smart people”!
The truth is the strongest people often surface in the most unexpected ways and your bias clouds your vision of the truth!
Our guest today: Bruce Marable, Co-founder & CEO of Employee Cycle, the all-in-one People Dashboard
Bruce is a Philly-based serial tech startup founder. When Bruce is not helping HR leaders better use data to make smarter workforce decisions, he is making music playlists on Spotify, taking self-care at the boxing gym, or hunting for the best bread pudding around town.
Today we discuss:
Why Bias needs to be eliminated from your hiring process
How to deliver an unbiased, evidence based interview
Challenge today?
According to Wikipedia, Bias is defined as a disproportionate weight in favor of or against an idea or thing, usually in a way that is closed-minded, prejudicial, or unfair.
We all have bias. It is important to eliminate it for one simple reason… Your company’s success
Why is bias elimination important to the company?
Bias elimination
More diverse companies succeed
More revenue
Higher productivity
Cannot properly market to diverse groups of people/customers
Totally different backgrounds bring different ideas
More diverse individuals create more self awareness, well rounded thought process
Disabilities
Sexual orientation
Ethnicities
Ageism
Re entering workforce
Incarcerated
Parenting
Rick’s Nuggets
Innate BiasesOverconfidence: Subjective confidence in ideas or decisions
Illusion of control: overestimate ability to control situation or outcome
Anchoring/Adjustment: past experience predicts plans for future
Confirmation: preexisting beliefs- devalue contradictory information Cognitive tunnel vision
Curse of Knowledge : experts assume similar content understanding in others
Optimism: See the positive outcomes… delusional optimism
How do we solve the bias issue?
Mindset
Open to People who are different
Everyone is on equal footing
Allow people come in as being perceived as qualifiedVs. unqualified
Reinforce that they are qualified
Eliminate your assumptions- college degree
Actions
Recruit from a diverse pool of job candidates
Remove all language in job descriptions that may have bias.
Standardize the interview questions.
Perform the same due diligence on all candidates whether that candidate is a referral or not
Give all candidates the same level of respect
Blind the resume process
Remove bias from likability
Rick’s Nuggets
Customer experience mindset - applicants are your customers
More difficult to say No than yes
Conduct a qualifying call with most
Interview questionsPre-determined and assigned to the individual interviewer according to the order in which they participate
Must gather evidence to support the decision either way
Feedback & closure
Key Takeaways:
Acknowledge confirmation bias.
Review the language in your job descriptions
Standardize your interview questions
Key Points for Episode:
Timeline for Video Interviews - 72 hours
1- 45 minutes
2- 45 minutes
3- 45 minutes
4- 45 - 60 minutes
Decision - 24 hours from Final Interview
You must have your questions pre-written and assigned to the individual Interviewer
Questions designed to gain evidence of cultural alignment
** DO NOT just pick random behavioral questions!
They must have purpose and be tied to your company values!
Behavioral Questions
Follow up each question with the “How & What”
The purpose of each interview is to get to the “truth” of who this person is and how they align with company core values. Our goal with each question is to find hard evidence one way or the other. Past performance is a key indicator of future performance. We are going granular to understand the core of who this person is to fill your gut with accurate information to make the correct decision.
The Behavioral Interview: The simplest way to learn the behavioral model is to use STAR methodology. Let each interviewee outline the Situation & Task first. This is just the background of the story that you need to know to make the story make sense. Clear context! Look for difficulty, complexity or size of the challenge. What was the person trying to accomplish and why?
Approach: This is where we focus on the actions taken to address the issue, complete a task, solve a problem or improve the situation. We focus on the WHY here!
Focus in on this area the most and poke holes in the answers.
Each answer needs to be tested and must be followed up with why. Look for Key details and explore them!
Why did you take that approach?
Why was that important?
Why did that work?
Results: What is the positive outcome for the story? What were the issues? Where did they fail? We are looking for tangible, supported evidence.
Video Interviews (Same Day Ideal)
Ideal to line up back to back
Schedule back to back or split them up 2/2 or 3/1
Build a knockout question for each interviewer
Interview 1 - Cultural Value Alignment I
Interview 2 - Skills Screen
Live working session to evaluate skills/communication
Interview 3 - Cultural Value Alignment II (optional) 24 hours from interview 2
Final Interview - Cultural Confirmation III & Offer preparation (Decision Maker)
Decision / Offer (24 hours max)
Best to give immediate feedback
Time kills hires, be decisive
Role Play
Interview Questions
Walk me through the steps you took to prepare for your last project / client presentation (preparation)
What made those steps the most efficient?
How did you do it specifically?
Timeline set?
Potential Challenges identified and how were they prioritized for consideration?
What were the things you missed?
What was the result?
Why was this important to you?
**Give me an example of something you tried that failed miserably (keep light & fun)
(innovate without fear)
What were the circumstances that justified the risk
How was it implemented?
What was the potential upside if it worked?
What was missing?
What would you have done differently?
Why did it fail?
What did you learn?
Tell me about a time when it was necessary to admit to others that you had made a mistake. (accountability)
What was the specific mistake
How did you identify the mistake?
How did you handle it?
Why did you choose that particular approach?
What was the lesson learned?
What did you do differently going forward?
Tell me about the last project you worked on where you were major time constraints (own it/quality effort)
What steps did you take to ensure quality?
What shortcuts were taken?
What mistakes were made
How did the client receive the work?
We are now remote. And we are learning so much about what it takes to keep your people engaged and productive. The balance between communication and micromanagement is often the Biggest challenge.
Here’s what we’ve learned: Consistent communication with ultra flexibility is working. Encouragement to take care of yourself first: ie: a walk, bike ride or step away is increasing productivity. Virtual happy hours are helping to forge team comradery.
Our guests today: Michael Houlihan & Bonnie Harvey, Founders of the world's top wine brand, Barefoot Wines
Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. Michael & Bonnie pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and as a result were acquired by E&J Gallo. Today, they offer their Guiding Principles for Success (GPS) & Shelf Smarts courses to help consumer product brand builders achieve success by maximizing the value of their human resources.
Today we are discussing:
Virtual challenges today
How to build company culture to an off premise workforce
Off Premise challenge today?
Disengagement
Not routine
Physical commitment
Daily encouragement
Why is this important to the company?
Two biggest hidden costs in every business!
Reduce turnover
Increase engagement
Good people transform to great people through growth
Improve skill sets & relationships
Allow people to do the work they like to do and not do. Allow them to create their own roles.
Rick’s Nuggets
Accountability & Productivity
Remote causes you to really put your business under the microscope
Cost of a Bad hire is 30% of individuals earnings (US Dept of Labor)
Does not include Morale & Productivity loss costs
How do we do it?
Find good people & build great people *
Keep people from being isolated (Team based)
Culture of permission - make mistakes right. Don't hide mistakes.
Hiring tactics?
Overkilling Orientation
Over educate
Money map
About understanding how the money flows to get to your paycheck
2 division company
Getting into the cause & effect of the business
Sales & Sales support
Include people in the solutions
Everyone asked to contribute their ideas
Footsteps to the wine in stores from the receptionist! (recognition)
Throw problems out on the table and allow people to contribute
Promote the idea that everyone has a voice
Rick’s Nuggets
Finding good people requires work & a lot of conversations
Creative ways to encourage engagement
Virtual happy hour
Key Takeaways:
You have a responsibility to improve your hires. Find their talents and expand upon them
All companies have 2 divisions- sales & sales support
All salaries start from the community not from the company!
Find Bonnie & Michael here:
Business Audio Theatre Linkedin
Websites: www.thebarefootspirit.com & www.consumerbrandbuilders.com
High performing individuals come in every flavor. They can not be identified by looking at a resume! They can only be discovered by understanding who the person is, the values they hold dear and the track record of the impact they have made in the past.
Every day, your company loses money when you allow personal bias to influence your hiring decisions without proper evidence. Quite often, the strongest hire is not the person you envisioned for the role.
Our guest today: Kelly Robinson, CEO of RedDotMedia.
He founded Broadbean.com Inc 2001, which was acquired by CareerBuilder in 2014. Now he lead RedDot Media, recruitment advertising agency with a particular skill in programmatic advertising campaigns.
Kelly has spent the last 25 years in recruitment and recruitment technology, during which time he has grown, integrated, bought, and sold businesses in both the UK and US.
Today we are discussing:
Why you need to consider hiring people over 45+
How to value wisdom & hire modern elders
Why don’t employers hire older people?
The person they are hiring probably has more experience than they do.
Oh, why would he want to work for me,
They have done my job for 20 years!
They don’t have the right degree.
Younger workers are better because:
They have more energy.
They're more tech savvy.
They're more willing to give discretionary effort.
They'll work for us for the next 30 years.
They have less health problems.
The reality is younger workers have just as many problems as older workers.
Older workers are better because:
They don't have kids pulling them constantly off their game (Uh oh! Parent bias!)
While possibly not as tech savvy, they have experience in getting things done in different ways and they won't panic when the internet goes down for 15 minutes.
They grew up in a time when work life balance meant you worked until the job was done.
They're willing to by loyal to you for the next 7-10 years, which is more loyalty than you'll get from anyone else you hire.
Older workers statistically don't miss work more than younger workers.
In the next few years, 35% of our workforce will be 50 or older.
And 8% of them—about 13 million workers—will be 65 or older.
It’s hard to finance a 30-year retirement with a 40-year career - Chip Conley (AIR BNB 52)
The average duration of unemployment for older job seekers has dropped sharply since 2012 (though still long); it’s down from roughly 50 weeks to 34 weeks for job hunters age 55 to 64. In other words, it now typically takes about seven to eight months to find a job if you’re over 55.
About 29% of job seekers 55+ are considered long-term unemployed (looking for work for 27 weeks or more); while that’s still high, it’s down dramatically from roughly 45% in 2014
AARP surveyed 3,900 people age 45 and older, 61% said they’ve personally seen or experienced age discrimination. Among those who’ve applied for a job in the past two years, 44% were asked for potentially job-losing age-related information such as birth dates and graduation years It’s almost an acceptable bias.
Why is this important to your company?
Older workers may be better because:
They don't have kids pulling them constantly off their game (Uh oh! Parent bias!)
While possibly not as tech savvy, they have experience in getting things done in different ways and they won't panic when the internet goes down for 15 minutes.
They grew up in a time when work life balance meant you worked until the job was done.
They're willing to by loyal to you for the next 7-10 years, which is more loyalty than you'll get from anyone else you hire.
We all miss work for stuff. Older workers statistically don't miss work more than younger workers.
The fastest-growing age demographic of employees in the workplace is 65 and older, which has experienced a 35% jump in numbers over the past half-decade. In the next few years, 35% of our workforce will be 50 or older. And 8% of them—about 13 million workers—will be 65 or older.
According the U.S. Bureau of Labor and Statistics, 22.2 percent of the workforce is 55 years old and over!
Research from the National Council on Aging has shown that modern elders have lower absentee and turnover rates than younger workers.
Ultimately, age will be less of a factor. The Bureau of Labor Statistics projects that those ages 65 and over will experience the fastest rates of labor force growth by 2024.
Many people who reach retirement age now are often healthy enough to run marathons, build houses
Rick’s Nuggets
You can NOT tell if someone is good for your company via a resume! Anyone who says otherwise is delusional
Recruiters/hiring managers filter people out
Ageism
Overqualified
Too expensive from a benefits perspective
Not technically aware- can't learn new skills (stereotyping!)
Not the right educational experience
Not a cultural fit (fitting in with people in their 20’s)
How do we do it?
Start valuing wisdom
Appreciate that you have no choice
Promote diversity & inclusion… which includes AGE
D&I increases innovation
Productivity
Demand that those responsible for recruiting Talk to people everyone who is reasonably close
Eliminate educational barriers
Anyone over 5 years experience, ignore the educational background
Develop a phone screen process to gather evidence of success
Judge viability by gathering accurate data
Take notes
Not having a clearly defined corporate culture document is a recipe for failure. Why? The culture document is a business plan for how your people are expected to behave, interact and resolve conflict. It is your saving grace when things go sideways! You must provide a clear and accurate picture to everyone you interview about the good, the bad and the ugly of the organization and the expectations of behaviors that result in success in their role.
Our guest today: Jeff Wald, CoFounder & President of WorkMarket
Jeff Wald is the Founder of Work Market, an enterprise software platform that enables companies to manage freelancers (recently acquired by ADP). He also founded several other technology companies, including Spinback, a social sharing platform (purchased by salesforce.com).
Jeff is an active angel investor and startup advisor, as well as serving on numerous public and private Boards of Directors. He also formerly served as an officer in the Auxiliary Unit of the New York Police Department. Jeff is the author of The Birthday Rules and The End of Jobs: The Rise of On-Demand Workers and Agile Corporations. Jeff frequently speaks at conferences and in media on startups and labor issues. He is an expert at building cultures that thrive.
Today we are discussing:
Why it is critical to have a culture document
The three steps to building your own culture doc
Why does a company need to have a culture document?
Not very clear about the culture of the company
First stages you hire the people that you know
First months/years are the most difficult
Very difficult to make sure you work well together
When you exhaust your talent pool/first level network
Then you branch out
Do people really understand the nature of being at a startup?
Terrible hire / fit amazing person, really a vanity hire
Understand how to be resource constrained
Amazing person, disastrous fit
Why is this important to the company
Resource allocation problem
Few dollars, time
End up giving a longer rope so the failure impact is that much greater
Cost the company Millions of dollars- spending power, budget
How do we do it?
You should not hire quick at the executive level
They need time to succeed
Creating a culture Document
Start with your values
6-8 core values of the company
Different to everyone
Be clear with what it is you believe
Who you are (mission statement), where you are going (North Star) & why you are there (purpose)
Needs to be super clear to EVERYONE in the organization (repeat it again and again...when people start complaining about hearing it too often, you are halfway there!)
Behaviors & Policies
Behaviors to support the values
How we run our business
How you hold meetings, how you promote, how you do business with clients, how you communicate, how you make decisions, your social events, etc., all have to support your values, otherwise what's the point of having values?
People
What are the behaviors that everyone at the company should strive for? Do we want people constantly learning and growing, or just doing their job well and going home? Are they questioning things, or just rowing when told to row? How do they disagree with a decision?
What do we expect from our managers? Are the efficiency drivers or coaches? Are they transparent? How do they give feedback?
Key Takeaways:
A culture document brings clarity to you and your team
Repeat it again and again, because your team has to know it
Use the document as hiring and promotion guide
Guest Contacts:
LinkedIn
Twitter
Book: The End of Jobs: The Rise of On-Demand Workers and Agile Corporations (Amazon)
Marketing and hiring are far too often major failure points because they are started too late. The right time to start marketing is before you launch your product. Just as the right time to hire is before you feel the pain of needing the work to be done. It is never too soon to to proactively start your marketing or hiring process.
The key to not failing is having the structure in place before you feel the pain!
Our guest today:Andrew Miller, CEO of GrowthExpertz
Andrew is a Startup Marketer who's been traveling the world working with early-stage companies. After driving growth for 3 multimillion-dollar startup exits, including a 500startups project in San Francisco, he founded GrowthExpertz.
Andrew's specialty lies in helping companies scale efficiently in the early-stages with both growth coaching and remote consultancy. He’s written for INC magazine, StartupGrind, and StartupNation. Andrew is also a prolific #DigitalNomad who in the last decade has visited, lived, and worked from over 70 countries.
Today we are discussing
The right time to start marketing efforts
How to kick off marketing for both product and people
When should a startup start marketing?
-Start marketing right now
Pre launch, start building a strategy
Landing pages, call to action
Even still in stealth mode
Coming soon, gathering prelaunch beta email list
Why is this important?
Prioritize marketing too late
Show investors that you have traction
Do things that don't scale in the beginning
Marketing drives your launch
Launch with an email list
Bootstrap marketing- drive organic traffic during the early stage of the business. Before launch
Rick’s Nuggets
Marketing directly leads into hiring
How do we implement marketing & when?
Online presence- marketing foundation
Create landing pages, website,
Social media pages
Analytics
Start organic marketing
Organic marketing channels
PR - start creating relationships with podcast,
Create content with call to action
Build to 500 emails of beta testers & followers pre launch
Launch product
Create press release, go live
Scale the marketing strategies that work
Go into launch with traffic
Be able to go into investors with relevant data
Rick’s Nuggets
With hiring:
Identify target hires
Have conversations, network
Gain buy in to win the hire
Key Takeaways:
Prioritize foundational marketing early in the game
Greenlight your organic marketing before the product launch
Know your kpi’s, analytics
Ever finished an interview with a great person and just felt unsure or maybe you need more data to make the decision either way?
This all too common scenario is caused by a poorly executed interview process and not asking intentional questions designed to gain the evidence to support a decision either way. Today we will be discussing how to avoid the pitfalls of this conundrum when hiring for your company.
Our guest today: Steve Pfrenzinger CEO & Head Peformance Coach of Pfrenzinger Agency, Inc.
Steve Pfrenzinger is an entrepreneur, a coach to entrepreneurs and a Hall of Fame investor in entrepreneurs. He’s also an author, speaker, and Self-Awareness expert helping entrepreneurs, innovators and change agents solve big problems. Steve is also a Forbes Coaches Council member.
Using his decades of experience building multiple 8-figure businesses, where he hired over 1,000 team members, Steve has helped hundreds of clients make better decisions, plus expose their career and business blind spots that can clear their path to success.
Today we are discussing
Why gathering evidence is critical to support your decision
What Steps need to be taken to avoid this conundrum
Why is gathering deep evidence important
You have found a very good candidate, but you are just a little unsure, you want one more data point
E.G., 3 said yes and one said no or “not sure”. then what?
Finding out how people are “wired mentally” in DISC or Myers & Briggs might impact the decision
Why is this important
Personality type is a predictor of future behavior and key to major hiring decisions
Knowing one’s “preferences” is key, how they “lean” in certain situations, e.g., Thinker vs Feeler
Ask Steve to define a “preference”
4 elements to the personality
Compare DISC styles to Myers & Briggs types. Cheat sheet below. If you know one, you know the other. If you know neither, you need to find out.
D = ET (Dominance = Extroverted Thinker)
I = EF (Influence = Extroverted Feeler)
S = IF (Stability = Introverted Feeler)
C = IT (Consciousness = Introverted Thinker)
Rick’s Nuggets
Interview questions need to be intentional
Digging deeper uncovers the truth…. How & Why?
Must avoid injecting your own personal bias/agenda
How do we do it?
Ask them for their DISC style or M&B type
Have them take a test at www.16personalities.com
Fast type them with Steve’s 2-page form, uses easy-to-learn computer metaphor
Fast typing form, Steve has one for all that ask. Contact him at steve@stevepfrenzinger.com
What is Fast Typing?
PIPO model
Power
Imput
Process
Output
Rick’s Nuggets
Proper sequence: Interview => Assessment => Interview close
Assessments often done too soon
Key Takeaways:
Personality Type and the behavioral preferences (tendencies) it highlights can further insure the success of key hires.
You can fast type others without a formal test in minutes, with the PIPO fast typing form
Check steve out at www.coachstevep.com or email him at steve@stevepfrenzinger.com He has many coaching and educational programs for executives and management teams, from entrepreneurial ventures to major corporations.
Why you need to hire trusted talent to build and scale your startup. Referrals are still the strongest way to stack the deck with talent for your organization. But you cannot shortcut the interview process. Just because a person worked well in another organization does not mean they will be successful at yours.
Diligence in gathering evidence of value, growth and cultural alignment must be gathered to avoid making a bad hire.
Our guest today:AJ Bruno, CEO and Co-founder of Quota Path.
AJ leads the QuotaPath team as CEO & Co-Founder. Prior to QuotaPath, AJ spent 6 years at TrendKite, the company he founded and was president of in Austin Texas. At TrendKite, AJ led the go-to-market and sales strategy/execution and took that team from initial product inception through $20+ million ARR and 250+ employees. TrendKite was acquired by the public company Cision for $225 million in January 2019.
AJ is religious about vetting and hiring talent and has made over 300 hires in his career
Today we discuss
Why trusted talent is the best option to build and scale your startup.
What to do when you don't have a strong network
The steps to take to hire through referrals:
Why is hiring “trusted talent” the best route
Look into your own network of people you have previously worked with or go to a trusted source to help build the team you need to take you to the next level.
Why is this important
Avoid running into bad hires
How do we do it?
Reverse engineer your network
Looking for trust and loyalty
A lot of back channeling (connect with at least 5 people)
If you know the person?
He needs to justify why for both parties
In the Interview process
Disqualification questions- do you know who Elon Musk is?
Tie questions to the importance of the role
Rick’s Nuggets
Knock out questions
Provide a growth path to avoid a transactional experience
Key Takeaways:
Backchannel with at least 3 references if the hire is very strategic (the first hire in their position or respective position)
Create a consistent process (with knockout questions or frameworks) if it will be a hire you will make multiple times (sales reps).
Ensure that the person is sold on working with you and learning from you as much as possible if it is a strategic hire.
Will a subject matter expert be a better solution to hiring a leader for your company? We can all agree that there are different types of leaders. I am going to contend that the wiring of the leader you are hiring is more important than the pedigree that is brought to the table.
Our guest today: Ed Tyson, CEO of PerSynergy Consulting.
Ed Tyson is the chief executive officer of PerSynergy Consulting, architect of LeadershipSOPs, author of From Expert to Executive: Mastering the ABCs SOPS of Leading, and executive coach and consultant to both small niche brands and Fortune 500 companies. With a mastery of leadership refined throughout his years as a Marine, executive, coach and consultant, Ed guides executives, to key findings he has learned through intimate connections with a diverse array of leaders.
Today we are discussing
How to identify the right leader for your startup
What steps you should take to build the right job description to find the best candidate to fill this position
What questions you should ask to ensure your candidate is the best fit for the job
Why not hire a leader in your startup?
I think we can all agree…
...leaders have a tremendous impact on your culture and process. The smaller the team, the larger the impact of each individual but particularly each leader.
Deciding to add your next leader could either be that decision which propels you forward or sets you back.
Leaders are more expensive and more capable of damaging your culture than individual contributors - so be certain it’s a leader you need, that you are clear about the challenge you need answered, and you are confident your candidate can indeed answer it.
For example, there is a start-up client I am working with right now, just north of here in LA county. They are in the biotech space and have hired several key leaders from a much larger, global entity in the broader pharma space.
The leaders they have brought on were extremely competent and well-positioned to lead the functions which they were hired to run. HOWEVER, they were not prepared to engage in both the breath of strategy and depth of tactics the job requires. Further, they are struggling with the lack of defined processes and support from other functions. Consequently, project timelines are being missed and their time-to-market will be impacted.
Going the other direction on the 5, I have a client in San Diego county in the manufacturing business who is just reaching beyond the start-up phase. They have a relatively small corporate staff but almost a third of them are leaders with big titles but very small teams (with one or two subordinates a piece). Additionally, almost every leader is an internal promotion with no professional leadership experience – this founder has placed a lot of bets on continuing to cultivate raw talent but does not have the time to do it – which is admirable but making it difficult to grow beyond his current book of business or empower these leaders to really lead.
At the end of the day, the team is too big and too inexperienced to comprehend and reach decisions without its leader (keeping the CEOs nose in the very parts of the business he has to escape to hit his growth targets).
Both of these companies made the same mistakes (just differently). They both failed to clarify and challenge what they needed and ensure they got it.
So again, my first tip is don’t hire a leader in the first place… unless and until you are confident you absolutely need a full-time person whose primary role is to structure, operate and perfect a community of effort.
If that thought makes you nervous, if you're worried who will do the work, you might need someone to lead the work, not the people. Don’t fall into the trap of mistaking a technical lead, a senior subject-matter expert for a leader.
Rick’s Input
Focus on correctly positioned talent
Avoid vanity hires
How do we hire leaders then?
Purpose of a Leader
The purpose of adding a leader to your growing team is not to add to your subject-matter expertise, it is to ensure someone other than yourself wakes up every day focused on cultivating a willing, capable and sustainable community of effort. Leaders are no longer obsessed with their craft because every step a leader takes on the career ladder is away from their craft.
Leaders are not obsessed with technical puzzles. They are obsessed with people puzzles. Their primary work functions are to structure, operate and perfect powerful communities of effort.
Do they need to understand the work? You bet. But their work is different from the team’s work. And the better you understand that work, the work of a leader, the more likely you are to find the type of leader you need.
Defining Your SCOPE
For me, it all starts with understanding the SCOPE of the community of effort you need.
SCOPE is an acronym which helps leaders remember the five most important architectural components of a community of effort. It stands for Strategy, Culture, Objectives, Purpose and Ecosystem. You can think of it as a replacement for the old mission / vision / values mantra which still permeates business schools today. In fact, Culture, Objectives and Purpose stand for exactly those same three components. The different being, the full SCOPE acronym adds the importance of understanding the players and interactions within your ecosystem and the strategies you craft by considering that ecosystem, how you deliver value to it (i.e. your purpose), the objectives you set (from both a visionary and near-term perspective) as well as the culture you have and the culture you’d like to have.
Your best shot at getting the leader you need is taking your best shot at defining the company SCOPE and the departmental SCOPE for the team you want this leader to lead (and do it with your existing team if you can).
Your clarity here will allow you to differential the team’s work from the work the leader must do to be successful. This will result in a rich, leadership-focused job description based on the real work of leading.
Then you can use the interview to pressure test key concepts in your company and departmental SCOPEs across a broad set of applicants (think of it as free consultation) and dig into the how.
Process Not Outcomes
Don’t fall into the trap of listening to canned lists of outcomes your candidates come prepared to throw at you. Ask about the how, the process. How did they refine the SCOPE at their last job? How will they do it here? How will they stay in alignment with the departments to their right and left? How will they stay aligned with you? How will they translate it into clear work methods, roles and responsibilities, how will they structure rewards and recognition; how will they secure the knowledge and capabilities you need to succeed? What repeatable processes do they use to inspire and engage people, drive accountability, evolve the team, etc.?
I think the most important thing is to gain insight into their own personal LeadershipSOPs – in other words, what are their standard operating procedures for structuring, operating and perfecting communities of effort?
Rick’s Nuggets
Job descriptions
Person type (builder, improver, maintainer)
Performance metrics
Evidence of past performance
Performance tied to process
Key Takeaways:
Don’t Hire a Leader in the First Place!
Throw Away Your Job Description!
Ignore Candidate Stories about Outcomes!
The vast majority of companies still do not have any policy in place to support work from home. As the majority of companies have switched to remote work and plan to implement this new system going forward - companies need to understand how to make an effective switch that will align with their company goals and business development strategy.
Our guest today: David DeFrancis, CEO of IT Proactive
David started his first computer consulting business in 1998 and launched IT Proactive in 2015. He noticed a need for security and process in small to medium sized businesses was completely under-served. IT Proactive is an outsourced IT Support firm that you can trust. We offer fully managed IT solutions that are simple, affordable and all-inclusive.
Today we are going to discuss
On boarding and Off boarding Employees
Remote work policies
BYOD policies
What are today’s challenges when successfully onboarding and offboarding terminations?
No on boarding or off boarding checklist (Directory Service Accounts, email, application permissions, devices)
1 off policies
Personal devices accessing the corporate network, not having a separate vLAN (Internet Only) for employees (What is acceptable in the organization)
What policies need to be in place
Acceptable use for company equipment
BYOD - where most companies fail
Remote Access Policy- work from home
Personal Device v. Corporate Device
Its all about data integrity and security
Equipment reimbursement
Internet access/ security (remote location)
VPN
Firewall with Security Services
BYOD- allow employees to access data
Failure point
- Written policy on what they can & cannot access
- MDM- mobile device management software
When people leave they can put their phone on airplane mode to access shared company files (locally synced data)
Rick’s Input
On boarding is a continuation of your interview process. This determines your ability to retain your strongest people
How do we create an effective internal policy around remote access?
Questions need to be asked first
Can company data be accessed on personal devices?
Can data be accessed remotely via web browser. (Email, Sharepoint etc)
Protocol in place for a security breach
If a breach is detected, who to contact, plan to notify customers / vendors
Are remote computers encrypted
Are computers connected to a directory service?
Mobile device management policy in place?
Security protocol in place to wipe data (MDM)
Now Create Acceptable use policy for Company Devices (template)
Taylor to specific company (Questions to ask)
Outline what applications are acceptable to use on device
Can the employee access personal email, social, banking, etc… for company owned device
Websites that are acceptable to access on a work device (Personal Banking, Social Media etc)
Create a mobile device management policy
Dependent upon server location
Dependent upon BYOD or company owned devices
On prem, cloud, hybrid
What needs to happen when a person starts?
On boarding process
Recommend providing company owned devices first!
On boarding Checklist:
Typically IT Managed
Directory Services Account
Email Account / O365 / Sharepoint
LOB Applications
Permissions for LOB and File Share(s) / Sharepoint
VPN in applicable
Mobile Device (Email, Sharepoint, Supervised v. Managed Mode MDM)
Company Policies, delivered and signed by employee
Off boarding
1. Typically IT Managed
Remove Access to all devices during exit interview
Force Sign Out of any BYOD devices.
Directory Services, LOB applications, File Shares etc
Archive devices
- Do not tamper with user date until its archived
Point in time archive- home folder, desktop image, email
Off boarding checklist for HR & IT
Signed document that all company owned devices are returned
Key Takeaways:
Start Policies (even if it has 2-3 items in it)
Acceptable Use Policy
Remote Access Policy
BYOD Policy
Create and On boarding and Off boarding Checklist
Be in sync with HR and the members of your team when exiting an employee
Guest Contact: david@itproactive.com
A remote workforce has proven to be challenging to a lot of companies who have traditionally run operations from a centralized location. Aside from the technical issues (ie:security and connectivity) productivity, engagement and mental health become more difficult to manage. Today we take a dive into how we can utilize policies, tools and data to create a more engaged remote workforce.
Our guest today: Shiran Yaroslavsky, Co-Founder & CEO of Cassiopeia Tech
A startup that empowers managers that lead fully or partially remote teams to maximize workplace experience. Our solution delivers actionable insights to boost team collaboration, belonging, and mental health by analyzing communications patterns (not content) within and among teams. Shiran is an expert in all things related to data driven products and people analytics and was featured in 2019 Forbes 30 Under30 list.
In this episode we cover
The problems of managing a remote workforce
Providing direction on how to fix it
What are the remote work challenges are companies facing today?
77% Managers feel it is harder for them to manage their team remotely
Don't have visibility, water cooler talk
Creating a sense of belonging becomes more difficult (more than third were affected)
Needs not being met.
Need more empathy (fear, uncertainty) (36% of employees would like their managers to be more empathetic to their challenges at home to improve their work experience.).
Lead with an open approach
Be more sensitive to employees’ needs and how we interact.
Why is this important?
Managers need to constantly asses the team pulse
Remote teams are the future (GitLab report. 86% of respondents believe remote is the future)
New skills and tools that help to adapt to the new environment
Challenge with surveys
People are fearing for their job
Rick’s Input
Leaders must adapt, or parish
Changes operational efficiency and the need for more hands on management
Cuts the need for layers of management
What needs to happen for a company to be successful in managing a remote workforce?
There are 3 main domains companies should adjust in order to be successful in managing remote teams:
Establish Remote Work policies & culture that are suitable for remote work. There are 3 things we need to pay attention to.
Rules - We need to establish new rules for gaining clarity Will we pay people for overtime if they work off-hours? How do we manage security and passwords?
Norms - When do we email, text, or message people? Are cameras always on for online meetings? How do we run and manage meetings?
Design our broader company DNA -
How do we communicate when we aren’t satisfied with something? How can we stay connected while working remotely?Establishing the right culture will help us to foster trust
Training for managers
My interview with Amy Cappellanti-Wolf. Today the new leader is more about empathy. It’s still about driving for results but in a more collaborative way. Much more listening and a lot more guiding rather than directing. The new leader also needs to be more flexible and innovative to adapt to the new challenges as the world is changing very fast.
Training can help to gain these new skills.
Tools needed
Working remotely is not just working from the office only with Zoom. Working remotely creates new challenges for leaders. According to our data - 77% of managers indicate it’s harder for them to manage their team remotely. There is a workplace experience gap that technology can help in closing.
Team Insights tools. It is more challenging to use Surveys for feedback tools (employees are busy and insecure while as a manager you need fast real-time insights to act on).
Communication shifted to online - people analytics can empower remote managers.
Examples from Cassiopeia - We analyze communication patterns to provide actionable insights to improve collaboration, belonging and mental health.
For example - create a healthy workday balance. Experience of new employees
Communication platforms (zoom, Slack etc)
Collaboration tools - to share documents, thoughts, goals.
Rick’s Nuggets
Your policies need to start with your interview process and carry through to onboarding and tenure. Not just when the person is already working for you
Implement the same management tools in the hiring process. It provides a real life picture of how you work.
Key Takeaways:
Be Aware of the workplace experience gap created by the shift to remote work
Design the right policies and company culture to allow your company to prosper while working remotely.
Use the right tools to boost your teams’ collaboration, communication, and employee experience.
There is a flood of great talent on the market and the competition for those limited positions is heating up. With this rise in the talent pool the ability to properly access applications is a major challenge.
The bar has been raised!
Are you leaving good people on the table?
Our guest today: Shawn Sheikh, Co-Founder & Managing Partner of Pivot CMO
Shawn is a Silicon Valley & Beach serial entrepreneur and Y Combinator alumni. His specialty is helping companies scale from $0 to multi-millions in revenue, through both conventional paid acquisition and non-conventional growth hacks.
Apart from Pivot CMO, Shawn loves to work with founders to find creative ways to scale their businesses and owns and invests in a portfolio of small to medium sized businesses
Today we are discussing
The challenges in a heavy applicant reply market
How to effectively screen applicants to avoid false positives
What are the issues you are finding in screening applicants
Quality
Response rate
Don't want to do the case study
Right Approach?
Reply with application (google form)
Phone Screening
Report to person call screen
Rick’s Input
Job description- performance metrics and call to action
CTA: 3 questions for submittal - to be completed for all applications
Timing of the event…. ie: when to do a test
Phone screen for Purpose
Current process that works
Application process does work (cuts from 3k to 300)
20-30 people are qualified (phone screen)
75-80% show up for phone screen
6-8 to interview
1-2 to offer
Referrals- from employees
4 all hires
One referral from a person they
Process
Applicant review/application
Phone screen -50% technical/ 50% fit
Walk through assignment
Test
Interview
Offer
Rick’s Nuggets
Interview Structure & process tied to your Company values
“What are you capable of achieving?”
Make the call based on the person’s answers rather than the resume
Key Takeaways:
Better screening questions during the process
Addressing people’s needs before money
Owning who you are!
The remote work mandate is still proving to be challenging for a lot of companies. Work from home is here to stay and we have to embrace the changes - there’s more to it than just making sure your employees are getting the job done. Today we are discussing how to get your IT infrastructure dialed in to increase performance in your business.
Our guest today: Greg Keller, CTO of JumpCloud
Greg Keller is the Chief Technology Officer at JumpCloud. He was responsible for productizing and launching the company’s initial directory service product offering to market in 2014. Greg is a career product visionary and executive management leader with over two decades of product management, product marketing, and corporate development experience ranging from startups to global organizations.
Today we discuss
The challenges of IT in our new ‘corporate’ normal
Some of IT related Hiring challenges
How you can get your company ahead of the curve
What are the IT challenges companies are facing right now?
The brittle on prem It workforce is now forced to move to the cloud
Security when outside the ‘brick and mortar’ offices
For those that still can hire, interviewing and onboarding is challenging
IT challenges in the hiring process?
Obvious - you’re not physically with them
Video Interviewing
Time demands required over Hangout/Zoom
Panel, with follow up 1 on 1
Typically done in 1 day in person
COVID = smaller chunks over 2 or 3 days if needed
What IT structure needs to be in place?
DIY
A patchwork of tools and write own automation
Access control- active directory
Be able to manage remote machines
Governess to maintain compliance- devices
Remote to on prem servers (VPN)
Get clients on the machines
Jumpcloud - onboarding through productivity
All in one access control software
Hiring process?
Onboarding
HR systems (bamboo, workday, etc)
Manage access to systems relevant to your role
Formats the computer direct from the vendor
Key Takeaways:
For IT in the new normal: Think ‘forever remote’ - Consolidating vendors will be key, as will ensuring the tooling will provide an ability for the employee to have zero dependencies to a brick and mortar office.
For hiring remotely: Think ‘Culture must shine through a Zoom meeting’ - Engineering managers and those responsible for engaging the candidate beyond ensuring their skills match or exceed the job need, must ensure they understand that employees motivations, behaviors, etc, in the context of not being physically near a team
For the state of employee mental health: Think ‘We owe our workers latitude and empathy to balance their new realities’ - Two adults at home - screaming kids, at home schooling, work pressures all add up to a degraded and intense life experience. The place of employment should do its part to assist the employee with getting through this.
The key to successful hiring is in uncovering evidence in a person's ability to align culturally and professionally with your unique company. … None of this evidence is on a resume! How do we gather evidence? First, not short cutting the interview process. Focusing on deep behavioral questions then confirming your conclusions with data through assessments.
Our guest today: Josh Millet, Founder & CEO of Criteria Corp
Josh started the Criteria Corp in 2006 with a vision to create a SaaS-based pre-employment testing service that would make the highest quality employee assessment tools accessible to companies of all sizes.
Criteria has over 4,000 customers in more than 40 countries across the globe. Their pre-employment tests are an efficient and reliable means of gaining insights into the abilities and tendencies of potential employees.
Today we discuss
Assessments
Why and how to use them effectively
A process to properly assess the person you want to hire
Why are assessments important?
With all the advances in HR tech in the last ten years that have transformed talent acquisition, we aren’t getting better at hiring when you look at results. 46% of all new hires are unsuccessful. The problem is we are relying on 70-year old tools, resumes and unstructured interviews, to gather info on applicants and make hiring decisions. These tools are letting us down. Why is it important? Immense bottom line implications.
Problem with Resumes
Poor, incomplete, unreliable information that in the end does not predict much
85% of resumes contain falsehoods or inaccurate information
Inject unconscious bias into the hiring process
Boston & Chicago study
Unstructured interviews don’t work much better. Highly subjective, most interviewees make decision about applicants in first 5 minutes, based on highly subjective Criteria
Evaluating for good data - using objective data to reinforce your decision
When you think about how to gather data to make good decisions on candidates you should be focusing on:
Accurate, reliable info
Objective data not subjective impressions
Removing bias from decision-making
Being forward-looking data: how can this person learn, evolve as job does, rather than just past experience
Why are assessments the answer to resume
Focus on good reliable data
Things that are relevant to the job. Data that is not subjective and predicts job performance
Ie cognitive ability (best predictor or job performance, critical thinking, attention to detail learning ability, problem solving)
Behavioral or personality assessments - Interaction driven roles
EQ/EI- overlapping
Rick’s Input
Confirmation of data gathered minimizes bias
How to do it?
Moving past the resume
Use assessments early in the process (high applicant to hire ratio)
Right after the application
Resume submittal
Link to assessment in the job post
Most common after the application has been accepted
Passive searches (a bit later in the process)
Assessment become a resume substitute
Process for Active
Choose assessments that are job related
Measuring things important to the role
30-40 minutes of assessment
Tailor the testing for the role
Run at the Application stage or just after (automated)
Use results to prioritize the people that are more likely to succeed
Interview
Assessment can generate further behavioral interview questions tailored to the individual based off their results
Process for Passive (recruits)
Smaller number of people
Lower number of people interviewing
Use later in the process when the candidate is more engaged
Assessment after the phone screen
During the interview or just before
Rick’s Nuggets
Must gain a personal buy in BEFORE giving tests or assessments
People perform better when they want something
Key Takeaways:
Do things in your hiring process to get good data
Make sure everything you are using has a purpose that measures outcomes related to it
How can you tell if someone is good just through a phone screen?
A BIG thanks to our guest today: John Driscoll, Co-Founder & CEO of Naked Development.
Part 1: Outlining Key Points for Episode:
Phone Screening: From reviewing the application to proceed to scheduling a call should be between 2-4 days (MAX)
Ideal timing for phone call: 45-60 minutes
Part 2: 3 components of the phone screen (understanding the person) Why, What & How
*PAIN (Why):
Discussion part 1:
Pain is the person's reason for talking to you
Types of PAIN to be aware of from an employer prospective:
LEGITIMATE PAIN
Lack of Growth
Work Content/Technical Exposure
Leadership Issues
Unappreciated, Under challenged, Underutilized & Underwater
Commute
SELF-INFLICTED PAIN
More Money
Personality conflicts
Always open
John’s role “Hiring Manager”
*DESIRE (What): What is the environment that this person will THRIVE
(This is the part where the employer should look into whether or not the candidate is a cultural fit)
Things to consider when taking a deep dive into their desire:
Their Vision for where they will thrive
Fit to your company
Important note for employers:
Cultural fit and Attitude are far more important than skills. Yes, More important than skills! Skills can be taught and acquired. Attitude and cultural fit are often woven into the fiber of who this person really is at their core.
IMPACT (How?) (Identify Level of performance)
Evidence of Success
IMPACT - Do they go above and beyond (This should be demonstrated by example they give you of their past success and how they work with others)
Commitment to Personal Growth
Phone Screen Script:
*PAIN (Locate a solid PAIN) …. Dig, dig, dig!!!
What is happening with your current role that is making you open to exploring something potentially stronger?(Very important one to begin with)
*DESIRE:
If you could create your next company, what would that look like for you?
What is your vision of your next role?
What type of environment do you flourish? Culture, Size, Role, & Domain?
*IMPACT:
Tell me about the most significant impact you had in your current role?
*SKILLS:
What are your core Strengths?
COMMUTE:
Where are you willing to commute on a daily basis? (push limits)
INTERVIEWING: Currently: Interested:
To properly pace out the process, where are you in the interview process?
CITIZENSHIP:
What is your current work authorization status?
SALARY: Looking to make $
What are your minimum salary requirements?
AVAILABILITY:
What is your availability to interview this week? (dates/times)
***OFFER ACCEPTANCE MAIN CRITERIA: 1: 2: 3: 4:
What are 3 or 4 “Main Criteria” that you would need to see in a company for you to accept an offer with them?
Final Step: Connecting the Dots
We are now living the new normal.....And that normal is a mostly remote workforce, work/life/self balance and a heavy reliance on technology to lead the business. It is not about keeping what you have but changing who you are to adapt your business to the new world. Companies who will thrive are those who are embracing the change and committing to disrupting their own business. Not holding on to what was. Today is all about embracing the opportunity that has been given to us during this pandemic.
“We are never going back to normal. Too much has been exposed in the inefficiencies of expensive office buildings, amenities, drive time and personal time.” - Rod Trujillo
Our guest today: Rod Trujillo, Founder & CEO of International Rubber Products
A company founded in 1999 with the sale of all personal assets including savings and retirement accounts. IRPG is comprised of three distinct facilities in Southern California focused on the Medical Device industry, Aerospace/Defense industry and the Coating and Laminating industry.
The cornerstone and key component of our success as a business is the principal that regardless of macro and microeconomic changes, the company will be run as a God honoring business that seeks to bless everyone it encounters. As a result, IRPG has been adding 25-40 employees annually the past five years and has an annual five-year compounded annual growth rate of 23%.
Today we discuss:
Why this forced change is a blessing to your business
Where to focus
How to implement change
Why the change is a good thing?
Efficiency!
We are not as efficient as we think we are… but more is getting done under the current environment and the company is more productive… we are finding that you don't need as many people… realizing how inefficient they have been
Realization
People like coming to work and appear to be more social than we thought. Along with technology we are able to touch each employee daily and track projects which we are seeing projects getting done much faster.
Question
Assess what you really need?
Now that people are isolated, you really start to see how productive people can be especially when you add a little fear of the economy as well as being confined to the home.
Where do we need to focus?
figure out the technology tools and track productivity.
Realize we weren't managing efficiently and were over staffed.
Understand you can do more with less
Realize that the office has really been used for social interaction
easier to manage people through the lock down than it was
Rick’s Input
Deep evaluation into what the business REALLY needs
Upgrade in Performance mentality
How do we get ahead of the curve and thrive Now?
Pro-activity
Get ahead of what is being shown. Be proactive and being to embrace the video conferencing technology along with project and daily touching of employees.
Encourage this change to make the workforce more healthy by having a workout as part of the daily routine for attendance etc. Establish benchmarks and data everyone can become excited about.
Tools
Using Zoom- and other technologies we are improving with has really changed how we think about our administration moving forward post covid-19.
Data
Read up to get ahead of the curve. Gobs of information.
Transparency and pro-activity
Do more with less while selling a new vision of a healthier work balance experience driven by results and care for each employee.
Rick’s Nuggets
Zoom for Interviewing
Invest in educational growth (self & company)
Key Takeaways:
The rapid changes in hiring, retention and adjusting to a new normal. Being forced to home quarantine has shown the inefficiencies with our administration systems as well as management of personnel.
We need less and can do more. Corporate offices with amenities are monies that should be invested in the workforce and technology. Eliminating an hour of commuting while people are more efficient without the social interruptions make the execution of projects more robust.
Adding by our estimation a minimum of ten hours a week to either personal time or work time. (AVG drive 5 hours, 5 hours of social interaction)
Is AI the future of recruitment? Better yet, will AI replace the need for a resume? Tools are available to utilize AI in improving workflow and screening applicants. The question lies in their accuracy and viability in identifying the strongest people for your unique organization.
Our guest today: Neil Sahota, AI Expert & Author of “Own the AI Revolution”.
Neil Sahota is an IBM Master Inventor, United Nations (UN) Artificial Intelligence (AI) Advisor, Faculty at UC Irvine, and author of Own the A.I. Revolution. He is one of the few people selected for IBM's Corporate Service Corps leadership program that pairs leaders with NGOs to perform community-driven economic development projects.
In addition, Neil partners with entrepreneurs to define their products, establish their target markets, and structure their companies. He is a member of several investor groups like the Tech Coast Angels and assists startups with investor funding. Neil also serves as a mentor in several incubator/accelerator programs.
Today we are going to discuss
All things AI, What is it, how does it help with hiring
Why it is important today
How to implement the effective use of AI into your hiring today
Why is AI important in hiring through today’s landscape?
People looking for work should be looking for more than just a paycheck.
Why is this important?
People quit when you bring the wrong person onto the team
Productivity plummets
Ai can eliminate the need for a resume!
Rick’s Input
Automating workflow
Sourcing/screening
Good at all things transactional
How do we start leveraging AI to optimize hiring in today's landscape?
Using AI to eliminate ego based hiring decisions
Story of Omelveney (law firm)- use pymetrics
Testing for cultural value
Allow you to evaluate for culture and team fit
Ai tools to analyze how well code is written
AI Tools Currently Available:
Pymetrics: https://www.pymetrics.ai/
Paradox.ai: https://www.paradox.ai/
Ayra: https://goarya.com/
Eightfold.ai: https://eightfold.ai/
Xor.ai: https://www.xor.ai/
Pandologic: https://www.pandologic.com/recruiting-with-ai/
Rick’s Nuggets
Add CTA’s into your job postings to allow the cream to rise to the top
Innovation is eliminating the resume
Key Takeaways:
Elimination of resumes
Reduced bias in recruitment
Increased diversity & inclusion (by accessing “non-traditional recruitment pools)
Quantifying cultural/team fit
Special Episode!
Video Interviews are the new necessity. But what is the best way to run an effective process? Today we breakdown the framework to run a strong, evidence based video interview. Through partnerships with fully remote based companies, we are sharing what has proven to produce the strongest hires. RIGHT NOW is your opportunity to elevate your companies productivity by hiring stronger talent.
Key Points for Episode:
Timeline for Interview Process
Startup- 7-10 business days max
Review - 24 hours from submittal
Phone Screen - 48 hours (Day 4 max)
45-60 minutes
Video Interviews - 72 hours (Day 8 max)
1- 45 minutes
2- 45 minutes
3- 45 minutes
4- 45 - 60 minutes
Decision - 24 hours from Final Interview (Day 10 max)
Interview steps
Phone Screen - Phone / Video conversation
Your Goal
Learn about the person!
Understand: Pain, Desire & Impact
Not to pitch your company, job or yourself
Video Interviews (Same Day Ideal)
Ideal to line up back to back
Schedule back to back or split them up 2/2 or 3/1
Build a knockout question for each interviewer
Interview 1 - Cultural Value Alignment I
Interview 2 - Skills Screen
Live working session to evaluate skills/communication
Interview 3 - Cultural Value Alignment II (optional) 24 hours from interview 2
Final Interview - Cultural Confirmation III & Offer preparation (Decision Maker)
Decision / Offer (24 hours max)
Best to give immediate feedback
Time kills hires, be decisive
Remember that person who you really wanted to hire but they took a job somewhere else? Now is the time to reconnect. Through no fault of their own, great talent is being displaced due to the pandemic. Now is the time to proactively hire and raise the level of performance through opportunistic hiring! This crisis will pass. And when it does, emerge as a much stronger organization and be positioned to crush your competitors!
Our guest today: Jeff Erle, Former CEO of MobilityWare
Jeff has held numerous C-level positions throughout his career. His experience spans across start-ups, small privately-held and large public enterprises including ADP, Western Digital, MobilityWare and most recently as the COO at Blast.
Jeff focuses on building high-performing teams and evolving award-winning cultures focusing on multi-generational workforces, developing/coaching key executives, and helping companies develop strategies to scale for growth and/or exit.
Today we discuss
Why it is a great opportunity to hire
A-players: what are they?
How to identify and elevate your company performance during this downturn
Why is this important evaluate and proactively hire now?
Talent is your #1 asset
You now have the opportunity to upgrade your talent
Missing an amazing opportunity to settle for the first people to knock on your door
Now you have the ability to find an abundance of a players
Obviously, the Covid-19 virus has changed the world’s landscape like never before in our lifetimes. In particular, for businesses of all sizes, the nature of the workforce has and will continue to evolve, especially given the looming changes to the large number of workers that will be looking for work. Whether already or soon to be unemployed, or working for a company whose business model has been adversely impacted, millions of people will be applying for open positions later this year unlike anything we have seen in a very long time.
What's an A-player?
top 10% of experience, capability, for the compensation you are willing to pay for the role.
Given that, for most companies, people are their greatest assets, the challenge will be to retain your A-players. And the opportunity would be to use this historic dynamic to “upgrade” your team and your organization. We’ll focus today on the latter, using the talent either already available or soon to be to assure our businesses come out of this cycle stronger than ever before.
Rick’s Input
SalesForce, CEO Marc Benioff (tweet- 2200 jobs open…… prioritizing referrals of friends & family who have lost jobs.
A-player - right profile (builders/startups), cultural alignment
Desire should be workable
How do we start?
First step is to develop a definition of what an A-player looks like for your organization.
One who is among the top 10% “available” for the open (or too be upgraded) position
“Available” means: they are willing to accept an offer given the compensation level offered, in a culture such as yours, in your particular industry and location, with the resources available to them, with specific accountabilities/responsibilities, and reporting to a specific person
Discuss examples...
Second step is to take an inventory, or a snapshot of your people assets and the level of their quality on an individual basis:
Identify the “Pioneers” (A-players), “vacationers” (maintainers), and the “prisoners” (those always complaining… but they never leave; they feel handcuffed...)
Methods to accomplish this include: (1) performance management tools (reviews, feedback, etc.) commonly used at year end for merit increases, and/or (2) “force-ranking” individuals either within departments, or if small enough, across the entire organization. (NB: There are numerous views/debates of the efficacy of force-ranking… but I have used it successfully, especially in circumstances such as this, when economic times demand tough decisions around headcount.)
Last step is to assure your recruiting strategy, methodologies and capabilities can fulfill this goal
Be diligent
Shift focus to finding the best; this may mean balancing identifying and vetting “passive” candidates with “active” candidates.
This means you cant be lazy. Its easier/faster to work only with the myriad of resumes and candidates that will be applying to your company this year, but they may not represent the best pool of A-players available to you.
Ways to assure this include:
If you have internal recruiting teams, assure they are aligned with your remit of seeking passive candidates as well as active.
Get a good third-party recruiting partner to find the passive A-players and focus on presenting those people to your hiring manager(s).
Embrace increased volumes and/or new modes of interviewing
Phone screens
Video interviews (zoom, skype, etc.)
Learn best practices on how to do these; many do’s and dont’s lists now available
Teach managers how to do an appropriate phone screen and video interview
Pre interview prep and internal alignment amongst interviewing teams
What are the top key capabilities you all want for the role?
Who is vetting which ones?
Who is determining cultural fit?
Who is making the final decision? Is it unilateral, consultative, or consensus?
Agree on Who is “buying”, who’s “selling” during the process?
Remember:
The more time you spend up front the less time you spend in the interviews themselves
Poor managers don't want to do the work up front to coordinate
You need to stand out to be the memorable company to attract the A-player.
People go to work for good leaders/managers (converse of that's what they quit), not just good companies.
Rick’s Nuggets
Build a list and say Hi
Key Takeaways:
Now is a great time to re-evaluate your talent, your greatest asset, and upgrade as necessary
To do so, you will need to embrace new internal areas of focus and philosophies, and your org will need to embrace and/or learn new ways of defining, finding, vetting and attracting A-player candidates
Fundraising is difficult especially when you are missing a hiring process! Understanding who you are and defining your process are critical in bringing confidence to your investors. It is NOT difficult to solidify a process! Bring confidence to your team and your investors by demonstrating that you understand the importance of getting the right people on the bus!
Today’s Quote:
"You must have confidence in your competence." - Elijah Cummings
Our guest today: John Yanyali, CEO of JuiceBot
John is an energetic entrepreneur who jumped into the business world by investing in the agriculture, education, construction, and technology industries.He is the former COO of Elektronet, a digital technologies provider similarly focused on the Smart Industry. With John’s involvement, Elektronet became the largest manufacturer and developer of custom hardware and software systems in the Middle East and North Africa. In 2017, he joined Juicebot as an executive board member and last year, he was made the Chief Executive Officer of Juicebot. He builds and models a great company culture while providing inspired leadership
Today we are going to discuss
Why having a hiring process is critical in raising funding
How build your hiring process into your capital raise
Why does Your Hiring process affects fund raising
Investors invest in the people more than the idea itself. A great team will turn a great idea into a great product or a service.
The technical people who build the product are the key.
Experienced, key players with a stake in the company will significantly contribute to the business.
Besides creating a great product, they will help the management in creating new revenue streams.
Technical due diligence is becoming more important for the investors. Where your product is from a technical stand-point will define its success. Therefore, the investors are spending a considerable amount of time trying to understand the technology behind your product so they can help you with the product-market fit.
Technology companies need great technical people who own up to the mission of the company. We need to build not only a great company culture but also an authentic engineering culture.
This will give investors the confidence to fund the company as the alignment of business and technical is necessary to succeed.
Why was it important to bring technical talent first?
Technical people (engineers, designers, developers) are actually turning the idea into a product. They own the design process.
We need to connect them with all aspects of the business whether it is marketing, sales, or investor relations.
We need to create a platform where transparency is key to getting things done. We can not and should not compartmentalize. All the stakeholders of the company need to be aligned on the mission and the vision. That can only be achieved by being transparent and sincere.
Rick’s Input
Highest failure rate is after seed funding
Pressure from investors
Most critical hiring happens after raising seed round
Critical to have a process at this point!
Sloppiness kills talent attraction, without talent no future capital raise
How to build hiring process to attract funding. Where do we start?
We need to surround ourselves with effective advisory board members to bring in the expertise we may not have. For many entrepreneurs, the decision to involve outsiders in their business may be a wrenching step. Some simply do not want to dilute their control by establishing a board of directors with formal responsibilities and authority. However, the introduction of an advisory board can help some come to terms with this decision, by enabling an entrepreneur to feel comfortable with the business of providing information to, and accepting advice from, an external group.
Get the message out there to get help from the startup community
You need a lot of help. Networking at events, forums… ask for help
Figure out what you don't know. Then reach out to people with the problems you are facing and allow them to join you when the time is right
If people are not joining, take a step back and ask why?
We need to be open to working with other people and be open to feedback and criticism.
Not isolating people to their lanes. Letting everyone involved contribute at all levels.
Rick’s Nuggets
Outline your hiring process and timeline
Phone screen, video/onsite interview, Decision/offer
Key Takeaways:
The future of your business is dependent on your hiring practices. Every new employee will either contribute positively to customer satisfaction, growth and profitability, or contrasting have a negative impact on the business.
By adopting a structured and comprehensive hiring process, you’re taking the first step in positioning your business for success by attracting the right talent. The type of talent that will help build the company culture, drive sales and ultimately position the company as a leader in the industry. Failing to instill the right hiring process will do the exact opposite, resulting in under-performing employees and wasting resources, time and money.
One of the most powerful tools in your hiring process in the phone interview. The challenge that we have is that it is treated as a screen just to find out if someone has the skills needed. And this process takes on average 5-10 minutes.
It is such an opportunity loss because your first point of contact should be about establishing the connection with the person regardless of the outcome. Your phone interview sets the stage for how you are perceived and severely affects your ability to hire.
Today’s Quote:
"When it comes to success, there are no shortcuts." - Bo Bennett
Our guest today: Chris Wood, Director of Recruiting for RISE Recruitment USA & Managing Director of theRecruitmentCollective
Chris has spent the past 15 years in the Staffing industry utilizing his background in Recruitment and Account Management to help Fortune 500 companies solve their hiring problems by recruiting top talent within the Aerospace, Automotive, Medical Device, Healthcare, Finance & Consumer Goods industries.
In 2017, he took on the role of Managing Director at theRecruitingCollective, an organization of independent, specialized recruiters and boutique firms centered around providing new, custom talent programs. His primary focus today is attracting over and retaining top talent to the Cannabis, CBD & Natural Products industries.
He previously sat on the board for National Human Resources Association – Los Angeles and is currently on the program committees for DisruptHR Orange County and San Diego. In addition, he is an advisor to numerous Recruiting Technology platforms and emerging Cannabis and CBD companies and a member of the National Association of Cannabis Businesses.
Today we are going to discuss
Why phone interviews are a critical part of the hiring process
How to conduct an effective phone interview
Why are Phone interviews more important now than ever?
Understand the person
Goals, skills & interests - Career path/motivations
Passive recruiting - building a constant stream of qualified candidates
Due to the lack of face to face; with Covid-19 restrictions on in person meetings, this is the only way to hire talent during these times
Sets the tone for process
Positioning of your phone interview
Setting a clear objective of what you want to get from the call; feel for personality fit with team, explanation/knowledge of necessary experience, understanding of career path and long term intentions
Asking specific questions that address strengths of candidate that fills a need with your team
Identifying interest of candidate in role & joining your team
How to conduct a phone interview
Self reflection- identifying the hole on the team
Understand what is really needed
Identify characteristics of the person so you can create questioning to reveal if candidates fulfills your teams need
How are you going to find what you need
Creating the profile of the ideal hire
Establishing must haves vs nice to haves
Contact
Asking the questions that are centered around the key things you need to know
Strategic questioning
Rick’s Nuggets
Purpose of the phone interview is to understand the person first
Identify their reason for hearing (pain), what they want to be doing (desire) and what they have accomplished
Key Takeaways:
Don't just look at the resume, definitely talk to someone. Take the phone screen very seriously
Really get to know what the person wants. Get to know them!
With the drastic changes in the current work environment we are pivoting a bit from hiring for today’s episode. We are discussing how to transition your staff to a “work from home” force by conquering some of the IT challenges.
Today’s Quote:
“Intelligence is the ability to adapt to change.” - Stephen Hawking
I’m Rick Girard and welcome to the Hire Power Radio Show. We help Entrepreneurs and hiring managers to avoid costly hiring mistakes by identifying a specific problem and providing proven solutions to enable you to WIN the right hire. We share insights from top-performing rebel entrepreneurs, disruptors & industry experts.
Like our guest today: Collin Mitchell, CEO of Monster VoIP
Collin Mitchell is a serial entrepreneur who is passionate about technology and his mindfulness practice. His first entrepreneurial project was with his wife in their apartment living room which they bootstrapped together to 5 million dollars of revenue within 26 months. Most recently, he has been working on Monster VoIP, a nationwide unified communications provider that gives enterprise features at an SMB price. Personally, Collin is an early riser, consistent meditator, and swimming enthusiast.
Collin runs a virtual organization that is thriving! Which makes Collin a perfect expert for today’s topic.
Collin, Welcome to the Hire Power Radio Show today!
Today we are going to discuss
Why it is important to pivot your workforce to work from home
How to set up improve productivity and security
Why Pivot to remote work now?
What are the basics of what is needed?
Strong Internet Connection
Is home internet strong enough.
Minimum internet connection - 50 mb.
Depends on provider
Offering a stipend to cover the cost of upgraded
Laptop
Dual core or higher with 4 gigs of ram north
Phone
Voip
Company provided cell
Proper noise canceling headset
Possible Backup internet connection - overseas
Tools
Productivity
Tracking Software- works as a time clock and checking employee productivity
Hubstaff, ClickTime, TimeClock Plus…
Messaging Apps for collaboration
Zoom, Slack, Skype, Loom
Security
Active directory
Jumpcloud - cloud based active directory
Antivirus/malware up to date
Online Training Software
Well Being
Getting dressed everyday
Have a plan/schedule
Taking breaks
Meditation
Short Walks
Standing Desk
Rick’s Nuggets
Clear performance metrics
Key Takeaways:
These Things are all easy to implement
They are not too expensive
Focus on security and productivity by using tracking software and cloud AD
How to evaluate for good discretion in the hiring process. Discretion is defined by Merriam Webster as an “Ability to make responsible decisions”. This is a quality that all leaders expect from their people but as we know, this is not always the case. How do you interview to uncover good discretionary habits?
Today’s Quote:
"A sound discretion is not so much indicated by never making a mistake as by never repeating it." - Christian Nestell Bovee
I’m Rick Girard and welcome to the Hire Power Radio Show. We help Entrepreneurs and hiring managers to avoid costly hiring mistakes by identifying a specific problem and providing proven solutions to enable you to WIN the right hire. We share insights from top-performing rebel entrepreneurs, disruptors & industry experts.
Like our guest today: Joseph Hopkins, Founder & Senior Managing Partner of The IPRESTIGE Emerge Fund, LLC
Joseph is a thought leader in AI, authentication and security technologies, He leads an innovative emerging technologies firm that serves as a proprietary first-mover advantage IP incubation model that concentrates on growth opportunities in digital identity protection, security and advance encryption technologies.
Prior to Joseph’s AI and digital identity security work, he served in key executive management roles for Fortune 500 companies, including Kaiser Permanente, 3M, GSK, Allergan, and KPMG. He has hired Hundreds of people throughout his career.
Which makes Joseph a perfect expert for today’s topic. Joseph, Welcome to the Hire Power Radio Show today!
Today we are going to discuss
Why it is important to Connect with people while adding value
How to evaluate for good discretion in the hiring process
Connecting with people to add value
Listening skills
No one wants to hear about your problems
Pick up on a person’s cadence
What makes the person tick as a person
Navigate how you engage as to their preference
If you miss the connection, you’ll never get it back
Pick up folks who miss the 9-5 mentality
Rick’s Input
No one cares about the words coming out of your mouth
While hiring it is critical to be more concerned about the other person than filling your role.
How to evaluate “good discretion”
Trusting the gut, instincts
Less tricky the older the person is
More experience, the less risk
Interest or passion in the work
Experience
Clear signs around eye contact, body language, smile while talking, taking themselves too seriously, jovial.
Education - important to him.
Live your life based on what you have learned rather than the exceptions
The ingredients that keep people engaged in an
Balance of coolness and professionalism
*Discretion - overly doing something can affect the relationship with the client
The more the client is comfortable the successful the interaction will be.
Rick’s Nuggets
Opener “open to hearing about something career advancing”
Don’t pitch your job, company or yourself
Find out what’s happening with you?
Key Takeaways:
Empirical stuff- education, background & skills
Interpretative- talk to people that have worked with you. Subjective perspective
His Gut instinct- in conjunction with the other two
The grind of being a startup entrepreneur is riddled with rejection and heartache. It is often thought that you need the money before you can build your company… And that’s just not true!
The truth is there are so many ways to self fund when getting started and today we are dissecting a case study of how one company utilized the gig economy to fuel their company growth.
Today’s Quote:
"It's not the lack of resources that cause failure, it's the lack of resourcefulness that causes failure." - Tony Robbins
I’m Rick Girard and welcome to the Hire Power Radio Show. We help Entrepreneurs and hiring managers to avoid costly hiring mistakes by identifying a specific problem and providing proven solutions to enable you to WIN the right hire.
We share insights from top-performing rebel entrepreneurs, disruptors & industry experts.
Like our guest today: Keith Ryu, Founder & CEO of Fountain
Keith is quietly fueling the future of work. As CEO of Fountain, the Series A-backed hiring platform for hourly workers, the Forbes’ 30 under 30 member holds the keys to the secret engine powering the gig economy. Each month, Fountain processes nearly one million applicants and enables companies like Airbnb, Chick-fil-A, Uber, and Safeway to make over 130,000 hires. Keith initially funded fountain by capitalizing on the gig economy.
Today we are going to discuss
Why utilizing the gig economy is a great option to get your company started
How to fund your company through problem solving.
Story of Fountain
How do you hire when you have no funding?
Found a problem that customers had and started building solutions while funding the work
Challenges with creative financing
Creative hiring through upwork
Rick’s Input
Project based bootstrapping solution
Take on consulting projects
How were you able to build your company?
Capitalized in 2 ways
financed the company initially by selling services
found backup engineers on upwork
Found someone to hire. Brought in work through upwork and gave the work to their engineer to pay her
Emailed people who raised money on techcrunch. Offering to provide solutions for their business.
Key Takeways
Be resourceful - upwork, email lists, etc.
Do the hardwork - be relentless
The value of being able to directly text or call a person you are needing to recruit for your company is staggering. Want people to give you the opportunity to recruit them? Then you need to contact them where they will respond. Hint: It is not through email or LinkedIn.
Today’s Quote:
"Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time." - Thomas Edison
I’m Rick Girard and welcome to the Hire Power Radio Show. Our mission is to help Entrepreneurs and hiring managers to avoid costly hiring mistakes by identifying a specific problem and provide proven solutions to enable you to WIN the right hire. We share insights from top-performing rebel entrepreneurs, disruptors & industry experts.
Like our guest today: Shafiur Rahman, Founder & CEO of Chatterworks
Shafiur has been the right-hand to founders and has built out the operational infrastructure for several companies, including Airbus Aerial, Specright and Connectifier ( acquired by LinkedIn February 2016) . He has extensive experience driving the day-to-day and long term requirements to ramp up a successful, high-growth startup.
Shafiur’s new startup helps you reach potential hires with their personal contact information!
Today we are going to discuss
Why direct contact is critical to your recruiting efforts
What contact information is most important
How to find the contact information of the people you need to hire
Typical scenario - What most do… industry best practices
Why do we need to find people's contact information when hiring?
Low likelihood of response rate through the LinkedIn platform.
Most people are not daily or even weekly on LinkedIn
Passive people are not logging on at all
People respond to Text directly. Much more than email.
Limited to what LinkedIn offers/shows
Have to work under their platform
What data is most useful
Social intelligence
Personal phone, email
Rick’s Input
Text messaging has the highest response rate
Open & Response rates
45% SMS, 8% email response rates
98% of texts are read, compared to 20% email
Text messages has a 750% response rate over email
How do we find contact information?
Hire a PI
Background Check companies
Build your own tech stack
Piece together the various social platforms and cross reference data
Your own personal aggregation
Super labor intensive
Can waste 30-45 minutes on just one person.
Can still not get their direct contact information
Aggregate contact information?
Build crawlers
Buy public data
Find tools
Only gives you listed information, like home phone, no email
If you want cell phone info, you have to pay for it
Whitepages.com
ZoomInfo - just business data
spokeo
ChatterWorks
Swordfish
Key Takeaways:
First identify who it is you want to hire
Then get there personal contact information
Where people respond the most, like start with text messaging
3rd- have my messaging down to ensure I’m touching people the right way. Not selling them, how can you help them in a career, how your job solves there problems.
Everyone in a hiring capacity has made a wrong hire in their career. I believe that this is a direct result of hiring for skills first. Here’s the scoop, a person’s skills can change, but you can't change who they are. And technical abilities are not a clear indicator of passion in the work.
Today’s Quote:
“Values should underpin Vision, which dictates Mission, which determines Strategy, which surfaces Goals that frame Objectives, which in turn drives the Tactics that tell an organization what Resources, Infrastructure, and Processes are needed to support a certainty of Execution.” — Mike Myatt
Our guest today: David Kinnear, Executive Mentor & Group Chair of Vistage International.
Dave Kinnear is a Business Advisor, Mentor and Executive Leader Coach. Through his affiliation with Vistage Worldwide, Dave convenes and facilitates peer advisory boards of Business Owners, Company Presidents, General Managers and Chief Executives dedicated to becoming better leaders who make better decisions and achieve better results.
Dave is also an executive-to-executive mentor to Executive MBA students at the UCI Paul Merage School of Business and a coach for the Center for Entrepreneurship at CalState University, Fullerton.
Today we are going to discuss
Why a skills-based interview is dangerous
values alignment is critical
The framework for a successful interview
Why do people interview for competency/skills?
Competency is easy
This is what people focus on
Today's workers need mastery, purpose and autonomy
Shared values aligns well with the way decisions are made within the company
We all want to do what's right for the tribe
The soft stuff is not easy.
Most CEO’s don't know what the real values are
Profitability is what is really valued
Transparency on the financials are missing
Management decisions are the values
Culture is the way things get done around here
The way things get done is by making decisions
Decisions are made reflective of the values
How do we Hire for Values?
Running, Knees, shoes analog
Know what the real values
Ask questions to determine the person’s values
Uncover the person’s values
How someone works with others and makes decisions
Ask questions that validate the core values
Let the silence do the heavy lifting!
When they have the values
Reveal the mismatch in what they have now and where you align
Skills can be learned
The person you want is not on the street
Hire them
Rick’s Nuggets
Design questions around the corporate values (Amazon's leadership principals)
Ask behavioral questions and dig deep. This uncovers the truth about who the person is
"Walk me through a time"... Then ask why, why, why?
Do not ask leading questions
Ask the question and shut up!
Key Takeaways
· Values are the foundation of an organization's culture.
· An organization’s leader has only one critical job, and that’s to actively manage the culture
· The leadership team must believe in and live the values every day
The truth is most of the good players are on the sidelines. Great people are inundated with mindless spam therefore most messaging is getting ignored. Here is the good news, Gallup reports that 7 of 10 people are open to something stronger.
Today’s Quote:
“Great people want to work on things that matter. Inevitably, a great person working on imaginary work will turn into an unsatisfied person.” - Jason Fried
Our guest today: Marc Hutto, Founder & CEO of Reveal Global Intelligence
Marc is the chief architect of Purpose-Driven Recruitment . This methodology focuses the talent acquisition process on the people who are hiring and being hired - as it should be. Revealing hidden and highly-valued talent in this way also aligns to Marc's stated vision for the company of delivering evidential value to every life we touch.
Today we are going to discuss
Why you believe you can't find people
The truth behind the myth (79 % of people on LinkedIn, polled, will not see a posting)
A script to successfully find the people you need - A “pattern interrupt”
Why is the view that company’s can’t find people wrong?
You can easily believe this because most people are not responding to job postings.
Mindset - most people need to be approached.
A lot of people approaching them
A lot of noise, people not responding
Only 21% of people are looking at a job posting
Reach out
Outreach and response is the main challenge
A lot of the same messages
Get rid of the hooks and talk to the person
Pitching the job is the wrong mentality
Get into career coaching mode as quickly as possible
Rick’s Input
Treat people all the same, regardless of where they came
Hit people at their pain point first.
What could be better?
How to recruit passive talent?
Mindset
Approach people who did not come to you
You have to be proactive
Business owners and leaders take great care when investing in hard assets (equipment, supplies, inventory, etc.) - should we not have the same mindset when investing in a new colleague?
Reach out
Don't pitch the job (it’s presumptuous)
Digital video job description (digi-me.com) 1 minute
Polite, professional, persistent - it differentiates
Coaching call
Talk to people about them- their career/career drivers
Look for the opportunity to provide career coaching
Start a conversation around career drivers
Incumbent interview - document
Why did you come here?
Why do you stay?
Challenges you encounter?
Want someone to understand what it is like to work for your company?
Reasons why people stay (career drivers)
Compensation & benefits
Impact of the work
Environment - culture, people, space,
Personal & professional growth
Leadership or management
Rick’s Nuggets
On average 7-10 calls to get in touch a person today
Write 5 email sequences
Top Desires: Growth, Content of Work, Leadership
Key Takeaways:
Hiring and being hired are big deals. Keep them humanized. Focus on Career Drivers.
If you are an employer, you are in sales mode for top talent.
Post and Pray has to give way to Polite, Professional Persistence.
Purpose Driven Recruitment Toolkit: revealglobal.com/hirepower
Reference checking is so important... yet so underutilized. Why? Because it is too time-consuming! But when you fail to reference check you are dramatically increasing the likelihood of making the wrong hire. On top of that, you are missing out on a potential recruiting opportunity
Today’s Quote:
"References drive the industry." - Mark V. Hurd
Our guest today: Yves Lermusi, Co-Founder & CEO of Checkster
Checkster is powering talent decisions of organizations and providers of staffing and HR services. The company aims to improve the world's productivity and harmony by increasing job fit and work achievement, as well as personal career satisfaction and fulfillment.
Yves is a well-known public speaker and a Career and Talent industry commentator. He is often quoted in the leading business media worldwide, and has been named as one of the “100 Most Influential People in the Recruiting Industry”.
Today we are going to discuss
Why checking references is important
Voice reference checks vs digital reference checks
The framework for a successful reference check
Reference checking, what’s the issue?
People don't do
Or they do totally wrong
Why are they doing references wrong?
Only speaking to people that are given
Talking to 2-3
Talking to over the phone (filtered feedback)
Digital advantages
Digitally people are more honest
People pretend to be their own reference
Consistency in the questions
Rick’s input
Design references to evaluate against company culture
Ability to dig deep on the answers
How to do references right
Peers or managers recently. In direct contact
Speak to at least 4 references - the measurement of success 80% in making a good hire vs. just 2 references
Ask the right questions
Relevant to the job and non-leading, (leading the witness)
“Would you rehire?”
Starting broad and going specific
Do it digitally
Saves time
Rick’s Nuggets
How are you able to question deeper to understand the motivation of the answer?
Written referrals don't give you the ability to recruit the person
Key Takeaways:
Get at least feedback from 4 relevant colleagues (relevant:recent profesional close experience)
Ask predictive questions
Do it digitally
Posting your jobs can be a very frustrating exercise. Especially when you receive little to no response. Or worse yet, you receive an onslaught of unqualified responses.
Today is all about how and where to post your jobs to attract the right people! So we are going to geek out on advertising and teach the right way to utilize postings in your recruitment strategy.
Today’s Quote:
“Advertising is an environmental striptease for a world of abundance.” - Marshall McLuhan
Our guest today: Kelly Robinson, CEO of RedDot Media
20 years on the staffing recruitment and recruiting technology.
RedDot media is a recruitment ad agency with a particular skill in programmatic advertising and helping companies socialize their jobs with our Paiger platform. Prioir to RedDot Media, Kelly founded Broadbean.com Inc 2001, which he sold to DMGT in 2008, launched in the US 2009, and lead the strategic acquisition by CareerBuilder in 2014.
Today we are going to discuss
Why Job postings fail
Different ways to advertise
Steps to take to implement programmatic job advertising
Where do people fail while posting jobs?
Spray & Pray
Pay no attention to the content
Not thinking about what the person really looks like
What is an important Mindset?
Treating people who apply the same as a direct recruit.
People who apply are just open, not sold on your company
What are the different ways to advertise?
Post & Pray - what most do now!
Programmatic advertising
Rule based job posting
Only paying for results
Click bidding to get your jobs on the top of the listOnly paying for results
Rick’s input
Need understanding of what needs to be accomplished
Performance metrics
Content rarely touches the individual (never answers “what’s in it for me”)
How to implement programmatic job advertising
3 ways to do
Use an agency to do it
Buy a system and DYI & hire someone who is dedicated to doing it.
Effective in duration based advertising.
Cost per view or cost per applicant
Best for 20+ jobs per month
Steps to maximize your job posting
20 or less
Java engineer
One-offs- start with Indeed
Zip recruiter is good because of their advertising
65 mil lookers a month
Identify 2 of 5 skills and talk to them.
Write a good job description
Have a lot of conversations
How to maximize relevancy
Job descriptions: Talking to about emotional factors
Dependent on what and where you are looking for it
Forget the application process.
treat people not like an application but like they are part of the conversation
Key Takeaways:
And as Jim Collins said it’s the Genius of the AND versus the Tyranny of the OR. and embrace the "Genius of the AND.
Writing job ads is a skill - get better at it, AND have fun with it.
Understand and qualify your job description ***A good question is what is NOT getting done while you don’t have this person.
Job Applications are people who have given you permission to have a conversation with them. Your job is to figure out together if they should quit their job and come work from you.
It’s not all about saving money a 3,6% unemployment rate!
Today’s show is all about challenging your past behavior. What has worked in the past will not work in the future and this is especially true in hiring! Hire people who think beyond the job you are hiring for and give them runway to grow. This is the only way to spark innovation and propel the growth of your business.
Today’s Quote:
"None of us is as smart as all of us." - Ken Blanchard
Our guest today: Scott Hamilton, President & CEO of Executive Next Practices Institute
Scott is a well-known thought leader & speaker in the field of “next practices” improvement of executive and workforce performance for global “Fortune 5000” through emerging companies.
He is also the Managing Director of NextWORKS Strategy, a premier provider of strategy development, alignment, innovation, board effectiveness, and executive performance programs to middle-market companies. Both of these entities have been recognized by Forbes and the Orange County Business Journal as leaders in fields of innovation, INtrepreneurship and strategic transformation.
Today we are going to discuss
Intellectual Value vs Skills
Your talent innovation ecosystem
4 step process to maximize your
What are the blinders that entrepreneurs have
Past behavior
Curiosity about what is coming next
Bigger picture
Different domains other than your own domain
Why is it important that we hire people who can think above and beyond?
The organization needs to remain nimble and adaptable
Give the flexibility to innovate and grow
Allow for managed risk
Learning opportunities
How do we fix it?
Stop hiring for the current problem. Why?
Boxing yourself in
Engaging the collective intelligence of the organization
4 Step Process
First Question
How have things been done in the past?
What no longer makes sense?
What can change?
Reduce
Eliminate or reduce the activity
What Practices, processes or services can be eliminated in the organization?
Raise
What can be done to rise above the competition?
Build it to a better service model
Re-onboarding
See what it is really like
Create
What can you create that is totally new
Elevating value propositions
Start doing ROI, customer/employee satisfaction, overall effectiveness
Each individual brings a unique perspective to every interview conversation. Yet most interviews focus on “what you can do for me” almost entirely from a skills perspective. People want to know what’s in it for them before they choose to engage with you.
Today’s Quote:
"Though we may have desires or bold goals, for whatever reason, most of us don't think we can achieve something beyond what we're qualified to achieve." - Simon Sinek
Our guest today: Greg Toroosian, Founder & Managing Director of Elevate Hire
Greg Toroosian founded Elevate Hire after more than a decade in the Talent Acquisition space. Having previously worked for startups, globally recognized brands, and recruiting agencies, He believes that recruiting and retaining talent is key to having a successful company.
Greg is an expert at qualifying talent for organizations which has led to successful hires for many clients in a variety of industries.
Today we are going to discuss:
Types of qualification
Plan of attack on how to effectively qualify people
What is candidate qualification?
Definition: A quality or accomplishment that makes someone suitable for a particular job or activity
Two types of qualification
Checkbox
Asking yes/no questions
Requirements focused
Doing the bare minimum
Ineffective because you are lying to yourself
Thorough
Have a clear understanding about what the person is actually looking for
Clarify the likelihood of acceptance of the job
Fit for the company
Answer the question (Is this a good candidate)
What's important for qualification?
Look at profile (linkedin, resume)
Longevity, career trajectory, companies/industries, titles
Recommendations (linkedin)
How do we avoid having a checkbox process
Mindset of the call: don’t go into every call wanting or being hopeful that this person will work out. Ask the questions that unearth what you really need to know.
Conversational qualification calls.
Ask open questions, ask scenario-based questions, and ask questions that will determine if this person is a non-starter.
Listen carefully. Be strict and be honest.
Framework for Effective Qualification
Firstly, you need a clear understanding of the role you’re interviewing for, its scope, the immediate need, and the future possibilities.
Be comfortable in leading the conversation so you can get the questions answered that you need.
Conversational and open questions with enough space for the person to really say what you need to hear.
Have a form of the questions to be asked, know what you need the answers to be, but don’t read a script.
Key Takeaways:
Build your own qualification form to use as the foundation for every call.
Questions that unearth a lot:
Why are you open to a new role?
What are you looking for from your next role?
Talk me through your current role and responsibilities. You can tell a lot about someone's role, their involvement, and their overall understanding of their craft by hearing them speak freely about it. Take notes and then clarify any points you need to.
After telling them about your open position, ask them how it sounds to them as a next step? What specifically appeals to them from what you shared? Get them to sell the role back to you and to sell themselves as a candidate.
Making a strong hire starts with attracting the right people. Knowing who the right hire is the first step. But in order to attract the right people there needs to be a message that resonates with the individual and motivates them to respond.
Today we are talking about hacking your hiring through the use of communication profiles.
Today’s Quote:
"Hacking involves a different way of looking at problems that no one's thought of." - Walter O'Brien
CEO of Scorpion Computer Services and executive producer of the TV series Scorpion
I’m Rick Girard and welcome to the Hire Power Radio Show. Our mission is to help Entrepreneurs and hiring managers to avoid costly hiring mistakes by identifying a specific problem and provide proven solutions to enable you to WIN the right hire. We share insights from top-performing rebel entrepreneurs, disruptors & industry experts.
Like our guest today: Christopher Hadnagy, CEO of Social-Engineer, Inc.
Chris Hadnagy is a professional social engineer, author of 4 books, and keynote speaker. He’s the CEO of Social‐Engineer, LLC, a company who serves some of the globe’s largest organizations. Additionally, Chris provides free resources, including the world’s first Social Engineering Framework, via Social-Engineer.Org, and heads the Innocent Lives Foundation, a non-profit that unmasks anonymous child predators.
So Christopher knows hacking! Which makes Christopher a perfect expert for today’s topic.
Christopher, Welcome to the Hire Power Radio Show today!
Today we are going to discuss:
Identifying the right person
Crafting the right messaging to attract
Logical steps to weed out the obvious
Problem
Really bad hires!
People look great on the surface
Not showing up for work
Quitting fast
Why am I having an issue getting good employees?
*** realize how much time you spend on the back end when you hire with the wrong people
Aftermath
Lost over 100 hours and thousands of dollars
Killed company morale
Outline the type of person you want before you start interviewing
Thinking about the work that needs to be accomplished
Defining expectations up front
Managing your own expectations- avoid unreasonable tasks
Experience expected to have
Rick’s input
Create messaging around the personality profile of a successful hire
Pain, Desire & Impact
How do we fix it?
Determine the best communications profile first
Write the job description with keywords that attract the right people
Describe the words and language to attract the right person.
Detract the wrong people.
Logic steps to weed out the obvious
A list of questions to determine the right fit, video interview to whittle down to 3
Give the disc test - confirm communication style
Weed out the wrong cultural fit
Confirm what is really needed with who the person is
How does one determine the right messaging?
Disc profiling roles (general)
D- management, leadership, - Aware D - understands how they communicate
I- Sales, public speaking, Training
S- HR, support role,
C- Accounting, office management - detail & organization
Rick’s Nuggets:
One size fits all messaging does not work
Create messaging with a call to action to minimize
Performance metrics attract the right people
Plan and put process in place
Key Takeaways:
Time invested in the prework saves thousands of dollars for the company
Define what it is that a person must have
We all get how impressive the hire from a name brand company might be. However, more often than not, making the vanity hire turns out disastrous for both parties. Why?
Too often hires are made based on a particular set of skills or a person’s pedigree. Not taking into account the importance of cultural alignment or the objectives of the business. Your hires should be made on the basis of what is best for the company backed by evidence of performance.
Today we are talking about how to Accelerate Company Growth with a Business Aligned Hiring Roadmap.
Today’s Quote:
"I've found that luck is quite predictable. If you want more luck, take more chances. Be more active. Show up more often."
- Brian Tracy
Our guests today: Kelly OConnell, Executive Vice President & Shelley Iocona, Founder & Principal of ON ITS AXIS.
ON ITS AXIS is a Product and People firm. We help organizations validate new digital product ideas and build the teams that allow them to successfully take them to market.
They have found that just as the launch of a successful product begins with a customer-centric roadmap, Talent Acquisition that is grounded in understanding how a company can most efficiently deliver client satisfaction and adapt to changing client needs is critical to a company's ability to efficiently scale.
Today we are going to discuss:
The common mindset and the problems that are created
The importance of building a business objective roadmap
How to create your own roadmap
Why is this important?
The strength of the company is the people delivering the product in the marketplace. The winning company will have the strongest team. When managers struggle to hire it directly impacts team productivity and company growth potential.
It is important for organizations to approach hiring with a business objective roadmap rather than focusing exclusively on skills and perceived fit.
What challenges Hiring Managers face?
The most common challenges we observe in the market are:
adhoc hiring: where a manager is under pressure to make a hire in response to an urgent perceived team need
confirmation hiring: where a manager tries to identify a replica of their own profile or the profile of a successful team contributor
cultural fit exclusion: where a manager rules out a candidate based on their subjective perception that they won't fit into a current team culture.
Although understandable, particularly for high growth teams, hiring to a standardized and generic target profile is problematic because too much of a focus on matching skills and current team fit can lead to uniformity in the workforce that can unintentionally limit both the potential candidate pool and the potential for innovation in the workplace.
These challenges can result in several problems including
Endless interview cycle with no hires
Offer turn downs
High Company Turnover Rates
The incorrect perception that a company needs A LOT more developers or Sales People etc. to achieve goals which can adversely impact profitability and growth
Additionally, there is often a corresponding negative impact to the existing team culture when organizations approach hiring in this way:
Internal Team Conflict
The current team is overworked and under pressure.
Existing people feel they are doing more than their fair share of work
Poor Team Productivity and Missed Deadlines
Perception that the current team members are the “wrong fit” for the company
What needs to be in Place?
A structured, and efficient interview process.
Align hiring triggers to business model objectives, structure team OKR’s to directly correlate to key company goals and at each hire to modify the generic role job description and interview scoring rubric to address the most essential team gap at that given point in time.
This doesn’t mean that companies should ignore skills and culture. They are important but we see them as part of the larger talent acquisition and internal performance management plan.
Companies that most rapidly grow, are capable of executing nimble pivots in response to changing customer expectations.
Team members must be able to grow and evolve within the company. Rather than hiring for proficiency in a laundry list of current skills, instead, we encourage companies to establish predictive hiring indexes that will help them to assess a hires potential to learn and evolve to changing expectations within the company.
How do we fix it?
Define the core success factors that allow you to best serve your users
Identify the key technical and soft-skill gaps in your core team
Leverage a Data-driven approach to both team composition and hiring capacity (Swarmvision- profiling to predict innovation capacity for teams- this is not personality profiling
Create a regular cadence for review of your talent acquisition roadmap
Provide all employees with a clear path to career development & professional growth
We encourage clients to Hire to fill the most impactful skill-gaps on your existing team and be willing to transfer internal team members into new roles that better serve them and your business objectives.
Creating a business aligned hiring roadmap not only helps organizations avoid several of the pitfalls previously shared but it also has the added benefit of helping organizations attract and retain both gen Z and gen Y employees.
Rick’s Nuggets
Structured Hiring process wins hires!
Key Takeaways:
Embrace a structured interview process that is based on a strategic hiring roadmap to avoid pressured hiring decisions and confirmation bias
Just as you evaluate your company business plan at a regular cadence, develop a regular cadence for review of your organization's talent acquisition plan
Rather than matching employees to a current team profile, view each hire as an opportunity to complement the strengths of your existing team and to support your most critical team business objectives. This will allow your organization to evolve to changing customer sentiment.
It is all too common to look for the person who brings the skills you deem necessary for your role. But the person who brings all the skills may not be the best person in the role. There are a lot of people who are in adjacent industries or sitting on the sidelines who are open to an opportunity like yours.
What does it take to find great people? Looking past the skills for evidence of success that will be transferrable to your company. As we all know, past performance is a key indicator of future performance.
Today’s Quote:
“Take a chance! All life is a chance. The man who goes farthest is generally the one who is willing to do and dare.”
-Dale Carnegie
Our guest today: Aaron Elder, Co-Founder & CEO of Crelate
Aaron is a serial entrepreneur with 4 successful products, 3 companies and 2 exits under his belt. He is a designer, turned coder, turned CTO, turned CEO who is passionate about creating products people love and make the world better.
Today, Aaron is the co-founder and CEO of Crelate. Crelate exists to help businesses continuously align people with opportunities. Aaron has a passion for taking a chance on people who are changing careers - giving people a shot
Today we discuss
Hiring outside the norm to combat the talent shortage
a recipe to successfully hire
Solution to the talent shortage
Taking an age blind approach
Considering the skills level
Not just a blind hire
Challenges?
Casting a wider net- seeing through things
Opening the holes in the net
Look past skills to the ancillary skills
Career shows you as a non-fact (switching careers-coming in as a jr person). Measure people based on risk rather than
A propensity for learning new things, being innovative and growing, you will probably be able to bring that to the table
Issue of Compensation
Is a pay cut really realistic? Taking a shot
Until you talk to them, you don’t really know.
*** Training and investment need to be real. The organization needs to be all in on people development
Rick’s input
Look for transferrable skills
Adjacent industries
Evidence of success
How do we fix it?
Finding the people who are performers and not just seat fillers
-indicator of career changes,
Tenacity & grit, raw materials
Look for evidence of past success
Hide easter egg’s in the job post.
Questionnaires
Invest in Recruiters- matchmakers
Have more conversations with people and look past the resume
Internal training programs
The long game is the only solution he knows.
Short term road bumps but long term it is an investment in an approach.
Be self-aware of the game
-optimize for the long game (bring investors onboard)
Looking to solve a long term problem - at least a 2-year problem
Education & training which require intense focus and investment upfront.
Benefit? -the path for retention, earned loyalty, path for mutual benefit
If you are not growing, you will have a hard time keeping people who want to be growing
Take more chances on people who do not have ALL the skills
Creating training, review process that career ladder, reviews, culture for people to enjoy
Invest in systems to automate points 1 & 2 more possible
Key Takeaways:
Solve the talent gap/shortage by being able to take chances on people, give them a chance to tell their story and see if it fits. Look past skills to underlying achievements, velocity, grit, etc.
Invest in the long haul - internal learning, time, training, the culture of personal growth and achievement.
Do what you can to make #1 and #2 more efficient. That means the right tools and processes that fit those goals. Not work against them.
Seasoned leaders are out there and they are willing to work with your startup at more than just an advisory level. They are called fractional leaders and they are easier to find than you might think.
Consider the possibility that in this hiring market, seasoned veterans maybe your best hiring option for building your company!
Today’s Quote:
"We came into a broken world. And we're the cleanup crew." - Kanye West
Our guest today: Matt Spooner, Fractional Chief Business Development Officer for GigX
Matt has nearly two decades of experience within the arenas of Marketing, Sales, Business Development, and Account Management. He has built and led high-performing teams within both the for-profit and nonprofit sectors. His cross-industry, cross-function experience allows him to approach opportunities and issues from a unique and valuable standpoint.
Fun fact, Matt is an avid endurance athlete who has completed 3 ultra-marathons!
Prior to joining GigX, Matt worked in the world of retained executive search. His role as a Vice President at McDermott & Bull has kept him close to hundreds of C-Suite leaders and hiring managers. Matt is plugged into the senior-level executive community - he understands what they bring to the table...and how organizations can best attract and leverage them.
Today we are going to cover
The benefits and drawbacks to fractional leadership
where to find fractional leadership
How to evaluate and Hire them
Problem
What is Fractional Leadership?
Why is this important?
Budgetary issues and/or concerns frequently limit companies from hiring senior-level leadership; This is an acute pain point for SMBs and early-stage organizations
Frequently, these companies don’t consider and/or realize that their issues re: talent can be solved by exploring “independent” options such as fractional talent
Even when these companies have a desire to explore fractional leaders, it’s challenging for them to find this type of talent
There are a lot of misconceptions re: senior-level talent. Here are a few:
SMBs and early-stage companies can’t afford them
They only want full-time roles
They’re too set in their ways
They’re not as nimble
They’re not current
How do we fix it?
Fractional talent is the answer
Why it is beneficial?
Most fractional leaders are senior-level executives who’ve pivoted in their careers and are now serving multiple organizations simultaneously
Fractional leaders bring their numerous business connections/relationships with them; In many ways, they serve as de facto Business Development professionals for the organizations they work for
They show-up on Day 1 with an immense amount of acumen and skill
They’re less of a “flight risk,” as their desire is to serve on a long-term basis
Their experience, talent, and connections allow them to do the work of multiple team members
Companies can get the acceleration and acumen that they need, and only pay a fraction of the price for it
Steps to hire someone
The first (and most important) step: Pursue the in-transition population! Why? Because this population represents a talent market that’s highly-skilled and readily-accessible, yet largely underutilized.
The second step: Know the time commitment that you’re asking for. Why? This will show the fractional executives you speak with that you understand one of their top criteria for engaging with a prospective client: How much of their “bandwidth” are you asking for.
The third step: Collaborate on expectations. Why? Because you’ll only be engaging with your fractional executive during a portion of any given week/month/year, you’ll want to have clear KPIs that you’re moving toward and monitoring. Similarly, you’ll want to set expectations around how often you’ll be “seeing” each other - whether it’s in-person and/or via a platform like Zoom, Skype, or FaceTime
Key Takeaways:
Fractional leadership is an affordable and powerful way to bring C-Level execs into your organization
There are thousands of overlooked, undervalued senior-level leaders that can be leveraged immediately for fractional roles
The key to success with fractional leaders: Create clarity early-on re: time commitment, KPIs, and when/how to connect
How are you going to attract the strongest talent for your company when people have no idea who you are? The truth is, you are not! Passive talent and those who are not on the open job market will just ignore you because you are just another me-too company.
This is why you will rely on the “I know someone” method to hire Your best source for talent is referrals. What if you can gain awareness before you reach out to someone
Today we are talking about How to pipeline talent when you don’t have a talent brand
Today’s Quote:
“Brand is just a perception, and perception will match reality over time. Sometimes it will be ahead, other times it will be behind. But brand is simply a collective impression some have about a product.” - Elon Musk
Our guest today: Jack Copeland, Founder & CEO of Staffing Future
Staffing Future, a website development, and technology stack consultancy, with expertise in building, developing and managing technology solutions. The team has built over 600 staffing Agency websites and deployed innovative technology solutions with a multitude of third-party apps to create a holistic sum of their parts.
Jack has worked and consulted with dozens of recruiting software providers who are inclined to augment and develop the industry, they include top tier originations like CareerBuilder, and Tracker RMS.
Today we are going to cover
What is a talent brand & why it is important
Framework to build your talent brand
What is a talent Brand:
The message you want to provide to potential talent about who you are, what it’s like to work for you and why they should work for your company.
What’s the difference between a proactive and reactive Talent Brand?
Most small and medium companies don’t even think about what their Talent Brand is but a proactive Talent Brand is taking the time to understand your message, providing a platform for potential hires to engage before speaking to you and pipe lining potential hires.
Problem
What is a reactive talent brand:
Persuade people why you are the right company to join
You are selling to them
Happens late in the game
Spend money to get people through the door
Eliminated access to Heavily sought after talent
Not responding, applying or know you
No idea who you are or your value
You have no perceived value
Rick’s input
Talent brand is not as important as answering “what’s in it for me”
About solving an individual problem
How do we fix it?
Optimizing the website to maximize attraction offering a place to engage for potential candidates
Solidify your message around who you are, what it's like to work for you and the ethics and values of your business, make sure your management team and business goals align with these internally
Identify your target ‘finite’ talent and implement strategies to engage and nurture proactively
What are three practical things I can do:
Understand who you are? Take the time to evaluate your business. Why would I want to work here? Why would I want to stay here? What kind of people are your looking to engage and fit with your culture? How can you retain and attract them. What kind of people are not a good fit? What is our culture and what do i want out culture to be. Summarize this
Provide a platform for people to engage on your social and website, allow a place for people to understand your business without talking to you and your team. You have no idea who isn't taking your call, applying to your jobs or responding to your recruiters. It’s a marketing exercise to engage potential buyers just like the product you sell. If you have this is can help your convert taken to the top of the funnel if you don't have this it's a red fag.
3. Be proactive. For most SMB companies there is a finite resource of available talent in their location and market. E,G Python developers in Portland. How can you get them to understand you exist? Connect with potential hires on LinkedIn before you ate hiring at a C-level and have an open door policy, push out social content but focusing on working for your company and it’s values, attend or host career fairs and speak to relevant colleges. Find a meaningful way to tap into your employees network.
Rick’s Nuggets
Perks, benefits and free lunch are not attractors
Companies rely way too much on perks to retain people
People development needs to be the focus
Humanize the messaging
Key Takeaways:
Understand who you are what your message is
Provide a platform for highly sort after talent to understand who you are
Be proactive in pipe lining and reaching your core talent in most cases it;s a finite resource.
According to Linkedin, the #1 way to discover a new job is through a referral… and referrals are the top source of quality hires.
Look, there are good people responding to posted jobs but most likely, they are being passed over. Why?
Our guest today says “The answer is serving up less to maintain more” when looking for talent. Using AI and machine learning can help target the right applicants to diversify your talent pool to find the right hire.
Today’s Quote:
“If opportunity doesn’t knock, build a door.” - Milton Berle
I’m Rick Girard and welcome to the Hire Power Radio Show. Our mission is to help Entrepreneurs and hiring managers to avoid costly hiring mistakes by identifying a specific problem and provide proven solutions to enable you to WIN the right hire. We share insights from top-performing rebel entrepreneurs, disruptors & industry experts.
Like our guest today: Ladan Davia, Founder & CEO for Beeya
Beeya, is a meta-search engine for jobs that hosts all jobs on the internet, in one place. It is the only platform that uses artificial intelligence and machine learning to accurately match candidates to jobs they are qualified for, solving the faulty keyword issue other online platforms serve users.
Ladan has been featured in publications such as the New York Times, Fox Business, and The Wall Street Journal, and is using her influence to help young entrepreneurs, especially women, break through the tech industry.
Which makes Ladan a perfect expert for today’s topic.
Ladan, Welcome to the Hire Power Radio Show today!
Today we are going to cover
Referrals vs. applicants -benefits to each
Other options for hiring
How to level the playing field and bring the right talent forward regardless of where they came
Why it is wrong to focus on referral candidates?
Unfair advantage to people who are connected
Not based on merit
Why employers are losing good people?
Just because someone is in transition does not mean they are bad
Referrals are not necessarily the best hire
Why it costs employers more?
They are not hiring the right people
Taking the easy out by hiring the easy way.
Rick’s input
Time is the big factor here
Referrals take less time and are partially vetted
Not putting the right amount of diligence in the interview process
Other options
3rd option - targeted recruiting
More time-intensive, allows you to stack the deck with A-players
How do we fix this hiring issue?
Different ways of filtering applicants
Keyword filtering does not work (no buzzwords)
Needs to go
What do we focus on then if not keywords??
Time issue?
How to replace the keyword with AI & ML
Challenges: the AI can become bias
Need to eliminate name, age & gender
Rick’s Nuggets
Applicant Filtering
Performance metrics in the job description
Eliminate buzzwords
Call to Action in the JD to self filter… answer to 3 questions
Time issue
Utilize the phone screen
30-45 minutes will save hours in the long run
Key Takeaways:
Look for alternative ways to hire and stay away from a keyword match
Don’t be so open to referrals. Open your mind to other people
Telling a story is the quickest way to gain a person’s attention. The challenge in recruiting is telling a story that is compelling to the person you need to hire. And to top it off your story is just like everyone else and it is all about you!
What if we wrote each story differently than everyone else. Would we get better results? Damn right you will, and today my guest and I are out to prove it!
Today’s Quote:
"Storytelling is the essential human activity. The harder the situation, the more essential it is." - Tim O'Brien
Our guest today: Michael Goldberg, Founder & CEO of Hiring Transformed
Recruiting Strategist, Talent Finder, and Hiring Manager Whisperer all describe Michael who advises and coaches Talent Acquisition Leaders through roadblocks. The biggest obstacle is the ability of both recruiters and Hiring Managers to tell stories that are authentic and engaging. Michael also assists talent organizations with strategies to increase productivity, create strong recruiter/hiring manager partnerships, and lead change management initiatives.
Today we are going to cover
The importance of storytelling in recruiting
How to tell a better story and the framework for recruiting success
Why is storytelling important?
Give me people now, make sure they are qualified and let’s just get them in the door and we will be able to close them.
Don’t take the time to engage, just jump in and let’s go
Don’t know how to kick off relationships.
Jump right into it about the position
Most people are not responded
People don’t respond to your messages... Why?
Very overwhelming
4-5 times a day
Information overload
The same exact message
Timing
Area of interest
Miss-targeting, misinformed
Rick’s Input
Text, email, social feeds (paid media)
How do we do it?
Start with a Story
The story is told voice to voice!
Humanize it
Don’t run the story at 30,000 feet
Capture their attention in a job posting or messaging
Could be done as a video or as a blog
Goal is to get to a phone call
Structure of the story
Create the Hero- someone within the company
A successful employee
Should be a peer
Makes it more relatable
Mission or goal and share the obstacles are/were (targeting)
Immediate and concrete to create rapport to create a connection
“Have you been in a situation like this before?”
Resolution (get over the obstacles & hit goals… or it didn’t work out, what would you do differently
About showing, not just telling
“Imaging yourself just completing X. You have worked with Sally and Joe and were able to overcome these major obstacles. You were able to deliver X with your team....Like selling a car “Imagine yourself behind the wheel of…”
Rick’s Nuggets
The story should not be about you
Try to make the person you are trying to recruit the hero
Design the story to a specific pain that the person may have
Make it relatable to that specific person
Tool for crafting messaging
Crystal Knows- messaging
Key Takeaways:
Build trust through strategically crafted stories and will help recruiters differentiate themselves from others.
Storytelling can take different forms depending on where the storyteller plans on sharing info. Videos, Blogs, & Social Media posts but videos prevail because it is the best way to create trust between the recruiter and the candidates.
Storytelling should be told throughout the recruiting process. Not only by recruiters but by hiring managers and would-be peers
We’ve all done it, hired the person who looked great on paper because they seemed to possess the skills we needed. Only to have the hire turn out to be a major disaster.
Here is the truth: Technical resources have a high failure rate because of how they are interviewed. I am going to argue that Assumptions and expectations alignment is where we fail.
Today is about how to evaluate and hire strong technical talent by uncovering the Truth.
Today’s Quote:
"Talent without discipline is like an octopus on roller skates. There's plenty of movement, but you never know if it's going to be forward, backward, or sideways." - H. Jackson Brown, Jr.
I’m Rick Girard and welcome to the Hire Power Radio Show. Our mission is to help Entrepreneurs and hiring managers to avoid costly hiring mistakes by identifying a specific problem and provide proven solutions to enable you to WIN the right hire. We share insights from top-performing rebel entrepreneurs, disruptors & industry experts.
Like our guest today: Aaron Cooley, Lead Consultant - Security & Mobility for Kunai.
Aaron Cooley is senior technical consultant at Kunai. His specialties include high security backend applications, mobile applications, and applications that leverage video. Over his nearly 30 year career in Silicon Valley he’s worked at companies both large and small, to build teams and deliver everything from the first Java enabled handset, to Yahoo’s video player, to secure data processing for the world’s largest accounting firms. Aaron has hired hundreds of engineers throughout his career which makes Aaron a perfect expert for today’s topic.
Aaron, Welcome to the Hire Power Radio Show today!
Today we are going to cover
How to identify & evaluate strong technical talent
How to interview and Hire the person you company needs
Why do we fail in hiring technical talent?
Arbitrary requirements… pass the technical coding test but failed miserably when they were hired.
%of false positives
& false negatives
What to be looking for?
Desire is way more important than initial skillset!
Really want the job, you have to jump on that
In 3 weeks they will know what they need to know for the job
What to Avoid
Do you know what I know? You want people who know things that you don’t know.
Don’t do coding quizzes … it is about you, not the other person
Don’t hire an ‘Architect’ that doesn’t write code every day. A good technical lead is 100% hands on every time, but many ‘Architects’ are actually technical product owners. They only understand technology from the perspective of a customer. They are great at making diagrams, and requirements, not great at leading technical teams to implement solutions.
Rick’s Input:
Resume Bias
Assumptions!
Look for transferable skills, not skill lists
Years of experience doesn't really matter
Impact- What have they REALLY accomplished?
How do we fix it?
Start with the resume
What did they do
Progression
Are the things they have done relevant to you
Looking for the pattern of starting & delivering
Interview
Skip the coding quizzes
Make the interview about them
What exactly did YOU do?
Day to day work… detail it out! Dig deep
Individual contributor vs. lead engineer
IC focus on tasks that someone else defined. Great at delivering but not the best person to drive things. Documentation not important to this person.
Lead Engineer: will see the need for documentation and they’ll encourage others to do the same. Comments on the code, write the new code and will see opportunities to write new code through documentation.
All engineering like writing new code!
Two sides to the interview
You selling to the person
Ego in the room
Finding out if the person is a match
Leave your ego out of the room
Find out what the person has really done
If your interview process it that broken, I don't want to work for your company
Rick’s Nuggets
Resume
Work history
What was accomplished. Evidence of impact
What did you do?
How did you do it?
What were the results?
Interview
Utilize the phone screen!
Key Takeaways:
Skip coding quizzes
Architects and technical leadership NEED to write code!
Make the interview about the person and dig deep with questions based on experience. What someone has done before is the best predictor of the future
Startups suck at choosing recruiting partners!
There is no magic button to push to have candidates pop out for your roles. Before you hire, put the same thought and care into your recruiting strategy as you would into every other aspect of your business. Just having a strategy will dramatically increase your chances of landing great talent as opposed to just hiring those who are ok.
Today’s Quote:
"It is rare to find a business partner who is selfless. If you are lucky it happens once in a lifetime." - Michael Eisner
Our guest today: Amy Arenz, Founder & CEO of Concero Search Partners, LLC
Amy has been in the search and placement industry for more than 25 years. Due to the high demand for her services, Amy founded Concero in 2010 to increase resources and improve the capacity to better accommodate her many clients. Concero specializes in recruiting sales, technical and go to market talent for high-growth, private and publicly listed technology companies.
Show highlights:
Why picking the right partner is so crucial to your business’s success
Different types of recruiting options & What to look for your particular situation
How to uncover if the recruiting partner is right for you
Why is it important to choose a recruiting partner?
Time Savings:
Too much on your plate
Recruiting is kinda done
Not really knowing what is needed
Grouping too much profile into one person… people that don’t actually exist.
Create more work when you use multiple firms.
Confusing and burning the market
Internal recruiters become process babysitters
What are the options?
Hire multiple firms, Hire an FTE, Hire a contractor, Hire a single partner
How to determine your needs
Challenges in
Single Partner vs Multiple Partners
Single Partner Advantages:
Learns Company Brand
Works with the leadership team that they probably hired
Develop processes that can then be utilized
Broad # of roles - can you fill lots of different positions or just one specialty
Leveraging historical experience
Rick’s Input:
More is better is wrong
Retained vs Contingent
Dependent on the level of engagement required
Higher touch and value in a retained partner
What to ask to determine the right fit for your company
Reporting & Data
Question: How will we know what effort has been put into our search(s)?
Transparency of Process
3-4X pipeline
Weekly reporting
What’s in it for me?
Experience and expertise in the space
Question: What experience do you have in our space? What recruiting tools do you use?
Not educating the firm on the basics of what you do
Have a network
Come in and ramp quickly because of industry niche
It’s not just hiring
Question: Do you have experience in helping a company set up a recruitment process?
Job description
Interview process / candidate experience
branding/messaging
Rick’s Nuggets
Additional questions to ask
What problems do you best solve?
What does your ideal client look like? (independent of our company)
What are the metrics to best define our expectations
What is your Interview to placement ratio- Every good recruiter knows this!
Key Takeaways:
Find a recruiting partner that provides transparency and gains your trust!
Don’t fall into the trap of the more recruiters the better
Dig into a recruiting partner’s expertise functioning in non-hiring support roles such as recruiting process design and setting up post-offer onboarding
In honor of Halloween, we are sharing interview horror stories. We all have heard campfire stories of a crazy interview or even a scary hire. Today we are going to help you identify crazy on both sides of the coin to help you avoid a tragic nightmare.
How not to get hired or have someone accept your job offer
Today’s Quote:
"If God treats you well by teaching you a disastrous lesson, you never forget it." - Ray Bradbury
Our guest today: LeiLani Quiray, Founder & CEO of bethechangeHR
LeiLani has a fiery passion for both Human Resources and philanthropy. She believes people are a company’s most valuable asset and they should be cared for as such but no only on a level where the business truly cares but a quantifiable basis where we measure the effectiveness of the programs we put in place to foster a healthy work environment.
be the change HR, Inc., a conscious company and social enterprise, provides fractional HR executive support, strategy and service to businesses in any facet of HR from pre-hire to post-term and everything else that happens in between.
"Be the change you wish to see in the world." - M. Ghandi
Yup...she's doing just that!
Scary Things people do in interviews
What scares People from your company
Avoiding your own horror stories
Warning signs of an upcoming bad interview
Showing up late, without a phone call
Typos in the resume- the devil is in the details
customer experience
fast paste environment
Heavy Perfume
Two Stories
Schwane Schwiley
Rejection Letter & his response (I have one of the emails!)
“My Truck was Stolen (and hit by a train) - A case of a negligent hire
Rick’s Input:
Company Fails
Lack of clarity & setting performance metrics
Constant re-scheduling
Unstructured interview process
Arrogant interview process
Setting the environment to maximize a person’s performance in the interview
Group whiteboard test designed to make you crack
Adversarial
Erase work while answering questions
Two Story Conclusion
Schwane Schwiley
Swifter involvement to protect employees (myself)
Crazy is out there and you can’t control it
“My Truck was Stolen (and hit by a train) - A case of a negligent hire
Background checks are key
Overlooking criminal history = negligent hiring
What do we need to pay attention to?
The frame of mind (desperation, urgency)
Over aggressiveness
Rick’s Nuggets
Diligence in the phone screen
Uncover the truth & the crazy
Focus on the person, not the skills
Skills-based hires breed horror stories
Pain, Desire & Impact
3 behavioral-based questions designed to get under the hood
Beware: taking credit, playing well with others & the blame game
Key Takeaways:
Watch out for warning signs in the very beginning
Sometimes sh!t just happens but you MUST take action quickly
Background checks are important!
The purpose of the interview is to get the truth of who a person is and how they can bring value to the business. Common or conventional tactics do very little to do more than scratch the surface of the individual and so we still make hiring decisions based on likability and bias. Which is why we make bad hires!
The questions that you ask, are the questions that hurt you. Because they are unimpressive and do very little to showcase your organization as outstanding.
This show is proudly sponsored by Vidoori
Today’s Quote:
“Experienced managers interview to qualify. Inexperienced managers interview to disqualify” - Mark W Boyer
Guest Bio:
Robert Davis is the CEO of Communities for Cause. He is a seasoned CEO and entrepreneur who enjoys the challenges involved in trying to run and scale companies. Building the structure and creating the company culture required to commercialize a company's passion and grow business by turning great ideas into concrete, actionable steps that yield revenue, repeat customers, and increased cash flow.
I’ve always been a transparent person who doesn't shy away from conflict. I find great satisfaction in working with teams to identify what may be missing and addressing those challenges head-on to effect positive change and rapid evolution.
Show Highlights:
Preparing for the interview
Conducting the interview
Why is it important?
Interviews are riddled with assumptions - king of all F-ups!
Creating a judgment by the assumption
Bias
Interview preparation
Create questions on the front end and determine “why” you are asking that question
Filter down to the questions the most applicable
Taylor the questions specific to the position
Wants don’t count in the interview process
Qualifications
Personality- can be a qualification
Make sure there is a fit
Skills/experience
View of where you want someone to go from and to.
Growth, mutual path and where the person will fit
Remove likability from the ultimate decision
Preparation
What does the business need?
Align with company values
Prepare questions designed to understand WHO the person is
Amazon Behavioral method
Do not use the resume as your guide!
Prepare the interviewee on what to expect in the conversation!
Conducting the Interview
Don’t treat interview casually
(no cup of coffee at Starbucks), or meet for dinner alone.
The Start and the stop need to be formal
Perpetuate bad interview practices unknowingly
Group meals are fine
Personal questions- don’t ask (anything about personal lives) If they share, fine
Rick's Nuggets
Interview
Be organized!
Put into practice a formal structure, stick to the time, provide feedback
Structure
3-5 people for onsite, 45 minutes per person
Predetermined questions 3-4 max
Challenging & Take out of comfort zone
Eliminate questions that elicit canned response
Behavioral questions are the most revealing… follow up with why, why, why?
Amazon does it!
Sample Behavioral question
*Do you consider yourself to be Lucky? (Positive or Negative outlook on life)
Explain
Or Why?
Key Takeaways:
Be clear and concise with yourself on the information you need to extract
Don't make it very personal from your perspective
Founders, the quickest way to attract investment is to already have a team in place and the wheels in motion. People will join your startup prior to raising capital when they are committed to you as a leader and the mission of the company.
You do not need money to hire exceptional talent. You need to know who the business needs first. Then bring value to them personally and/or professionally based on their pains & desires.
Today’s Quote:
"Teamwork makes the dream work, but a vision becomes a nightmare when the leader has a big dream and a bad team."
- John C. Maxwell
Our guest today: Carey Ransom, President of the newly formed OC4 Venture Studio & Host of Accelerate OC
Carey is an entrepreneurial thrill seeker and company builder, serving team members and customers along the way. He has a founder attitude, even when he joins a business already underway, or take over the reins of a company. Carey excels in business and corporate development, technology and product strategy, marketing, sales, and channel partner development, and has led many startup-to-growth companies to successfully pursue breakthrough business opportunities. He’s done millions of dollars of business via LinkedIn as well!
Today we are going to cover:
Why you should build your team BEFORE you try to raise capital
How to recruit people when you have no money to pay them
Why is it important to build your team before you start to raise capital?
-Sell the idea, gets people excited about it.
Convince people to join, but the employee experience on the inside suck
Where do Entrepreneurs get stuck?
Pretending you have it all figured out is really dangerous
-the opposite of the strong figurehead, being vulnerable
-we are looking for help and we are willing to listen
Rick’s Input:
Best way to prove your company has legs is to have a team
Allow people who are involved to become invested by active participation
Utilize their talent and keep engaged
“Once I get the Money” syndrome
Mindset:
High ego to start,
Be selfless as you can and give it away.
Want everyone to be a founder in their mind
Being transparent & vulnerable
Not having to make every decision
Not always having to be right
How does one build a team without having the Money?
Create a Safe Environment for people to take risks without penalization
Encouraging risk - leader fails first- set the example
Rick’s two cents:
Network
Get to know your teammates before you approach to hire
Understand their career pains & desires
Look for alignment (do not force it…. Nurture Campaign)
Plant seeds
Seize the Opportunity
Ask for help!
Gain involvement (advisory to start)
Communicate and keep involved
Allow the relationship to grow & evolve
Create the ecosystem for each person lean in
Give what you can
Equity
Title
*maintain high integrity
Key Takeaways:
Look at every single person as an investor. Be open to different types of arrangements
Be careful to not oversell/overstate your advisor involvement
Find people who will be really real to keep you grounded. Ultimately the best team wins!
We are in a negative unemployment market and there are just not enough workers on the open job market. The solution might be taking a different avenue... Hiring Refugees.
There is great value to expanding beyond your scope of the limited talent pool into unfamiliar waters. Consider people who are motivated, engaged and reliable to elevate company performance.
This show is proudly sponsored by Vidoori
Today’s Quote:
"We must find a way to balance our tradition as a state welcoming of refugees while ensuring the safety and security of our citizens." Bruce Rauner - Former Governor of Illinois
Guest Bio:
Amplio Recruiting is a staffing agency placing refugees into jobs across the US. Chris Chancey launched Amplio in 2014 after moving into a refugee community outside of Atlanta, GA and now leads a team that has placed over 5000 refugees from 40 different countries into full-time employment at over 300 US companies.
As a social entrepreneur, venture capitalist and author of Refugee Workforce, a book articulating the economic impact of refugees in America, Chris believes in leveraging business to create greater stability for the 70M displaced people around the globe.
Show Highlights:
Why refugees make great hires
Dispel some of the beliefs
Provide a How-to guide to locate and hire
Why is this a good pool of talent?
Legal to work
High retention (80% @ 3 months & 70% after 1 year)
Drug-free- zero
Increase of productivity - high growth mindset
Company's reporting back double quota
Mostly Congo, Burma, middle east
What does a company need to know about hiring refugees?
Language barrier
They learn English faster when they have a job
Software to help train
Transportation
Rely on public trans
Mostly blue-collar
Only 10-20% have advanced skills
Cultural Awareness
Diversity welcome
How does a company tap into the Refugee pool?
First, open the culture to diversity thinking
Are safety and other relevant signs posted in the native languages of employees to assure a full understanding of a safe environment?
Do you have an intra-company multicultural calendar to avoid scheduling important events or meetings on major cultural holidays?
In the onboarding process, are materials offered in both English and the employee’s native language?
Are meet-and-greets, building tours, team lunches, and other activities in place to ease the new employee into a comfortable atmosphere?
Are training materials or presentations reviewed before introducing them to employees of different cultures to see if anything needs to be modified or explained in a different way?
Top-down approach
Promote inclusivity: the focus is not diversity, the focus is inclusivity
Specific examples:
Systems in place to accommodate onboarding:
Slow onboarding time: What you would typically cover in two days, with a traditional employee, spread it out over a week or so. It’s better to over-communicate on the front-end than have to make amends for lost time, resources and relationships on the back-end.
Don’t leave anything to chance: Communicate, communicate, communicate. Be direct with instruction and don’t assume the other person immediately understands. Overstate tasks and ask questions to assess comprehension. Avoid demeaning tones and be patient with questions, and don’t assume employees understand even the most basic cultural norms.
Second, search “refugee organizations near me” on google to connect with local non-profit refugee agencies. They will be willing to educate you on the community and can invite you to local community events. If you share a job description with them, they can help refer to potential candidates.
Key Takeaways:
Recognize the value of refugee community (buy the book)
Connect with your local refugee community
Consider ways you can employ refugees at your company
Today we are making a commitment to hiring excellence! To do this you must change your mindset, your expectations and your hiring method. The transition away from “best practices”, what everyone else is doing, is necessary to stand out.
Fill your staff with A-players! Develop your B-players into A-players and significantly increase the likelihood that your company will crush it. Today’s insight is the spark to set your standard in building an amazing company.
This show is proudly sponsored by Vidoori
Today’s Quote:
"Individual commitment to a group effort - that is what makes a team work, a company work, a society work, a civilization work. " - Vince Lombardi
Guest Bio:
Kevin Lawrence is the CEO of Lawrence & Co. CEOs typically place their first call to Coach Kevin with a crisis to solve. They stay because of his business acumen and no-holds-barred, tell-it-like-it-is style. Kevin’s worked with hundreds of CEOs and executives, helping them to break through business challenges, grow their companies and find personal success along the way.
These experiences inspired Kevin’s book, Your Oxygen Mask First, in which he reveals the 17 habits every leader must know to transcend the perils of success and achieve even more.
Today we are going to cover:
The philosophy behind poor hiring practices (attitude)
What A, B & C players look like
Implementing a methodology to fill every position with A-Players
The all too common Philosophy of most startups
Aspirations are equivalent of a beer league hockey team with NHL aspirations
Entrepreneurs drag mediocre people with them and they wonder why they don't win
In your own business, you don't think it applies to them, yet if they were able to take
Founding entrepreneurs
Don't have good mentors that they
Understanding what the Hiring perspective should be
Most leaders don't scrutinize hires enough
Discipline and rigor around the hiring
The result from hiring quickly in the beginning
As they become a bigger business they use the same methodology
Insanely critical all of the time. Each hire can make you or break you… especially you as a leader
You Must understand this
True A-players are being taken care of…. It is a lot of work to dislodge them. A-players never get laid off.
Patterns of A-players
Rick’s Input:
Treat every hire like it is a Million dollar hire, changes your perspective on time investment to the hiring process
Keep raising the bar!
How do we make the transition to hiring excellence?
You Have to believe that you deserve and NHL caliber team
The belief puts you into a different trajectory
Review each of the key people in the business:
A, B or C player - Philosophy is A to stay
Strive for excellence. With a quarterly portfolio review
Calibrating talent every 90 days. Take action, give feedback, support, development,
-treat your review like an investment portfolio
How to Identify the A player
Crystal clear on what you are looking for- a mathematical job description
Get to know who they are… before the offer. It may take 3-4 hours to dig deep
Understanding character, patterns
Being able to rate someone accurately during the interview
Steps Implementation
Have an expert in the methodology
Require key hire diligence & review the summary report before the hire.
Reference checks- Talk to the managers only…. A-players easily give references and the managers will talk to you
mediocrity cant find their bosses
** Default to having an amazing team
Find the smartest people who have built systems and follow them
Earn the right to tweak a system. Systems work when you follow them completely, Humans screw it up.
Relentless execution of the basic principles
Rick’s two cents:
Deep behavioral discussion
Gathering evidence of success
Situational / Hypothetical interviews are a waste of your time!
Key Takeaways:
Need amazing people to create amazing performing company
Deep scrutinization is critical for all hires and promotions - these are million-dollar decisions.
You have to focus on your own strength & Resilience to have sustainable success
The work you must-do if you want to see innovation and growth. This work involves letting your inner kindergartner come out. Because this is when people do their best work!
This show is proudly sponsored by Vidoori
Today’s Quote:
"The Universe is one great kindergarten for man. Everything that exists has brought with it its own peculiar lesson."
- Orison Swett Marden (Founded SUCCESS magazine in 1897)
Guest Bio:
Summer Anderson is the Managing Partner of MiROR Partners. She has been spearheading executive search around the globe. With a proven track record of shaping executive-level leaders, guiding leaders to immediate clarity, and simplifying complex organizational matters, she is a trusted advisor to senior executive clients and candidates at Fortune 500 security, technology, and fast-growth companies. She is known for her solid network of long-standing relationships and as a catalyst for funding partnerships.
Today we are going to cover
Why it is important to let your inner Kindergartner take the lead
How to create an innovative environment
The 3 step process to foster innovation
Why is this Important?
When working together a group of kindergartners outperforms a group of MBA's!
CEO- out of comfort zone. Anytime we are in default, we are not in their best selves,
big mistakes are made outside of our comfort zone and operating in default.
Trust on team is more attractive to everyone
Superstar hired will stay when the environment is safe
Curiosity, wonder, sparks innovation
To create the right environment for amazing things to happen
Have to be willing to prep the soil
Get minds clear enough to operate as a kindergartner.
Being willing to empty yourself rather than fill your head with too much.
Listening with care. I'm gonna get curious about what you said
Squeeze all the nuances out of it
Innovation Codified
1) Build Courage: Leadership must lead with courage in order to inspire trust neither #1 or 2 will occur. If thinking differently and openly sharing ideas isn’t safe, it will never happen. The change begins with you.
2) Review Sacred Cows: Get your team to talk about the taboo topics. Examine your thinking. Get an outside party to facilitate and get to the bottom of ‘why’ things are the way they are. It’s more about thinking different. Apple was excellent about bringing this the forward. This is more about different perspectives. You
3) Add Diversity of thought. Take a long look. Is your team thinking differently? Or are you hiring just to increase your ratio of diverse team members?
Rick’s two cents
Stay true to who you are: If you are a jerk, hire other jerks who can challenge you.
Your best people will leave when they feel unheard
Key Takeaways:
Be willing to look within and start with yourself
Be willing to grow, get ready to help your people grow
Today we are taking an honest look at your hiring record. Data does not lie!
The success or failure of your hiring is a direct result of your interview process. Everything from the messaging, the experience of the first contact through to the way the interview is conducted determines your hiring outcome. It is NOT money!!
A shift in mindset is needed to understand that people have options and your company is not as special as you think. You need to stand out. You can do this by providing growth.
This show is proudly sponsored by Vidoori
Today’s Quote:
"You have to create a track record of breaking your own mold, or at least other people's idea of that mold." - William Hurt
Guest Bio:
David Patterson is the Founder and Managing Director of The Kineta Group and TheSAPRecruiter.com, and also a member of Sanford Rose, a top-10 ranked world-wide retained search firm (Executive Search Review).
He is The SAP Recruiter, and helps CIOs, IT Execs, and Talent Acquisition Pros hire and retain the best SAP talent in the known Universe. In his 15 years as an SAP Recruiter, David estimated that he personally interviewed between 5,000-6,000 candidates for all levels to include Architect up through the C-Suite.
Show Highlights:
Why it is important to really dissect your hiring record
Understanding what success should look like
Evolve your own unique process into an experience that attracts the right people
Why is it important that you take an honest look at your hiring record
Your Hiring record is the result of your interview process.
What data should be measured?
Number of people interviewed to get to an offer
How many people turned down your offer
Last 10-20 hires
What a record should look like?
Where people fell out… timing issues. The truth about taking too long, dropping the ball, the impressions you are leaving
Self-actualization- following the pack,
Different interview process- repel as much as it attracts. How can I scare people off? (the anti-sell) - The Crossfit sell
Rick’s Input:
Retraction: Video interview is all good … one way video interviews- Bad Idea!
Past performance is a key indicator of future performance
TRUTH: Money is not the reason someone turned down your offer
Data
First Interview to Placement ratio
Offers extended
Accepted / Rejected
How do we fix a broken Hiring record?
Use the strategy to drive the message.
Be polarizing to attract the people who love you
The majority of people don't get what you do, the ones that do become believers
Finding that career wound…the pain that they have become habituated too. That’s where you pivot!
(but you need to first find those common pains that most candidates in your industry have, as well as develop the skill to elegantly bring that out in people during interviews)
Create a “Special Sauce” where you attract the people you want.
Cult-like following. Special tribe
Don't be afraid to repel the wrong people.
People who are attracted to the mavericks
Assessment of why you hire the way you do.
Not seeing all the right people out there
Based on the job descriptions
View on the JD flows into how to recruit
How you onboard/retain them
Rick’s two cents:
Understand your Candidate
Accept that you are one of many
Fill the gap in the person’s career
Provide a growth road map
Target specific people and nurture
4:1 Interview to placement ratio
Key Takeaways:
If you don’t want to be just another commodity employer, you need to:
Be willing to take a step back and figure out, fundamentally, the pains, fears, and dreams that drive the people you want to hire (and recognize that you are selling a product that solves a pain)
Be willing to draw pain and dreams out of the people you are interviewing (to see what makes them tick, in their heart)
Be willing to be polarizing and repel as much as you attract, if not more so!
A lot of companies shy away from hiring veterans because they don’t understand the value that they may bring to the table.
Amazon, Google, Microsoft, Cisco & Walgreens have programs in full force but the majority of startups have yet to really get on board. The diversity in thought that comes from hiring a vet may be the competitive edge that your startup needs to propel your business ahead of your competition.
This show is proudly sponsored by Vidoori
Today’s Quote:
"We hire military veterans because they make great employees. They bring proven technical and leadership skills. They understand teamwork, and they're adaptable. Bottom line, hiring veterans is good for business."
Randall L. Stephenson - CEO of AT&T
Guest Bio:
Brian Erickson serves as the Vice President, Strategy and Solutions at Vidoori, Inc. He leads company expansion strategies bringing the Vidoori brand to the west coast. Brian has over 26 years of experience in Naval Aviation, Cybersecurity, Information Technology, Information Operations, Strategic Programs and sourcing/acquisition. Brian is a retired Senior Naval Officer (Captain/O6) with proven experience and expertise across numerous technical domains bringing a warfighters perspective to Vidoori’s mission of delivering excellence.
Brian holds a Bachelor of Arts Degree in Economics from San Diego State University, a Master of Business Administration (Financial Management) from the Naval Postgraduate School, a Master of Science (Information Technology) from the Naval Postgraduate School and an Executive Management Certification from the University of Virginia Darden School of Business. Additionally, Brian holds numerous defense and industry related certifications to include: CISSP, GSLC, CISSO, CISSM, DAWIA Level 3 PM, DAWIA Level 3 IT, CKM, ITIL.
Show Highlights:
The benefits of hiring veterans
Challenges in the crossover
What is needed to hire veterans today
Why hire veterans?
Advantages of hiring veterans
Hard workers
Trained
All the same, competencies that civilians do +1
Life experience
Much harder workers, disciplined
Why do companies not hire veterans?
Language Translation - understanding of Military terminology
Skills Mismatch -
Negative Stereotypes / Bias - too rigid, formal, chain of command
“Alpha” mentality
Aggression / PTSD / disability fears
Cultural Fit
Fear of future deployments
Rick’s Input:
Military ranking & conditioning
Diversity in thought
Requires a shift in mindset
Impactful behavior transfers
How to Successfully hire Veterans
Preparation is Key!
Process & Structure
Checklist oriented
Understand rigidity in the government process
Outline the Framework, Training & Direction
Rick’s two cents
Embrace the differences in Mindset
Seek to understand the mindset
More important to have a structured interview process
Key Takeaways:
Have an established interviewing team that works well together; bring in a technical “ringer” as required to round out the depth and breadth of conversation.
Hire military...highly technical, lots of experience, trustworthy, bang for your buck
Transactional vs relational (stick with relational)
Have you ever looked at a resume and thought this person is perfect! Only to find out after you have hired them that the person is a total mismatch to your organization. This is the result of being “Shopping Hungry” for the hire.
This is totally avoidable! By keeping the interview process consistent regardless of who the person is, where they came from you will serve you well!
NEEDING to fill a seat is not enough evidence to warrant making a hire!
Today’s Quote:
"If you take shortcuts, you get cut short." - Gary Busey
Guest Bio:
Kevin Castle is the Managing Partner and Co-founder of Technossus. He is responsible for motivating and leading an organization of technology experts who are laser-focused on exceptional client outcomes.
A highly engaged entrepreneur, Kevin has driven the Company’s strategy and supported the expansion of Technossus’ footprint from one office in Irvine to three worldwide. The firm has been recognized three times by the Orange County Business Journal (“OCBJ”) as one of the best places to work and four times by INC 5000 as one of the fastest-growing companies in America.
Show Highlights:
The pitfalls of being “shopping hungry”
How to avoid this pitfall
A process to cure being shopping hungry
What is “Shopping Hungry” for last-minute hire? Why does this happen?
Challenge - at the time you need to hire someone, you scramble to find them, make a hasty decision and do not go through all the of the checks and rigor to make sure they are the true long term fit and strategic hire for you
Short cut the interview process
Why is it important not to shortcut the interview process when hiring?
Hiring the right culture Fit
Challenge - you hire someone who has the skills, knowledge, experience - but fails to make sure that they are the right culture fit. Hard to deal with, hard to get them out, and often can have a lasting impact of damage made with internal and with external people who interact with your company.
Personal - hired someone that was not rooted in the same values - meaningful relationships, trust, sincere kindness.
Rick’s Input
The purpose of the interview… The Truth!
Short cuts get cut short … like the quote
How do we solve this problem?
Acknowledge that you were the culprit of the mistakes made
Solution - spend 5-10% of your week passively recruiting. Meet key persons, spend time networking and reaching out to people to learn more about background, desires. When you need to bring someone in, then a couple of friendly calls can get you moving quickly. Networking with people who may know other people like you may hire is a key strategy to get some great referrals
Side benefit - a great way to get market aware (can teach you a lot). Also helps to give you a broader breadth of the skills in the market for the position.
Solution - be clear
Important - to only hire people that represent your values
Trust your gut
Incident - several years back. Hired someone that I just knew was not going to work well. Did not click with me, and could not get through and understand why. I could not articulate what it was that made us not connect. The team was ecstatic in interviewing this person, all thumbs-up, and ultimately hired this person.
What happened - It completely did not work out. Had to let them go and nobody was happy in the end. Did not get the job completed, trust was an issue from the start, had to let them go.
Important - to click with the people who work for you. To start off with a genuine interest in someone is critical for them to be successful.
Having to let someone go who is loved by all - but is not performing
Solution - having metrics-based performance tracking - we have this @ every single level in our organization - where goal setting, outcome, performance can be quantified - at times this ends up having to trump likability which is very difficult for people, companies, for us all.
Have specific questions around the culture.
Rick’s two cents
Performance-based metrics.
Key Takeaways:
Passive recruiting- Network 5-10% of your time
Cultural alignment matters
Trust your gut
We have all experienced it….Trying to coordinate calendars to accommodate an interview. It is a BIG time suck from someone’s day!
How to eliminate some of the administrative tasks and shift into more productive work that moves your business forward.
Today’s Quote:
"There's a lot of automation that can happen that isn't a replacement of humans but of mind-numbing behavior." - Stewart Butterfield
Guest Bio:
Olivia Melman leads DigitalOcean’s Recruiting Operations team, having joined the company as the People team’s first Program Manager in March 2017. In addition to managing the Recruiting Coordinators, Olivia is focused on automation and collaboration within the full-cycle recruitment process, and owns all data and tooling associated with recruitment strategy. She also manages DigitalOcean's external partnerships with talent acquisition and branding vendors, and runs point internally on headcount planning alongside the FP&A team. Olivia started her career in Financial Services as an HR Management Analyst, and most recently, was a Customer Success Manager for LinkedIn’s Talent Solutions business.
Show Highlights:
The issues around Calendar management
The challenges with just coordinating & scheduling interviews
Solution to optimize your interview calendaring issues
What are the challenges in scheduling interviews today?
My team’s responsible for coordinating interviews -- at a really high volume (averaging 200 hires a year), but the challenge we’ve run into is really how to maximize time in meaningful ways.
Limited interviewer availability and limited candidate availability -- coordinating calendars effectively becomes really difficult
70% of my team’s days are spent browsing Google calendars to schedule interviews (more specifically, onsite interviews where we are bringing candidates in to meet several people from our hiring teams)
Interview scheduling ties to candidate experience, employee experience (hiring teams) and the experience of those on my team (it’s frustrating staring at Google Calendar all day!)
Why is it important?
Time spent where people are not contributing their maximum potential/value to the team -- once you’ve mastered how to schedule, you don’t learn from each instance
At this kind of junior level role, it’s important to me that my teams gaining relevant experience beyond the task at hand (scheduling) -- and is in fact as an operations leader, I need them to gain system implementation experience -- program management and change management experience so that I can effectively delegate down the road
(personally, I want to make sure that everything my team is doing is contributing to their individual growth and development).
Navigate gaps- communication upfront
Rick’s Input:
Always one person- have an alternate
A bench of back-up dancers (interviewers)
How do we solve this problem?
Using a new technology platform to automate interview scheduling and eliminate the “calendar Tetris” of trying to schedule onsite interview panels / back to back interviews.
The tool essentially enables the user to build the interview panel or team (select interviewers, interview duration, format, location -- set times) and then the tool does the work for us by using AI to pull in Google Calendars and find time slots where the selected interviewers are available back to back and for the assigned formats/durations.
Cut to 40% of the time using system administration skills rather than scheduling role (30% time savings)
How did we go about finding a solution?
Discovery and assessment -- figuring out exactly what the workflow looks like now (in terms of people, process, and systems)
People -- do we have the right people executing? Who are the stakeholders? Is that who they should be?
What activities are these individuals working on that isn’t adding value? For example, what is being executed that doesn’t bring 1) learning 2) development or maybe 3) revenue or however YOU define value for your org
Let’s break out those individual activities we identified and first, look internally to solve with automation (an example where we did leverage internal resources was with a web-based candidate resource library -- so that we could stop attaching docs to every email and updating links in a zillion place, just have one link do.co/candidates)
If nothing internally available, then go to market to see what external vendors or technology partners exist
Vendor selection: Speak to DO philosophy on vendor selection (simple and elegant, ability to inform product design, contribute to vendor success) → this led us to Interview Schedule!
Rick’s two cents:
Standardize a process where anyone can step in
Assign questions to each person in the process
Evaluate based on the company values
Pre-schedule days for interviews
Key Takeaways:
People, process, then systems -- nothing will work if you don’t have the right people in place
Implementation -- making sure you think through user adoption and change management
Metrics for success -- any time you are investing in automation ($$), making sure you have a clear vision for what success looks like
We are talking today about the importance of keeping your people informed about what hiring is taking place and allowing your people to become brand ambassadors!
The benefits of keeping your people informed are tremendous as employee referrals harness the highest ROI. Reduce time to hire (55%), Cost of Hire ($3k), improve the quality of hire by 88% and increase retention @45% (after two years).
This all starts with continually marketing internally first, then expanding outward!
Today’s Quote:
"Internal marketing is probably much more important than external marketing. That's even more true today than it's ever been."
- Tom Stewart
Guest Bio:
Angelo Ponzi is the Founder & President of The Ponzi Group. He is a marketing and branding strategist that works with small to middle-market companies as their fractional Chief Marketing Officer in defining market opportunities, developing competitive profiles, audience personas, brand realignment, and strategies, to strategic, integrated marketing plans that help businesses compete in an ever-changing marketplace.
He focuses on three strategic pillars for success: Insights, Brand, and Plan to develop effective and efficient programs for building enduring brands and sustainable business growth.
Angelo is also the host of the radio show/Podcast, Business Growth Café.
Show Highlights:
Employment Marketing
What is it? Why is it important
How to Structure a solid marketing campaign
What is Employment Marketing?
Promotion of the company’s mission, values, products/services to its own employees
Why is it important?
Improve employee engagement
Problem
What are the challenges facing today
In most companies, this is non-existant
Marketing is left up to recruiting
When it comes to marketing, companies focus externally and do not educate everyone internally.
Internal marketing
Creating brand ambassadors for hiring
Everyone has a role in marketing, and need to get involved in what is happening. Get everyone to embrace what they are doing.
Huge risk of alienating potential hires because they do not know how to market the company. Internal communication, internal operations, functionality
Avoid potential issues
Who’s responsibility is it?
C-suite & Marketing
Recruiting
Rick’s Input:
Internal referrals are your strongest source of talent
Informed employees are continually on the lookout
Required Talent Acquisition & Marketing collaboration
Cultivate a referral program
Brand messages reached 561% further when shared by employees vs the same messages shared via official brand social channels (Source: MSLGroup)
Content shared by employees receives 8x more engagement than content shared by brand channels
Ingredients for good candidate Experience
How to deploy an internal marketing program
Set up a monthly meeting- internal chat or social platform to
Get information to everyone
Make the messaging visible as possible
Internal email
Exposure to marketing materials
Educate employees on how the work they do fits into the overall business to build a better understanding of their contributions.
Steps for executing a plan - Process
Conduct an internal survey to better understand the level of knowledge
Develop an internal marketing plan, similar as you would for external marketing
Empower an individual to be the internal marketing champion...not just an additional duty, but true responsibility with KPI’s
Rick’s two cents
Align recruiting & marketing
Cultivate a referral initiative
Encourage promotion through social channels (Gamify)
Key Takeaways:
Incorporate information about the company, markets and brand into the on boarding process
Update employees at least once a quarter, if not monthly on any changes that can impact their jobs and/or give them the ability to talk about the company beyond their function
Make sure employees are marketed to first, so they are aware of campaigns prior to the external marketing activities. This builds loyalty and inclusiveness among the staff.
Why is raising capital more celebrated than building a business that is actually profitable? It may be a smarter play to join an actual business rather than a "concept company".
A bootstrapped company should be more attractive to people but for some reason, it is not. Today we are out to prove that driving a good business does not require venture capital and You do not need VC money to attract and hire the right talent.
Today’s Quote:
"Bootstrapping is a way to do something about the problems you have without letting someone else give you permission to do them."
- Tom Preson-Werner, co-founder of Github
Guest Bio:
Meetul Shah CEO of DemandMatrix, Inc., is a tech entrepreneur, having successfully built 3 companies prior to starting Demand Matrix. His “entrepreneurial” vision and inspiration comes from his desire to create and bring products to the marketplace that can help solve problems he himself has faced in his career. The combination of his years as a successful entrepreneur combined with his tenure at Microsoft has given a strong shape to his business acumen and technical expertise.
Meetul has been featured in several major publications, like CIO, NYT, WSJ, Washington Post, Huffington Post, Venture Beat, and more.
If you were to ask him to introduce himself in less than 5 seconds, he’d probably just say he’s an idea machine, health freak, and wine lover! He is deeply passionate about Sales and Marketing Productivity given his time working for and selling to enterprise companies like Microsoft, DocuSign, Google, Cisco.
Show Highlights:
Bootstraping! What is it?
Challenges & benefits to hiring in this type of organization
A Process to hire when you do not have money to burn
What is Bootstrapping?
A bootstrap is a business launched by an entrepreneur with little or no outside cash or other support.
Why Bootstrap your company?
When you take the capital, you take more risks in hiring. You make bad hires under the pressure of VC money.
The pressure to hire outweighs common sense.
Challenges faced while hiring
Viewed like you don't have money
May not be able to afford people because salaries are supported by the business.
Lowering standards because people are not biting.
Desperation takes over and you hire whoever you can.
Hiring is misunderstood in startups
False perception- you have money, you hiring
Early-stage it costs the company a lot when you make a bad hire!
Rick’s Input:
VC money opens doors but it
Attracting people who are brainwashed by funding yet you will probably won't get a dime when the company exits
Solutions (what you learned):
As an Entrepreneur, where to Start?
Understanding yourself, who you are
Supplement & compliment people to support core values.
Hiring community understand and can divide and conquer
Structure your process to allow for successful hiring
Hire a really good TA person
Build a recruiting process.
-find a recruiting process, glassdoor
Don't be desperation and be non-bias and do not ignore the warning signs
Badmouthing employer, blaming others, sharing things they should not share (internal information), bad culture, bad boss
Rick's Process:
Determine what the business needs, set performance metrics
Build interview questions to gauge with company value alignment
Formalize an interview structure for “Purpose”
predetermined questions
Timed
Behavioral-based interviewing (like Amazon)
Communication/Feedback channel
Key Takeaways:
1. Know yourself, and the values you care about
2. Pay attention to the warning signs
3. Build a solid business foundation so you can use VC money "as a fuel in the fire" to align incentives/goals
People are your company’s most valuable asset. Yet the interview process is riddled with actions to support otherwise.
Common Transactional Interview practices like pre-tests, hurdles, hoops, and ghosting do not attract people. In fact, they repel great people. The truth is, people will judge your company on how you make them feel! … not the offer you present to them.
Today’s Quote:
“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.”
– Warren Buffett
Guest Bio:
Marie Norman is the Director of Talent Acquisition for Adobe. She leads the Corporate Functions team which includes Global Marketing, Finance, Employee Experience, Legal and Corporate Strategy.
Marie brings diverse and innovative industry experience leading and building scalable talent acquisition teams and HR programs in the areas of Talent Attraction and Acquisition, Workforce Planning, Career Development and Coaching, Candidate Experience, Employment Branding, and Diversity, Inclusion & Belonging.
Her passion lies in motivating, coaching and building successful recruiting teams, employment branded story-telling and delivering a unique, memorable and delightful Candidate Experience to all. She is also an Adjunct Professor with the College of Business at San Jose State University.
Show Highlights:
What is “Candidate Experience”
Things that are downgrading your stock in the marketplace
A Process to drive GREAT candidate experience
What is “candidate experience”?
Candidate experience
The attraction is more about relationship
Challenges facing today
Managers can no longer play a passive role.
Managers disengaged
Don't realize they need to be involved
The ability of the recruiter to continue to market the company for future roles
People Fall through the cracks as the process evolves.
When the candidate is not a top pick, things fall through the cracks and the relationship goes sour
Companies Missing out on quality hires because of quickness.
Quantifiable metrics
Candidate experience scorecard
Explain the position
Time to follow up
Overall experience
Hiring manager alignment with the role
*** Stats for success between hiring managers
Alignment between the manager & recruiter
Rick’s Input:
Transactional Mindset
Out of sight, out of mind
Give closure
Talent double standard
Miss-judge talent
How people feel determines how they perform. The purpose of every interview is to get to the truth of who a person is by gathering evidence to support making an accurate decision.
Ingredients for good candidate Experience
How to give a good candidate experience
Define who plays what part.
Recruiter owns the first part
hand off
Hiring manager takes over
Others- interview scheduler, hr admin, systems, career page, job ad itself - technology-driven, ATS systems - non-human elements
Process
Easy submittal/application process
Tracking system
Communications set up immediately after application- within 24 hours
Taking action
Establishing a timeline.
Final disposition
Interview or rejection- communication
Final communication- honor commitment to respond back
Rick’s two cents
Communicate!
Be approachable, break down barriers, hurdles
Be creative: call people who the system screened out.
Key Takeaways:
CONCEDE that the Candidate Experience is a crucial part of your recruiting strategy
CREATE your plan and communicate/train participants on their roles
CONSISTENCY - be sure to be consistent and repeat the process for every candidate every time!
Today we are talking about building a high scale remote company. Try this on for size, a 75-person company without an office! The advantages are different than you might think yet you really must be mindful of who you are hiring.
A remote workforce is a time to talent advantage not a save money advantage
Today’s Quote:
“Most of us spend too much time on what is urgent and not enough time on what is important.” — Stephen Covey
Guest Bio:
Ryan Malone is the CEO of SmartBug Media, which he founded to give clients amazing results and employees a lifetime of memories. Before SmartBug, Ryan ran marketing at several venture-backed and public companies. Ryan enjoys the gym, live music, people watching, and playing terrible guitar. He lives in Orange County with his wife and two amazing daughters.
Show Highlights:
Challenges & benefits of a remote organization
The importance of cultural fit
Interview structure for hiring remote employees
Challenges:
Why??
Building a business is hard enough. Why make it more difficult by building a remote business?
Be part of the team and be part of the family
Hire better and faster by being able to hire talent from around the country
Only option to build the tribe
Talent Strategy:
Recruit ahead- create a waiting list. Always interviewing.
Building a Marketing culture:
People are bought in when they join
Structure work culture
Deep challenging relationships
First people hired should be a marketing/pr person. Attract people who are already qualified to the process.
Peer-based reference reviews prior to the interview. Inbound recruiting, skill survey
Video submissions
Benefits of building a remote workforce:
The talent pool is vast
Work/ life integration-
Flexibility
The world will not end if you are not at your desk
Interview process:
Inbound resume flow (into ATS)
No headhunting
ATS- kicks out instructions to make a video to submit
Schedule an interview
All video interviews, mix of behavioral interviewing
One person focuses on skills, values, tools, cultural
Look for Clean work environment, evidence of value, perseverance, curiosity
Are you an additive to the culture?
Interview structure:
A 30-minute call with everyone on the team
Flexible work model
Psychological permission be available for your customers/ team but the schedule
Key Takeaways:
Hire marketing & pr first
Use video as a screening tool
Reference peer review early in the process
Designate people to be experts in the interview process
Always be interviewing
Going old school with the title, don't judge!
STEM (science, technology, engineering & mathematics) hiring today is brutal as there are just not enough people to support the demand. Without bringing policy into the conversation we are going to tackle the challenge of how to hire around the limitations.
Today’s Quote:
"To maintain their own competitiveness, workers need to attain and stay current on the qualifications needed to advance in a constantly evolving economy." - Elaine Chao - Secretary of Transportation
Guest Bio:
An avid entrepreneur from University onward, Martin Herrington established a service industry business before graduation, partnered a real estate development company, and co-founded The Herrington Teddy Bear Company to move to the United States, creating a multinational sensation. As Chief Financial Officer and Managing General Partner, Martin was responsible for all aspects of the business including Sales, Production, HR, IT, and operations of the corporation before seeking additional challenges. Mr. Herrington holds a very distinguished record of service in non-profit organizations in Canada and the U.S. with his most recent focus growing the Youth Motivation Task Force of Orange County. An entrepreneurial graduate of the prestigious Haskayne School of Business at the University of Calgary with a Bachelor of Commerce, Martin also advanced his education credentials into the Series 7 and Series 66 US Securities Licenses and held the Wealth Advisory Associate role with Morgan Stanley before becoming a Financial Advisor as part of his creation strategies.
Martin is currently a founding partner and Vice-President with TEKCORUS Consulting, a Recruiting & RPO Agency based in Orange County, California specializing in recruiting high tech talent Recruitment Process Outsourcing Services. Martin has been a Toastmasters International member for many years, and speaks regularly at community events, business meetings, and consistently competes in Toastmasters International speaking contests.
Show Highlights:
What an H1 is
The benefits & challenges to hiring
How to effectively hire someone under H1 status
Problem:
What is an H1?
Long Term but not permanent work authorization / visa that is sponsored by employer.
Benefits of Hiring an H1
Already has an h1b-
wider pool of talent
3rd party intervention
Better technical skills/expertise
Better rate
Things to be Aware?
Beware of agents
Lying
Different people showing up for different parts of the interview
H1B is looking for a path to Green Card only
Quirks of Engineers - Knowing the individual to prepare for the interview
Biggest challenge
-Technically sound
-asking basic questions
-build a database of technical questions
How to sniff out the quirks, personality & culture fit
Problem lies where
Creating the right environment for an interview
Knowing enough about your clients to be able to properly prepare candidates for interviews
Rick’s Input:
Hire people who are already holding an H1b- Transfer
Timing is S L O W - elimination of premium processing
Steps to Hire H1’s
First step - Go over resumes
Watch for duplication - some resumes look too “familiar” or even identical!
Look for excessively long resumes - ie. filled with same info. at each job experience
Second Step - initial phone call - screening for good communication skills - can be a challenge and if you cannot understand them, then your client or the team will likely not be able to either
Go over each job experience by asking what they did and what technologies were used - making sure that it matches the resume, dates, etc.
Listen for delays or background talking; candidate should know all details her/himself
Confirm relocation details - do they have friends/family in New City; what is the likelihood that they will actually show up in New City? (ie. verify “Relocation Anywhere” and vet out tire kickers.
Third step - in-person or Skype interview
Making sure the same person from phone call shows up for the in-person/Skype
If by Skype - Watch for lip syncing, other people in the room speaking or signalling;
Screening for communication,
Fourth step - get commitment for duration of contract;
If necessary, contact Agency holding Visa to confirm
Rick’s two cents
Communicate!
No assumptions
Key Takeaways:
Be diligent in your communications
Find out Visa details; request copies of Visa/paperwork; allow extra time!
Coach candidates through interview process
The usefulness or uselessness of AI & Employment branding in Recruiting.
Today’s Quote:
"This is what Steve Jobs understood: Brands are defined not by the best thing on the product but by the worst thing."
- Robert Scoble
Guest Bio:
MJ Shores is a Chief Marketing Strategist and technology trends analyst. With a rich and diverse professional background in public policy, business, and technology, she is sought out for her far-reaching, cross-industry and cultural insights. MJ has been a panelist and keynote speaker at industry and special interest events around the globe. She has been featured in Business Week, Financial Times, Wall Street Journal, MSNBC, China Post, and other media.
MJ developed her expertise through a career that spans working as a policy analyst at a think tank, serving in leadership roles at top global business schools (e.g., Wharton School of Business, UCLA, University of Moscow – Russia), and leading marketing efforts at technology firms (e.g., SaaS software, digital streaming or OTT), and others. She is involved in the local business community, where she is an acting Senior Strategic Advisor for Executive Next Practices (ENP).
Show Highlights:
The role AI plays in employment branding & hiring
What works & what doesn’t
A road map of where & how to invest your time
Problem:
Challenges:
What is the relationship between AI & employment branding?
Your brand is created by the experience people have with your brand. AI helps you determine the truth between your perspective and what the market thinks.
How you brand your company and serve your prospects.
Where is it working?
Routine functions open up time for HR to engage with People
Extracting data
Automated process for scheduling & auto response
Monitoring your brand for good/bad feedback
Where does it now work?
Tasks that require judgement
Inferences between intent and keywords
Still really in beta, not quite ready for primetime
Rick’s Input:
Administrative tasks
Resume screening- Both fail here
Does not engage people
Solutions:
How to best use AI
Roadmap
Spend $ on Training HR to identify and use technology.
Rely on IT to identify and recommend tools. But IT does not understand Recruiting problems
Start with a simple chatbot to automate scheduling and response to website querrys/candidate questions
Social listening tools- candidate identification/sourcing
Red flag/background check piece as a final step
ethics & morality of this step
Rick’s two cents
AI cannot replace human interaction!
You still need to pick up the phone and find out the truth
Do NOT rely on tools or resumes to filter people in our out!
Key Takeaways:
Brands are No Longer Owned by Companies (in an era of skepticism of companies and traditional marketing, the voice of potential candidates and the public are central to your brand)
AI Enhances the Candidate Experience & Talent Acquisition
AI Will Enable HR to Become Human Again
The Battle between your Need to fill a role vs. hiring for cultural alignment.
More thought needs to go into “Who” you are going to hire than “What” you are going to hire. Meaning proven performers with transferable skills, not shiny objects.
Today’s Quote:
“Acquiring the right talent is the most important key to growth. Hiring was - and still is - the most important thing we do.”
- Marc Bennioff, Founder, Chairman and co-CEO of Salesforce
Guest Bio:
Ben Mones is the co-founder and CEO of Fama, an AI-based solution that identifies problematic behavior among potential hires and current employees by analyzing publicly available online information. He founded Fama in 2015 to address the needs of organizations everywhere that are grappling with the challenges of protecting their workplace culture and preventing harassment.
Prior to Fama, Ben held a number of executive roles at a variety of startups in the Bay Area, including Acceleprise, an independent accelerator focused on enterprise technology, where he served as Entreprenuer in Residence as well as Lanetix, a leading provider of cloud-based customer relationship management platforms as director, revenue operations. He also spent two years at content analytics and insights company Chartbeat. Ben has been tapped as a guest lecturer at MIT Sloan School of Management, UCLA Anderson School of Management and USC Marshall School of Business, and has also been featured in CNBC, Fast Company, Los Angeles Times, TechCrunch and the Wall Street Journal. He holds a Bachelor of Arts from Vanderbilt University and is based in Venice, California.
Show Highlights:
Why & How culture shapes your business
Ego over common sense- Hiring rock stars
Lessons learned and a structure to follow
Problem:
Why is it important to invest in culture?
Shaping the culture of your business.
Human behavior drives business outcomes.
The virtue of power, ability to destroy or drive excellence
When you need a function desperately filled, how do you balance your need to fill with the cultural value
People want to align with products and services that they are passionate about
Why does Ego make decisions over common sense?
Anybody with a legitimate amount of responsibility makes a difference.
Rockstar engineers, leaders, need to fit into the organization, not the other way around
*** first-time founders Story:
They decided to bring in some rockstars. Someone to groom.
Didn't really fit the culture, demographics, hustle & grit. They went for the big dog name!
Knew almost immediately and he took a position of superiority
Hostile, no empathy… what they thought was not the reality
Lesson Learned
Hired but got rid of that person quickly.
Rick’s Input:
Cultural alignment/values alignment increase productivity
One wrong egg
Hire Performers, not “Rockstars”
Rockstars
Solutions:
What road map should leaders follow?
Get to know yourselves first. What is important to your business to ensure your success, mission & values to drive success. Team-based decision
Structured interview process. Strong candidate experience, all voices/perspectives are heard in the decision process… treat each person like a new hire from the very moment they get in contact with you
If you think you have talked to enough people, talk to a few more.
Confirmation bias
Be swift. Hire slow, intervene quickly! A closer look on the first 60 days. Course correct early on! With more transparency
Driving synergy is more important than putting a rockstar in a seat
Rick’s Framework
Treat each Person as if they are your only person
mindset eliminates bias
Key Takeaways:
Human behavior drives business outcomes
Before identifying the talent that can help drive your business forward, critical to dig-in and understand the values and culture drivers within your business.
Intervening and course correcting is an easier option than you might think...terminating a person is a last resort.
That's right people, today we are talking about our ABC’s!
The reality of the talent market. Creativity and Contact are the keys to winning talent. We are going to clue you in on where the gold nuggets are and why you are missing out on great people.
Today’s Quote:
"Great vision without great people is irrelevant." - Jim Collins - Author: Good to Great, Built to Last
Guest Bio:
Lorraine Ladd is the Associate Director of Talent Acquisition for alliantgroup.
She is an experienced sales and Talent Acquisition executive with a demonstrated history of working in the staffing and recruiting industry. Strong professional skilled in Customer Acquisition, Sales, Executive Search, Customer Relationship and Executive Coaching. Lorraine started her career while in college in radio and was a successful radio morning show personality before deciding to go into the world of staffing and recruiting.
Show Highlights:
Why you should always be recruiting
The Truth about responding to your job postings
Where to find great people now!
Problem:
Bold Statement: Recruiting is easier today than it ever has been!
Why is it important to be continuously recruiting?
Creative ways to recruit talent
Not enough talent - Why?
Low unemployment, not tapping into the right pools
Active candidates
The Truth: where you are missing people … about responding to Ads
There really is enough talent, people are just not tapping into it
A lot of people that are out of work 50-65 can't really find a job as a white male.
Perception: Less flexible , set in their ways
Rick’s Input:
Requirements are FLEXIBLE
Look for reasons to screen people IN
My experiment…. Sent out resumes
Solutions:
Where to find good people now?
Unexpected places to recruit talent
Retail, cold calling, conferences
Using every tactic you can
Pick off the 50-65 talent pool
Rick’s Answer
You are missing the people closest to you
Applicants, former applicants, former employees
Target Passive Talent
Requires different positioning
All about “what’s in it for them”
Key Takeaways:
Always be Recruiting
Hire people, not roles
Network
Engagement!
Well, not the type of engagement you might be thinking of.
Engagement in the business sense. Employee engagement is the one critical element that leads to the success of your business! Which I believe starts from the first point of contact with your organization… yes before someone is hired!
Today’s Quote:
“Not what you say, not what you do but how you make people feel.” - Maya Angelou
Guest Bio:
Steve Higginbotham is the Branch Manager of Volt Workforce Solutions. As an executive business partner and inclusive leader, Steve brings two decades’ of experience leading organizational transformations with leading companies. Changing the way Staffing Companies engage with their customers is vital. Having a deep connection with your business and an inclusive approach will continue to add value through a Total Talent Management partnership. Steve has expertise in Technical Recruiting, Business Development, Technology Consulting and Human Capital Solutions. He continues to deliver immense value to companies and business leaders through his strategic partnerships. Steve believes in a customer service approach for business success.
Steve has experience leading multiple types of organizations from Fortune 100, mid-market, private equity, & VC backed start-ups. In addition, Steve has developed 15 different divisions within eight different businesses while managing large business units & increasing enterprise accounts. His track record includes leading, coaching, mentoring and developing people into highly successful business leaders.
Steve has spent his career aligning business professionals with career opportunities. The value that he brings to companies identify with their strengths and opportunities for growth. Steve's experience coaching individuals helps improve communication. He has also conducted numerous presentations to board members and C-Level professionals with highly respected clients and industry associations.
A people oriented leader who drives business collaborative to maximize team performance while mentoring & coaching individuals through aligned approaches to achieve desired results.
Show Highlights:
What Engagement is, what it isn’t
Why engagement is critical today
How to engage people to create emotional attachment!
What is engagement and why is it important? Engagement
How you communicate with your company
Hiring managers - I want to hire the best talent, retain top talent
What happens in the middle from what you want vs what you are getting
The company gave 3 hours of training, no orientation, on the job training.
Employees responsibility - Who owns engagement??
Problem
3 sides of the engagement - Who’s responsibility is it these days
If a person is not engaged correctly, they are going to bounce quickly… first 30 days.
The company needs to train leaders to be better leaders
The dual partnership between the company's & managers
People leave quickly or they stay and are just there because of the paycheck
Belief in mission, vision values.
Outlining issues that you cannot control
Employee: losing engagement with the job… nothing more that is being contributed
Rick’s Thoughts
Engagement starts with your job posting, email or phone call
Critical in attraction & retention
When you care, you win
Human Contact is the key
1:75 people call back.
There has to be a personal approach.
Steps to maximize engagement
Sources are not recruiters…
Everyone with at least relevant experience NEED to be called
train recruiters on what needs to be asked
Discuss career worth
Poor career planning. No mentoring, support or growth
Once they start:
Not scaling back on your onboarding process
Social media posts are not onboarding
Clearly, have a process
Train your recruiters
What information to gather
The importance of a conversation
Reward finding gold nuggets!
Create a hiring bonus for people who were passed over because of a resume but are actually good
Pick up the phone and call people!
Key Takeaways:
Differentiate yourself from the standard hiring process
Create a structured and standardized interview process
Train your employees to be Talent minded
Remember in engagement – how you make the candidate feel is more important – please be genuine in your approach, efforts and ensure timely and responsive feedback – always
Offers do not get turned down because of the MONEY… They are turned down because you failed to Understand who the person is and then demonstrate a mutual alignment of career & personal goals to your organization.
The Truth is People turn you down because of the lack of care!
Today’s Quote:
"Truth is, I'll never know all there is to know about you just as you will never know all there is to know about me. Humans are by nature too complicated to be understood fully. So, we can choose either to approach our fellow human beings with suspicion or to approach them with an open mind, a dash of optimism and a great deal of candor." - Tom Hanks
Guest Bio:
Dr. Deena C. Brown is the founder and CEO of DC Brown International, a leadership and growth company created to pioneer innovative strategies that transform organizations into culturally diverse ecosystems.
Dr. Brown’s trademark C3 Blueprint for Success provides a strategic roadmap for organizational leaders to communicate and connect across a multi-generational workforce. Dr. Brown’s body of work includes identifying and remediating leadership gaps that are barriers to innovation and growth.
After identifying a significant deficit of women in key leadership roles, Dr. Brown founded The Leadhershift Movement. The Leadhershift Movement is designed to help women shift the way they think about themselves as women and how they develop and respond as leaders. The Leadhershift Movement provides a safe-space for professional women to get clear about their Why, confident about the What, and consistent about the How.
Show Highlights:
Our approach
How we humanize the process to gain greater engagement
Process to Engage
Approach to talent
What is the problem?
Ignoring the root of hiring. The human factor, the relationship capital
Mindset
Ignore the obvious
Organizational view- transaction
We need to fill the hole
Disconnect on the level of importance for the person they are hiring.
Simple things are ignored…
Dealing with a new population of employees that are looking for more than just a paycheck
Why Offers are really Accepted or Turned Down
We lie
Arrogance & Ignorance
Rick’s Input
Our approach is Selfish
We have become conditioned to believe that the company is the PRIZE
Not the case in this market
Positioning is a one size fits all …. Centered around perks & benefits
Listen to understand, not to respond
Solutions
Being aware
transparent
What have we done about this?
Training
Using the data to support the discussion
Awareness
Brought to the attention & proper training
Learning to remove ignorance
Identify the gaps (pain)
Education shift in mindset
The 3 C’s
Clarity in Vision, Mission, and Organizational Values that paint a clear picture for potential hires.
Consciousness about what today's workforce values such as authenticity and relatability which is more influential than a paycheck.
Consistency in regards to expectations and responsibilities of your workforce.
Rick’s Contribution
Engagement starts before the hire is made
Too much focus on the money & perks
What a person desires is far more powerful
Key Takeaways:
Care about the Human relationship
Having clear values … are you who you say you are
Provide growth opportunities to augment or improve a person’s life
Ghosting has come full circle now that it is a talent-driven market! There is no excuse for ghosting someone on either end of the hiring spectrum. It is a vicious circle that just breeds ill will.
Frankly, as a recruiter, company ghosting helps us to lure your best people out of your company.
Why do companies engage in such behavior? We are going to figure that out today!
Today’s Quote:
Your brand is your public identity, what you're trusted for. And for your brand to endure, it has to be tested, redefined, managed and expanded as markets evolve. Brands either learn or disappear.
Lisa Gansky
- She was the co-founder and CEO of Global Network Navigator, the first commercial website, which was acquired by America Online
Our guest today: Ken Middleton, DevOps Recruiter of yourdevopsrecruiter.com
Ken M. Middleton spent 10 years working for the largest IT staffing company in the world before deciding it was time to bet on himself. He started YOUR DevOps Recruiter to focus on connecting the best DevOps candidates to the best DevOps companies while evangelizing DevOps to the masses.
One way he accomplishes this is through his YouTube channel, The Dhub Repository, in which he posts weekly DevOps career tips, rants on what bugs him about the recruiting industry, and interviews DevOps SME's on different DevOps topic, in a segment known as DevOps Defined.
I have heard Ken rant about ghosting which is what makes him a perfect guest for today’s show!
Today we are going to cover
What Causes Ghosting?
How to Stop Ghosting
What is the problem?
Clients ghosting candidates.
No feedback or super slow feedback after long extended amounts of time with no updates along the way.
Why might companies’ ghost?
Litigation fears
Running too fast to pay attention
Just lazy, inconsiderate or Arrogant …
What are the causes?
HR representatives being overworked with numerous positions.
Not considering quick and timely feedback is important to the candidate experience.
Not have a clean process in place to follow up with ALL candidates, not just the ones they want to hire.
Not giving a sh*t about candidates who they don't want to hire and just letting it fall by the wayside b/c of a feeling of superiority and snootiness towards candidates that apply to them. (i.e. they came to us for a job, right?)
Rick’s Two Cents
Communication
Ghosting occurs on the company side when companies are unsure about a person.
Interviewers do not know the right questions to ask, how to dig so they did not gather enough evidence to make a decision.
The key indicator of a bad hiring process.
No clear structure on the information that needs to be extracted
Without direction, people fall back on what they know.
Side Note: Your Bad Glassdoor reviews are a recruiter's best friend… How to treat people interviewing at your company
Solutions
Stop having your HR representative work on so many positions at one time - Prioritize what's important...not what you MIGHT need down the road or later.
Create an automated process to respond to applicants - There are CRM's that have this functionality where you can send multiple emails to candidates. Avionte, what I use, is able to do this.
Create a better follow up process for quick feedback - Schedule the feedback meeting within 24 hours of the interview. Don't let it happen by chance. It needs to be planned and everyone has to understand the importance of it.
Create standards for feedback to all candidates and an update process/rhythm - Just because you don't have an answer doesn't mean you shouldn't communicate with your candidates. At least once a week is a good rhythm that will keep them engaged and protect your company's brand to not be a "ghoster."
Give a sh*t - Not Just because it's the right thing to do but because it protects/helps your company's brand and ability to recruit in the future. Understand that feedback is part of the candidate experience (some would argue the most important since primacy and recency (first and last) is often what people remember about most experiences)
Rick’s Process to eliminate ghosting
Eliminate the transactional mentality
Protect your company brand
Understand the Reality of the Talent Market
Breed the right culture
Communication, gather feedback quickly *** Realtime Feedback!!
Process for quick decision making & feedback
Lead person monitoring the interview (founder, HR, Recruiter, Admin)
Build in Knock-Out questions
Debrief each interviewer as they exit the interview. (Max 10 minutes) - add that to the managers calendar
Evidence to support a “No”
If they dont pass the knockout, let them go
Key Takeaways
Feedback (good or bad) is super important to candidates and if you want to attract the best talent and protect your company brand you need to get great at delivering this in a timely manner.
This doesn't happen unless you make it a priority as part of your candidate experience process, and if you don't think you have a process, you actually do and I'm pretty sure it's BAD.
We all need to CARE more. Looking for a job is sometimes one of the hardest and most difficult times in someone's life, and we need to treat people with that in mind in relations to our interactions, as opposed to just focusing on fill another job for your company.
Here’s a shocker for you guys today… Hiring Good People is Hard! Or is it? Maybe we just make it hard on ourselves because we make compromises based on need.
Today we are going to take you on the hiring journey of one startup who have managed to beat the odds to build amazing teams.
Today’s Quote:
“The pessimist sees difficulty in every opportunity. The optimist sees the opportunity in every difficulty.” - Winston Churchill
Guest Bio:
Anderee Berengian is Co-Founder & CEO at Cie Digital Labs, an interactive development firm and Managing Partner at RezVen Partners.
With more than 20 years of experience steering corporate and product strategy, Anderee is an accomplished entrepreneur, technologist, and investor passionate about driving progress through digital innovation. At Cie, Berengian is responsible for building a world-class execution-focused team and growing Cie’s digital transformation ideas into sustainable, profitable companies.
Show highlights:
What really makes hiring hard
How to make hiring easier
Problem:
“Organism rejects the thing that doesn't belong”
So why do we hire people that are wrong for our companies?
Used to screen - look at Skills first
Are we truly interviewing and hiring for culture?
Biggest pain point is time- Interview 10-12 to get a hire.
Streamlining the process to save time
The top dictates the culture
Check for cultural & skills fit
Make people comfortable .. Casual setting, get a much better sense of who they are and how they will fit.
* Bring back for social interaction
Foster a lot of team-based interactions
-heavy screening for culture
Promoting people who propagate the way they think and execute
Rick’s Input
Difference between Culture & Perks
Culture is what happens when no one is looking- how people interact, treat others
The icky stuff
Solutions:
What needs to happen in the interview process?
The shift in recruiting to tell the story very clearly.
The person can self select very quickly if they want to join.
A structured process, lead drives the process
The interview process for onsite
Technical- screened, test-
Artistic-
Recruiting team-
Bring in to interact with people.
Meet with people in their department, adjacent teams,
Offer stage-
Had one candidate they really wanted, lost to another offer
Rick’s Input:
A deeper level of understanding/vetting on the front end… ie: phone screen, recruiting call, introduction
Target no more than 3-5 people to bring onsite for an interview. If #1 is a fit, hire! no need to comparison shop
Key Takeaways
Build right so the organism rejects what doesn’t belong. Look for the cultural fit first
Take your time hiring. Hire slow and then if you need to make staffing changes, do it quickly.
Attention comparison shoppers... waiting to see a “few more people” to compare before deciding to hire? Bad Idea, Time kills hires!
Riddling your interviews with randomly placed hurdles is just madness. Making the interview process challenging is essential but there is a correct order to the journey you create. Each step in your interviewing process must be intentional.
Today we are going to help you bring order to your interview process.
Today’s Quote:
"Comparison is a thug that robs your joy. But it's even more than that - Comparison makes you a thug who beats down somebody - or your soul."
- Ann Voskamp
Guest Bio:
With the resurgence of Big Data and AI, Shane Bernstein realized the tools needed to scale the effective outreach approach were finally available! His C-level customers were continuously frustrated with no viable and consistent solution, and unable to build the teams they needed in order to have the global impact each of their businesses required. So Shane founded Rolebot.
Utilizing the power of AI, he and his team have developed software enabling companies and staffing firms to reach their goals and measure ROI. As a result, Rolebot eliminates the way in which we traditionally pre-qualify talent, from days/weeks to seconds, and increases recruitment output and engagement results by 10x.
Show Highlights:
What is making it impossible to hire Great people
Over Interviewing- How much is too much
Efficient Solution to come to a decision quickly
Problem:
Over interviewing is a direct result of Not having a solid hiring Structure
Clarity of Intention
Clarity of Values, Cultural & Skills Alignment
Not Knowing how to ask the RIGHT Questions to gather clear evidence to support a decision
Where are the Obstacles?
Over interviewing makes it harder to get the hire.
Timing (time kills placements)
Too much time kills interest.
Time allows time for competitors to steal… not an if, but a when
Feedback channel
HR prescreens
HR assesses for culture fit.
The Team should screen for culture, not HR
Take home assignments- Give BEFORE you get… mentality
Pre-screen is a big waste of time.
What is Over Interviewing?
Reality vs. Perception
Comparison Shopping
Hurdles - Mindset Issue (You are not the only pretty girl in the bar)
Demonstrates weak leadership
Feedback channel. Is slow when the process is slow
****people hire on gut feeling…
Rick’s Input
Why? Company does NOT have a strong interview structure
Treat each person as though they are your Only option!
Solutions
The Set Up
Recruiter - recruit & ask questions
Is the recruiter/hiring manager bringing value?
Manipulate time to gain accepted offers
Someone needs to own the process
Interview Process
Two step process
Phone interview - lead, manager (not recruiter or HR)
Credentials
Technical skills assessment
Skills-based conversation run by a team member
Onsite
Get it done in 1 day… do not bring them back
Has to be vesting on both sides.
Have a hiring team & a process in play
Put the decision makers and the people who will have to work closely with them
Make sure the people can sell the position & the company
Be able to sell: Why should I take this role?
Rick’s Input
What’s in it for me???
Phone Interview Establish -Why, Cultural Alignment, Impact
Point person (CEO, Founder, Recruiter (not a farmer)
Onsite
Timed
Structured (3-5 person Interview team)
Challenging
Knock Out Questions- aligned with Core Values
A decision in 24 hours!
Key Takeaways:
Assess the current process, does it align with the current marketplace, what ROI does each component bring, what is % of rejected offers, etc…
Figure out what must stay, what can be omitted, or moved around and integrated
The goal is to strike the right balance for your organization
Alternative ways to hire salespeople when your company is getting started. Sales are the lifeblood of a company but what do you do when you need to grow revenue but have a limited budget? You get creative. Today we are talking about an interesting alternative to driving sales in the form of Independent sales reps.
Today’s Quote:
"Pretend that every single person you meet has a sign around his or her neck that says, 'Make me feel important.' Not only will you succeed in sales, you will succeed in life." - Mary Kay Ash
Guest Bio:
Marinela Gombosev is the President & COO of Evoke Neuroscience, a commercial-stage diagnostic company focusing on early detection of Alzheimer’s and other dementias with a vision of ultimately eradicating dementia. Marinela is a roll up the sleeves leader who strives to work across all levels of the organization, lead from a place of authenticity, and effectively represent the company to its clients, partners and investors.
Over 50,000 patients have been assessed using Evoke’s technology and under Marinela’s leadership, the company has twice been ranked in the Inc. 500|5000 fastest-growing private companies.
Show Highlights:
The good bad & ugly of hiring independent sales reps
How to hire them in the most efficient manner
Problem:
Why hire Independent sales reps?
Independent manufactures reps?
Upside
No money to spend, a great way to get growth
Don't pay anything until they close a deal
Fast
Rephuner.net
Downside
Control or visibility
Way to monitor, don't want to be managed
Misunderstand the product, regulations, Get burned a lot
Can put you in a legal liability
Misrepresentation of contacts & skills
Solutions
How do you hire them?
Dirty secret: You are buying their relationships
Hiring because they are trained. Many are pretty bad. Where she has been successful are the ones with relationships. Once they sell their relationships.
Similar types of products.
Who are your call points? Personal network? Other reps that work with you?
Place an ad and make sure profile is written for reps
Who are you selling to, what are you selling, how much $ am I going to make
Schedule call
Evaluate call points
Level of interest
Product Understanding
Amount of time they can invest
How many other clients they have
Where am I on the priority scale
Hire
Sign NDA
Disclose comp plan
Sales rep agreement
Comprehensive Training Plan
On boarding program & test
Access to all the training materials
Rules
No exclusive territories
Lead registration program / lead protection
Demo product
Short term play once the network is exhausted they usually burn out
Internal expertise helps to close leads
One to Two phone call hire
3-4 hour time investment per person
Product margins to support it
A revolving door of recruiting. Have to constantly recruit
Need 50 because most of them are not selling
80/20 rule
** Prepare for a love/hate relationship
We are hard-wired to follow a routine. This is why we perform certain tasks better throughout various times of the day. So designing your hiring routine to follow a person's optimal performance is crucial making the right hiring decision.
Understanding and evolving your personal and company routines are vital for attracting talent!
Today’s Quote:
"Celebrate life in all its glory - challenge yourself to let the routine sing, and the new dance." - Maximillian Degenerez
Guest Bio:
Conventional wisdom suggests the best way to navigate our noisy new world is to accept change: Open up to novelty. Go with the flow. Embrace the relentless pelting of content minute by minute. Dr. I. is here to say this is not the best way to journey through our lives — and in fact, may go against our very nature.
Dr. Angel Iscovich is the President of Inflexion, LLC and the Author of his new book: Routineology: the Art and Science of Routine. Find out more on his web page www.angeliscovich.com and Routineology for Instagram and Doctor I on Twitter.
The crux of Dr. I’s book is that humans not only require structure, they thrive in it. From the womb to the tomb, we create and recreate numerous dynamic “Time Bubbles,” offering us meaning, fulfillment, and purpose. He is excited to show how implementing routine in one's life can lead to better, health, joy, and fulfillment.
Show highlights:
The science of a routine
Benefits and negatives of a routine
Build a strong routine into your hiring practice
Problem:
What is a routine and why does this matter?
The science of a routine
We are wired for regularity
Change is not necessarily good for us.
Routine is boring because you are doing the wrong things, wrong habits
Leadership
Importance to develop regularity, routine & structure
Routines become rituals and rituals drive the culture of the company
Doing things regularly enhances performance
Solutions:
Personal Routine
Make a routine of spending 45 minutes alone - reflecting
Turn off the data, social media
Especially if you are being creative or making a big decision
Wired to regularity: being smart about what we do and when we do it
Knowing your Circadian rhythm
Technology is not able to replace Humanity, “Techmanity”, or how we are wired, is important in hiring talented people.
Company rituals need to be re-engineered to meet the needs of the people
Interview & work productivity routine
Task-related activity 8-10 am
People Engagement 10-12pm (people are most social)
Postprandial dip after lunch recovery time (task-related)
Cortisol levels drop by 3 pm (Starbucks coffee, tea time) - Innovation time
Least productive time - the body needs an energy boost
Good time to meditate
NOT a good time to interview!
Great time for Innovation though... brainstorming
Another hour of productivity 4-6pm
Send people home at 3 pm and log on for another hour of work at 7 pm
*Optimal interview time between 10-3
Rick’s Input
Hiring routine with the purpose of being impressive
Interview people when they are most
Key Takeaways:
We are wired for Regularity and our unique Routines in themselves give us meaning and purpose.
Our Circadian Rhythm provides us with when we are at our best and when we can be most productive.
We need leaders to make for stable environments for our team members that create Routines, Rituals, and our Company Culture.
Is it a good or bad idea to hire former employees back? In today's job market, people may exit a company to experience life at a startup, change industry, or even go back to school. So why would you have a no-return policy?
Jack Dorsey left Twitter to found Square between his two stints as CEO of Twitter. And Steve Jobs was a boomerang hire. We need to start treating departing employees as future brand ambassadors, potential customers, hiring references, and even boomerang — returning employees.
Today’s Quote:
"There is nothing like returning to a place that remains unchanged to find the ways in which you yourself have altered."
- Nelson Mandela
Guest Bio:
Lee McEnany Caraher is the founder and CEO of Double Forte PR & Digital Marketing, a 15-year-old national agency that works with beloved and up- and-coming consumer,technology, and wine brands. An acclaimed communication strategist, Lee is known for her practical solutions to big problems. Lee has a reputation for building cohesive, high- producing teams who get a lot done well and have fun at the same time. She is a straight talker who doesn't hold too many punches, although she does her best to be pleasant about it. Her big laugh and sense of humor have gotten her out of a lot of trouble.
The author of Millennials & Management: The Essential Guide to Making it Work at Work, Lee based the book on her experience with epically failing and then succeeding at retaining Millennials in her business. Her second book, The Boomerang Principle:Inspiring Lifetime Loyalty From Employees, published in 2017, is a pragmatic and actionable guide to creating high-performing work cultures ready for the future (available on Amazon).
Lee is a popular guest expert on leadership, intergenerational workplaces, public relations, crisis communications, social media and integrated marketing. She splits her time between San Francisco and New York City, and puts her medieval history degree to work every day.
Show Highlights:
What a boomerang hire is
Why you should absolutely integrate this practice into your talent acquisition process
How to acquire boomerang hires
Problem:
Why would you hire someone again?
If they come back to you it means they liked it there
Not going to hire them for the same job
They will be even more valuable to your company the second time bring something of value to your company
Take less time for them to come up to speed 2-4 months (up to 12 months for new hires)
Boomerangs are the highest performing hires at google
More than 45% of millennials say they would absolutely return to a former employer
What would make someone eligible for rehire?
Anyone who leaves in good standing
Building loyalty beyond employment
Rick’s Input
Already familiar with the culture
Boomerang trend pioneered by millennials
Rehires are less risky-
would not choose over someone outstanding (rockstar)
The decision should be made based on the exit interview
Solutions:
Mindset:
Understanding why people left
Take a long view
When they leave
Be happy for them
Never counter
Ask “how can I help you?”
Steps to create a re-hire program:
Create a program or environment - keep in touch with the people who left on their own volition
Set up an Alumni program (company run) facebook group (not a Linkedin group)
Content engagement
Keep the universe up to speed with what you are doing….media relations
Birthday card
Share wins
Interaction… stay close to the universe of potential
Hiring- share new roles with the alumni group letting them know that hey can came back.
How is Onboarding different?
Rick’s Input:
Why did people leave in the first place
One survey found 70% of employees say job related training and development opportunities — or lack thereof — impacted their decision to stay at their job.
Growth & training
Leadership does not have their back
Trust - transparency, communication, investment (not perks)
Consider re-hiring people who left due to a poor leader (toxic executive)
Key Takeaways
If we aren’t open to hiring former employees you are SHRINKING your potential talent pool of great employees
Everyone who leaves you can hurt you or help you. Do everything you can to let them help you! Help you find new employees, help you spread the word, help you find good partners.
Take the long view – your business will be BETTER all the way around if your employees are loyal to you – NOT because you pay them but because they WANT to. And then every time someone leaves the company you are actually GROWING your footprint not shrinking it.
Not making a decision quickly is one of the biggest mistakes a hiring manager makes. Often the fear of making the wrong hiring decision leaves people in limbo and ultimately turns them off from working at your company.…....Wanting to see a “comparison candidate” is a clear indicator of a broken interview process!
Today’s Quote:
"Passion provides purpose, but data drives decisions." - Andy Dunn - CEO of Bonobos
Guest Bio:
Mitch Balzer is the Co-Founder & Executive Vice President of Agema Technology Inc, an Orange County based Professional Services focusing on enterprise business systems like Oracle and SAP, Virtualization, and IT Security. Since starting Agema in 2012 he has overseen many of the Fortune 500 clients in the Information Technology, Government, Insurance, Finance, Utilities and Oil & Gas industries ultimately delivering a 77th ranking on the Inc. 500. Prior to Agema, Mitch started his career with a national, publicly-traded technical services firm rising quickly through the ranks. In 2002 he helped start another staffing company driving revenue and delivering a top 100 Inc. 500 ranking before departing to cofound Agema. Mitch Balzer and Agema also hold a Secret Clearance.
Show Highlights:
The Comparison Syndrome
Why this is detrimental to your business
How to structure your process to avoid this costly mistake
Problem:
Why is this important? FEAR
Fear of a bad hire for a mid-level manager.
Want to see another resume, comparison candidate
**Making a decision on the hire - biggest mistake a hiring manager makes!
Setting expectations- pre-commitment, you trial close a candidate (at least you should be) when you have them interview by asking will you take this job if offered? You need to do the same with the hiring managers, if a great candidate that fits X, Y, and Z comes in tomorrow can you offer them the job right away?
Ham & Egg - one good resume with one the recruiter knows isn’t a great fit
Resources
Why this is Bad for your business?
Ramifications of waiting – time kills all hires
Outcome - sent lesser people
Prioritization of the roles – your openings will be a much lower priority whether its an external or internal recruiter
Rick’s Input
Stalling the process kills Momentum, Interest & Engagement
Result of poor planning
Defining “WHO” is needed
The reason you are unsure is due to the poor interview techniques/process
Gathering the right EVIDENCE in the interview
Solutions:
How to Structure for a decision
Who has the ultimate authority to make the decision?
Disconnect in communication and should be involved in the process
Clearly defined process. Get commitment to timelines on resume review, interview scheduling/process, and feedback and final decisions on a candidate.
Feedback channel (ghosting)
Pulling the trigger! Close, Close, Close
Everyone wants to go to heaven but nobody wants to die -Tom Delaney… you all want the best candidate but you can’t be afraid of making a decision.
If you are not sure… try contract to hire or hourly w2 consultants
Don’t treat people like everyone else. Keep it tailored to the individual
As a recruiter or service provider ask your clients what turns you off and then make sure you don’t’ do that?
Also, make sure you know how you can provide the most value to them.
Rick’s Input
Mindset:
Approach each person with Intention to Hire
Only Choice
Easier to say Yes than No
Plan & Know what you need
Structure the interview to surface:
Cultural / Values alignment
Evidence of transferable accomplishments/impact
Skills
Behavioral interview structure to make a data-driven decision
Communicate: pace, timing & what happens next
Unsure?... follow up call to address the issue (next day)
Key Takeaways
The harsh reality is that all sales/hiring processes have a cadence. If you have properly qualified your target, and then stay within that cadence, there is a reasonable chance you’ll get to “yes.” But if not, you are almost certainly going to, eventually, get to “no.”
No longer can you, Mr. Hiring manager, get away with bad behavior in an interview and think you will be able to hire the person across the desk from you. When your offer gets turned down and you think it was because of a higher offer, know that was probably not the case. It’s you, not me!
Today’s Quote:
"Etiquette means behaving yourself a little better than is absolutely essential." - Will Cupp
Guest Bio:
Diane Lee is a foremost expert in providing professionals, specifically millennial workers, with the business etiquette best practices needed to successfully present themselves in the workforce. Diane founded Street Smart Etiquette in 2011 to empower millennials beyond the theoretical, offering hands-on workshops and individualized etiquette courses to help them master business soft skills, and ultimately achieve career success. She has conducted business etiquette classes on California State University campuses at Fullerton, Long Beach and Northridge, along with El Camino, Long Beach and Pasadena community colleges. Diane has been a featured speaker for many Los Angeles and Orange County community, civic and business organizations.
This venture builds on Diane’s successful career in journalism and business marketing. After graduating from California State University, Long Beach, with a degree in public relations and business, Diane made a career in Maui, Hawaii, where she played many roles in the hospitality industry and television, and was a freelance writer. In the consumer food product industry, Diane expanded the production and distribution of many Hawaiian brands throughout the Pacific Rim and western United States, and achieved millions in annual sales for her clients.
After relocating back to the Los Angeles/Orange County area in 2008, Diane found herself at the Disneyland Resort, where she discovered her passion for training and development in the Guest Relations department. That’s where the light bulb went off and the urgent need for interpersonal communication skills was identified. Diane earned her credentials as a certified trainer at The Protocol School of Washington, and is also a certified training designer through the Association of Talent Development (formerly ASTD).
Show Highlights:
Why it is important to develop your interviewing etiquette
Provide a checklist on what to do first
Problem:
Why is this important?
The market is demanding it
Evidenced by turn downs
How should you treat people in the interview?
How do you get someone in the right mindset for your interview
Get people comfortable
Mindset: get the best out of the person by giving them the most
Charismatic listing
Good first impression & look credible
Duschene smile - smile with your eyes!
Offer a drink of water
Be punctual:
Discuss & contrast - 10 minute cutoff
Story Bad experience:
Kept waiting 45 minutes & had Dodger game on the whole time
Rick’s Input
The people you are trying to recruit are the decision makers (Sellers Market)
An accurate picture of what daily life is really like. Own your culture
Be present
Solutions:
How does a hiring manager use Etiquette to their advantage?
Here is a checklist of what to do to maximize your interview experience.
Greeting
Personal presentation- etiquette is making the other person feel comfortable
An air of credibility, one chance to make a first impression
Remember the person’s name
5 minutes of small talk
Ease the nerves
Then get into the meat of the conversation
Art of listening- leaning into the conversation
Your Physical Cues
Body posture, body language,
70% of people fail the interview due to lack of eye contact & smiling
Charisma- everyone should walk out feeling like they really want to work for you
Setting the person up for success - preparation, sending email re Parking.
Rick’s Input
Approach each interview with Candor & Curiosity
Hiring manager needs to set the example by being prepared
No cell phone
Key Takeaways:
Prepare for the interview, read & organize your info & questions. Check your personal presentation
Make a genuine smile, positive body language, eye contact and active listening techniques automatic habits
Get the most out of your time by ensuring the candidate is comfortable and you are relaxed & focused
Set your candidate up for success with appt details, beyond time and place, such as expectations, as well as, traffic & parking tips to alleviate pre-interview stress
Do personality assessment tests really work? We are going to discuss the why, when & how to give assessment tests. Personally, I am not a big fan because they do nothing to develop the human connection which is so important in today’s hiring landscape.
Today’s Quote:
"Body language and tone of voice - not words - are our most powerful assessment tools." - Christopher Voss
Guest Bio:
Founder and original software developer, David Ferguson, was born into a manufacturing family by virtue of his father, the owner/operator of a fabrication job shop that still operates today. Now, with over 25 years of experience working in and writing software for the fabrication industry, David is considered an expert in the job shop arena. A sought-after speaker, he has consulted with numerous manufacturing companies around the globe, guiding them to become more efficient and cost-effective.
In the early 80’s, David created and sold his first computer program, Arrow Data Systems, a CAD/CAM system for the Apple IIe computer. During this time, he observed his father coming home late each night, only to begin the estimating process for his shop. David saw an opportunity to automate the estimating process using technology. As a result, the “Quote It” estimating package was born, becoming one of the leading sheet metal estimating packages in the world. Shortly thereafter, wanting to expand its capabilities, David developed the FabriTRAK Production Control Package. Over the years, it had been licensed to both METALSOFT and Amada America.
By the end of 2007, David had regained control of all FabriTRAK licensing agreements, completely re-wrote its production control offering, creating MIE Trak Pro. MIE Trak Pro is a state-of-the-art ERP system ideally suited to manufacturing businesses. It was designed to accommodate most production cycles and optimize the capabilities of repetitive, custom, quick-turn, and mixed mode operations. To launch his newly optimized program, he partnered with Don Clutter and founded MIE Solutions.
Since its inception, MIE Solutions has grown over 500 percent. In addition to North American sales and support locations, MIE Solutions operates offices in Australia, Mexico, New Zealand, South Africa, and the United Kingdom.
Show Highlights:
Are personality assessments worth the time?
What are the true results you can expect
Problem
Personality Assessment Tests - Why should they be given
Measuring against what you are looking for in a person.
personality, Based on traits they think will be successful.
Screening tool
Do they damage the personal connection?
Cultivate the transactional relationship?
Create a lazy interview process?
What if you are wrong about the traits?
Judge against the company values?
Rick’s Input
Assessments are not an identification tool
The best tool is still a conversation
Assessments are Transactional
If used too early in the process, kills the human connection
Personality traits do not ensure a successful hire
Great to tell you how to manage after they have been hired!
Solutions
Order in which tests should be given & Why?
When should tests be given
For skills, onsite after talking to a live human and engaged
For personality, at the end.
How should they be given
PXT test - cultural fit
Provides more confidence in the hire.
Felt confident in a hire even though the personal side was not as clear
Additive to what they feel they can do
Flags people who give contradictory answers
Willingness to take the extra step has really amplified the level of quality and the people they hired
Results for David’s company
Lower attrition
Better employee treatment based on their understanding of the individuals
Management tools for the tenure of the employee
The exam is essentially the behavioral test?
Rick’s Input
To Judge against a cultural fit, you must know your corporate values first!
HUGE mistake - when company’s use it too early in the interview process.
Must have a person emotionally engaged first
Key Takeaways:
The assessment is just another tool in your arsenal
If you are not comfortable with it, don't hire the person (rash decision)
Don’t be rushed. Hiring is not an emergency
The average annual turnover in sales is 25 to 30%. That is the equivalent of hiring & training the entire Sales organization every 4 years! How do you know you are hiring a good salesperson? Why you look for evidence of success that is transferable to your organization. Today we are going to really help you sniff out the correct information to hire the right talent.
Today’s Quote:
"There are worse things in life than death. Have you ever spent an evening with an insurance salesman?"- Woody Allen
Guest Background:
Anthony Camacho is the Founder & CEO of Top Producer Factory. Having worked with start-ups to $40 million ‘small businesses’, Anthony is a sales and performance mentor to everyday entrepreneurs as well as Fortune 500 companies. He has personally cold called millions of dollars in sales, using techniques and strategies which he freely shares from the stage. A former Dale Carnegie Coach and certified sales coach through the Institute for Professional Excellence in Coaching, Anthony, 37, has 20 years of experience in cold calling, generating new prospects, bringing in new business, closing deals and managing sales teams.
Working with corporate clients, executives and small business rockstars; Anthony is currently on tour in the United States and Australia, delivering sales and leadership seminars and keynote talks.
Based in Southern California, Anthony – a father of four girls – is also a yogi, pursuing the lifestyle of Bikram Yoga in his downtime.
Anthony is the Author of 3 x best-selling books (Buy them on Amazon.com ») Anthony Camacho® has presented at more than 500 live events including TedEx style talks, workshops, seminars, Expos & industry-specific conferences. He has been a speaker/emcee for:
Habitude Warrior Conference (Erik Swanson)
Evolution Seminars (Matt Brauning)
Free to Bounce (Paul Cummings Worldwide Enterprises)
Guest lecturer (University of California, Riverside)
Miss West Coast Beauty Pageant
Corporate America including Fiesta Insurance Corp and Excellence Real Estate Empire
REEMA Beauty Charity Events
Various Chamber of Commerce
Show highlights:
How to identify great salespeople
How to sniff out the frauds
What to do in the interview process
Problem:
How do we identify great salespeople
Both parties need to be prepared. The interviewee should be asking about growth, opportunity, and professional development. Rate people on the quality of questions they ask.
How they interview? No structured interview process. Sometimes they just want a body… mentality about hiring the right person… run on Turn & Burn. Companies don't consider how much how much they really lose by making the right hire. Ultimately, hurts the company morale and customer base. Referral hires - no shortcuts.
Managers take a Narrow view or let complacency set in
Unrealistic High bar…. Looking for “rock stars”
Status quo is a business killer
Sales management -The reason bad sales hires are made, bad leaders hiring bad people. The biggest challenge is Mid-level Management. Mid managers are delegated.
Making people managers without training. How do I duplicate myself?
Letting middle managers learn & grow… giving someone a shot. (hope strategy)
Clarity on job description/expectations or even a clear compensation plan (not defined or clear)
How they get paid…. They lose their enthusiasm
Is the C- level is setting people up for failure?
Rick’s Two Cents:
Be wary of Stars!
Research indicates an A player at one company doesn't necessarily transfer to another
Train your leadership before they start hiring. I failed miserably when I was promoted to manager
Test answers
Solutions:
What to do in the Interview process
First prepare people & be prepared
What to bring, and prepared questions to have for us
Show the person that you are serious.
Private office, punctual (preferred early),
Observe how they present themselves, time frame.
Note: Starbucks & Denny’s are for MLM pitches.
What to look for: Anthony’s Ingredients of a good salesperson
Integrity- trust with the customer
Above and beyond in serving the customer
prior job experience/history
Loves door to door salespeople- most grueling job ever
Manual labor- if they know how to sweat, making a phone call is easy
Life goals, financial goals/aspirations = hungry for themselves
Closing ratio/formula to make a sale. Day to day sales activities break down (know their numbers, how do you get to that?
Hiring Management:
Promoting managers- good salespeople need to be trained to be a leader.
Training received before becoming a manager. Time to learn before accepting the responsibility- learn how to delegate, motivate, lead
Get a curriculum for leadership
Companies managers/ not leaders
Rick’s Insight
Focus on behaviors- Look for evidence
Understand how customer relationships are developed
Hire for core Values Alignment
Cultural fit
Look for transferable skills to provide growth opportunity
Locating transferable skills requires creativity
Training
Key Takeaways:
Benchmarks •Know your closing ratio and understand the closing ratio for your team
Desire •Does your sales professional and the team have a “BIG WHY” You can teach everything but you can’t teach desire
Buy-in •Sell the objective to your sales team
Diversity & Inclusion is critical to your company’s success but it is not a strategy. Here’s why... D&I needs to be built into the DNA of your company instead of being treated with kid gloves. Besides, hiring like-minded people is bad for business!
Today’s Quote:
"Our diversity is our strength. What a dull and pointless life it would be if everyone was the same." - Angelina Jolie
About the Guest:
Mike “Batman” Cohen is the Founder of Wayne Technologies, a recruitment training and search firm. Mike has over a decade of experience placing technologists, recruiters, and business development professionals, and has conducted training for Corporate and Agency Recruiters.
Throughout his career he’s learned several things that he’s committed to paying forward:
We can’t make it on our own - we need community
There is no “secret sauce” - we should be sharing our skills, tips, tricks, etc. openly
Data is extremely important
Being a good human is more important than data
He has worked with a diverse group of clients ranging from GIPHY, Spotify, TripAdvisor, Digital Asset, MacDonald Miller, etc.
He contributes articles to SourceCon, has a chair in the Program Committee with ATAP, helps run SourceHouston, and is a Brand Ambassador for ERE.
Mike has spoken at:
Talent42 (June 2019)
TechRecruit Los Angeles (July 2019)
TechRecruit Chicago (September 2019)
HireConf (October 2019)
HRTX Dallas
RecruitCon
ATAP Webinars
TalentNet
SourceHouston
ERE
HR Houston
Scala Up North
Scala.io
Show Highlights:
Why Diversity & Inclusion is not a strategy
How to embed diversity into your Company's DNA while staying true to your company values
Problem:
Why is Diversity & Inclusion such a hot topic?
Diverse communities are growing and matriculating faster than any other
Organizations are realizing that diverse thought doesn’t just come from people who went to different schools or studied different subjects, it comes from background, upbringing, etc.
We all want females, minorities & orientations.
Candidates are placing a large focus on organizations that put a value on D&I - if you want the best candidates - this is one of the things that’s important to them!
Why is this important to organizations?
Are we hiring because of D&I to check off boxes?
Shouldn’t we be looking deeper into diversity of thought rather than physical characteristics?
Hiring people who are different from you and are included in your culture
Shouldn't we just be concerned with hiring the best person?
Just start hiring people who make you uncomfortable
Embrace the differences
Hiring like minded people is bad for business
What about the alignment of core corporate values?
Define corporate culture.
Solutions:
If Diversity & Inclusion isn’t a strategy, how do we accomplish it?
You don't want to hire someone just because they are a certain classification
It has to go beyond “skin deep” - this isn’t about the way someone looks, it’s about integrating all different walks of life or trains of thought or images into your brand.
Not to diversify to make things different, but to create a culture where diversity is the norm - that is how you create inclusion
The desire to have different people is not a business strategy
It is a top-down mind-set as to how the business operates and what it considers important, successful, and a good fit
Vetting issue- how does one determine who the best person is. Not the values or mission
Grey area- Defining the gray area or you will fail.
Focus for cultural alignment vs skills
Perks that attract like-minded people, like Ping pong and foosball tables & kegerators, reduce D&I.
The Strategies to achieving D&I are merely the execution of a goal.
Companies aren’t built on strategies - they are built on vision and mission - Strategy is simply how we get there - is your company built on top of a foundation (mission and vision) that doesn’t celebrate diversity, but instead values it as a competitive advantage?
These values and mission themselves should come with a very diverse perspective.
The more avenues of thought the quicker and higher quality it will take you to that mission.
Rick’s two cents:
What should be your strategy?
Hire People who perform
Hire People who bring different perspectives
Hire People who will challenge you
Key Takeaways:
D&I isn’t a strategy, it’s a business mindset
Dissonance is a good thing! Just be respectful
Diversity is a mindset, Inclusion is turning that mindset into the norm
Erik Huberman, Founder and CEO of Hawke Media, Managing Director of Nest Equity Partners, and Operating Partner of Arrowroot Capital Management
What are the biggest challenges in building a distributed team as a startup? Today we discuss how to Hire, build process and lead in a distributed model. We will learn that uncovering the right people hinges on the Individual's desire and their emotional intelligence.
Today’s Quote:
“Completing one another is more important than competing with one another." - John C. Maxwell
Show Guest:
Mark Angel is the CEO and Co-founder of Amira Learning, the company reinventing learning to read with AI. Amira is a rapidly growing, venture-funded startup bringing the first intelligent reading assistant into K-3 classrooms.
Mark formerly served as Chief Technology Officer at Renaissance Learning, where he led the R&D organization and worked on the two most successful reading apps in the United States – Accelerated Reader and STAR. He has worked for 30 years in the Silicon Valley as a CEO, CTO and General Manager for innovators in the realm of Artificial Intelligence and Natural Language Processing (Ernst & Young, Nuance, KANA Software).
Mr. Angel is the founder of three successful start-ups. He is a chief inventor on more than 10 patents in the areas of search.
Episode Highlights:
The Story of the Challenges faced when building a distributed company
3 biggest issues you struggled with
Tools & solutions that worked best for your team
Problem:
Challenges in Hiring a Distributed Team:
Hire for the distributed model
Learn to screen for people who are truly able to function in a distributed environment
People not really self-aware.
Build process around the distributed model;
Challenge: creating infrastructure and culture of behavior to help people to collaborate
Choices in tooling that turned out to be wrong
Have to "servant-lead" for the distributed model.
What issues have we struggled with around hiring?
Where they will Thrive!
People are not self-aware around work mode…
The focus seems to be around the technologies they want to use or the comp they want.
Discuss the Model
Need to put the issue up front before people get excited about the rest of the story and fool themselves and consequently us
Core Values alignment
We need to be conscious that some folks like talking/collaborating and for others, it’s not the most pleasant part of the day. We aren't going to change a leopard’s spots.
Creating a situation where there is a balance of work and not having too many meetings. Keeping people in a place where they are getting constructive work behavior. Getting that work done but also helping others to get the work done. People are happiest when you find the “groove”.
Rick’s Challenges
An issue of Upfront Expectations alignment
Continually ask “Why”
Solutions
What have we done about this?
Put this issue front & center in the interviewing process
Getting out of the skills-based mindset.
Screening - needed to find people who are able to cope with the nature of the model.
Intentional about the need for people who are wired to work in a distributed environment.
-talk about the distributed issue up front.
Hired a recruiting expert
Learned to screen for being at least somewhat "outgoing" and "opinionated"
"Servant-leadership" for the distributed model.
How do we manage work?
Baking collaboration into everyday environment. Tools like google suite/slack/zoom/github/atlassian -- basically emphasis is on creating the norms around the tools. Understand when they should be using the tools
Slack, Zoom, Gmail suite, Google docs works really well, hangouts did not for them.
tools around design thinking.
Set of heuristics and norms around the tools.
Allow people Flexibility
Work at home or at Wework, Techspace
What went right & wrong in the process?
right -- took a "team experiment" approach
right -- recognized they needed help & hired an expert
wrong -- didn’t push hard enough to create norms
Rick’s first step
Take the time to understand a person’s desires before you “Pitch” the company
People will tell you what they want. You just have to ask.
"If you could design your ideal company, what would that look like for you?"
A company where you will Thrive!
Key Takeaways:
Hire people who are self-aware - Hire for EQ & cultural fit first
Experiment with popular tools to find the tools that “best fit" for your team
Recognize you are fighting human nature and hire to overcome
Non-verbal communication and digging for clues to get to the root of who people really are. 93% of our communication is delivered non-verbally. Extracting the correct information starts with your openness and then observing how things unfold.
Today we are going to hone your ability to read people better in an interview!
Today’s Quote
"You don't have to tell me what your limits are when the decisions you make, your actions and body language says it all."
― Marlan Rico Lee
Show Guest
Ernie Basulto developed an early interest in cultural and human relations as he grew up in two separate countries. He was inspired by his father to develop the ongoing needs of the Hispanic workforce, and has done so by providing support and guidance to both business leaders and employees throughout his 26-year tenure in Human Resources. Ernie holds a Bachelor of Arts in Business Management from the University of Phoenix.
Recently, Ernie was a Senior Human Resources Business Partner at the 5th largest retail mortgage lender in the nation, and is currently the Director of Human Resources at Antis Roofing & Waterproofing. At Antis he provides leadership in all aspects of HR including hiring practices, establishes company culture, and guides employees to find their Purpose at work.
Episode Highlights
How to build rapport
Reading verbal and nonverbal cues (body language)
Problem
Focus on “Skills” clouds our vision so we misread people. Why is this such a problem? First, we need to get people comfortable in a manner that is congruent with your environment
Open interaction
Ask a Basic question: walk me through your resume to gather a baseline.
Settle the nerves, get comfortable
Observe & Mirror to build rapport
Listening to them
Experience questions where they tell him stories to evaluate thought process, how the person treats others, react under stress. You can tell a lot about a person by the way they tell a story
Depends on the type of role they are hiring for.. Look for little signs, hints
Example: story- stories focused on complaining about their company throughout the story. Pivot into what did you do to fix the problem. Tone of arrogance. He released him from the process and gave him the feedback.
Solutions
How do we structure the interview and what should we be looking for?
Opening question to behavioral
Company values, requirements of the position, Fit with the team (cultural fit)
Hiring Manager > on occasion they meet with the team.
So important at all levels, especially where you are exposed.
Raising the bar on performance
Reading Body language
What to look for?
Depends on your culture/environment
Positive body language
Body Language flags
Rick's Points
Be Aware of your own body language! Open & Positive
Past nervousness, fear & discomfort
Important to make people comfortable first
Get past
Mirroring- Unconscious sometimes
person trying too hard to build rapport
Shoulder movements communicate emotions
Positioning & movement
Uncertain or lying -slow rise - lack confidence
Extreme behaviors- pay attention
Key Takeaways
Observe & Mirror
Get past the nerves
Shoulder movement tells all!
Brian Frankel, Marketing Consultant of Ignite.Consulting, TiE Charter Member, and Founder, of Mentor Matchmaker
The mistakes we, as entrepreneurs and hiring managers, make when building our companies. Often our need to fill overrides our logic in determining the fit between both parties and as result Core Values are often ignored. Assumptions, unclear expectations, and lack of diligence make for a perfect storm of a disastrous hire.
Today’s Quote
"Hiring people is like making friends. Pick good ones, and they'll enrich your life. Make bad choices, and they'll bring you down." - Jason Fried
Show Guest
Erik Huberman is the founder and CEO of Hawke Media, the fastest growing marketing agency in the United States. Launched in 2014, Hawke Media has serviced over 1000 brands of all sizes, ranging from startups like Tamara Mellon, SiO Beauty and Bottlekeeper to household names like Red Bull, Verizon Wireless and Alibaba. Hawke Media has taken home numerous industry awards including inclusion on the Inc. 5000 2017 list of “Fastest Growing Companies”, Fortune Magazine’s “50 Best Workplaces in Southern California” and Forbes’ “Content Marketing Companies to Check Out in 2018."
"Prior to Hawke, Erik founded, grew and sold two successful e-commerce companies. Huberman is the recipient of numerous awards including Forbes “30 Under 30,” Inc. Magazine’s “Top 25 Marketing Influencers,” and Best in Biz North America’s “Marketing Executive of the Year.” A regular contributor to major publications like Forbes, Entrepreneur and CS Q. Huberman is also a well-known keynote speaker.
Episode Highlights
Break down one of your early hires and talk about the decisions that were made and why
What we learned and how you can avoid making our mistakes
Making a wrong Hire: Walk through the story
Hired an executive, all-star, great background
“Why would you buy a dog if you're the one barking on the corner”
Discussing expectations, but not the HOW.
Had a budget, revenue numbers, really clear…
Takes time for executives to ramp up
Hired from a large company- a different mindset
Taking people through a more formalized process.
Properly frames the mindset as a professional environment
You are taken more seriously
Onboarding Process
Didn’t have a process. Throw people to the wind
Unprofessional entrance + people didn't view it professionally
Made the mistake of selling perks
Hired 7 people in the beginning, only one stayed past 6 months.
Bridging the gap with the business.
Post hire, you are not done once you made the hire. Once someone is hired, real-time investment into their success.
Rick’s Hiring Mistake
Hiring Friends without clear expectations
created an expectations document
Key Takeaways
Stick to a hiring process - It must be Professional
The more senior the hire, the more time investment to align expectations - May take up to a year to come up to speed
We don't hire for human competency but for skill set. Our language is inhuman in spite of the very real experience of working with HUMANS. People want Connection and Authentic Interaction. We need to understand What makes you, you?
Today’s Quote:
“Learn everything humanly possible about everyone you do business with." -Harvey Mackay (Swim with the Sharks)
Show Guest:
CEO of Balance Integration Corporation | Advocate for Corporate Culture & Employee Engagement
Tevis Trower is a pioneer in optimizing corporate cultures. Heralded in bestselling Megatrends 2010 as “corporate mindfulness guru for the new millennium”, Tevis has assisted powerful organizations ranging from Disney to Morgan Stanley in optimizing their most precious assets: human beings. She has created and facilitated global executive immersions for prestigious organizations including Harvard Business Review Events, Young Presidents Organization, PWC, Bloomberg LP, Viacom, Google and The Economist on issues including mindfulness, executive lifestyle, personal mastery, innovation, and the role of consciousness in creating radical success.
You can find profiles and expert advice from Tevis featured in respected media outlets including Forbes, Fortune, BusinessWeek, Glamour, YogaJournal, CIO, Pink, RealSimple, Crain’s, New York Post, Financial Times, WWD, New York Observer, MSNBC, FoxBusiness, NY1 and Martha Stewart. As NYU Faculty teaching Business Creativity & Personal Mastery, Tevis has also served as worklife expert to WebMD and Huffington Post. Tevis lives what she teaches spending time in NYC, Montauk and Woodstock, enjoying surfing, snowboarding and entertaining friends at home with her dachshund, Ruby.
Episode highlights:
Why it is important to re-humanize your hiring process
Changing the mindset by shifting the language
The formula for a successful shift
Problem:
Why is this important?
Because we focus upon skill development to get into the roles we aspire to, we buy into the notion that work and life are separate. But the reality is that we are only one person, one being.
Through this buy-in to self-abnegation, we leave ourselves out of the workplace and all but guarantee to burn out and disillusionment. When we approach interviewing that way, we’re bound to forget that the person across from us is first and foremost a human being.
Impostor syndrome of the interviewers (hiring managers!)
IS-is there a place for me here? Everyone feels a little like a fake/fraud.
Myth: This person is only as good as their resume.
Truth: Most of the best people, have the worst resumes
Mindset
Creating a corporate culture happens one conversation at a time. Talking about what you are passionate about, what matters to you.
Work is home
It is a demand market.
* we forget we are hiring a human being… not filling a seat.
Bring an entire life into the company
Rick’s Thoughts
Stay away from “stinkin thinkin” - Transactional thought
Judging people based on a piece of paper
Restructuring the recruiting department to touch those who apply
Solutions:
By shifting the language we begin to shift the mindset.
Changing the language - humanize
What does it mean to be human at your company?
Don’t talk headcount, filling a seat
life count, heart count.
Talk about finding the “right new colleague”
Not filling a seat or role, rounding out our community
Shift to human terms
The breadth and depth of this person.
Talk about the eulogy and not the resume
Think of everyone in terms of a peer
Values -
The framework is in the questions, not the answers
If the adage is that people leave managers, not companies, they probably refuse offers from managers as well. Foster a culture that supports the value for success. Are they Google-ly? And what happens when being googly becomes a weakness? Homogeneity can be a downfall.
Rick's Plan
Cut out words like “candidate”, Job Description, industry terms
Key Take Away:
Tune into your own Humanity
Humanize the language
Slow down the interview process to give more room & space
Before you hire, you need a clear understanding of what you need and Why. What is required needs to be focused on the work that needs to be accomplished. And that’s Why it helps to prioritize the level of importance.
The most crucial part of the recruiting process is understanding why this is really needed. It is often overlooked.
Today’s Quote:
"There are no secrets to success. It is the result of preparation, hard work, and learning from failure." -Colin Powell
Show Guest:
Greg Toroosian has spent the best part of a decade recruiting for technical positions across software, IT, and hardware verticals. He also has experience building non-technical teams including finance, marketing, business strategy, legal and operations. His career started in the UK as an agency recruiter working with companies in various industries and at different growth stages. He’s currently the Director of Talent Acquisition at sweetgreen where he oversees the team that manages all corporate hiring for technical and non-technical teams. sweetgreen is set to grow rapidly this year due to their focus on technology and the recent large round of investment they received.
Episode highlights:
Defining what is needed and why
Our Methods for defining and prioritizing your roles
Problem:
Hiring managers don’t really know what they need
Understand the gap, skillsets, and planning for growth
I need another one of this person
Job description we used last time
Factoring in lead time to make the hire and then bring someone up to speed.
Realistic Timelines
Inefficient time spent on the wrong people because the hiring manager is really not
Sitting down and outlining the work that needs to get done
Prioritizing the work
Setting performance benchmarks
Solutions:
Focus on the What and then the Why
Greg’s Intake Process to define the What & Why - Request Greg's Intake Form: andrea@stridesearch.com
Prioritization: is this really needed?
What will the person be doing?
How will that add value here?
How is the work being done right now? (light bulb of urgency)
Forward-thinking- hiring ahead of the plan
Hire toward the body of work
Rick's Input:
Write down the actual work that needs to be done with a timeline
Define the expectations by setting at least 3 Performance metrics for the first 90 days
The Problems that need to be solved help to gain emotional buy-in
Tie the work to Growth - Impact
Key Take Aways:
People are attracted to the problems you solve
For hiring managers: Upfront time spent configuring the process and fleshing out then real need is crucial to a successful, smooth and efficient process. Give your recruiting partner adequate time, think through the real need and purpose of the role, and be clear on what the success criteria is.
For recruiters: Know that this is where you can add a lot of value as a partner. Be confident in the questions you ask, be inquisitive, think about what you need to align on and focus on unearthing that information. This document and the information it contains will be what you refer back to throughout the process to make sure you’re on the right path and to push back when necessary.
Employer branding is a very hot topic! Today we are here to challenge conventional wisdom and say that people pitch their company and themselves wrong.
They pitch what the company does and the perks they offer rather than the problems they are solving first. Talented people want to solve challenging problems!
Now I am a huge believer in looking at what everyone else is doing and doing the opposite… it works for me!
Today’s Quote
"A problem is a chance for you to do your best." - Duke Ellington
Show Guest
As a global Keynote Speaker and Managing Partner of InfluenceTree, Ryan Foland helps executives harness the power of vulnerability and authenticity to build better, more relatable, more profitable brands. Recognized by Inc. Magazine as a Top Marketer and named a Top Personal Branding Expert by Entrepreneur Magazine, Ryan is the inventor of 3-1-3® Method, a discovery process that helps communicate ideas into three sentences, which is condensed into one sentence and then ultimately boiled down to three words. His book Ditch The Act: Unleash the Surprising Power of the Real You for Greater Success, will be published in October 2019 by McGraw-Hill. When he is not speaking, he is likely sailing.
Episode highlights
Why the positioning of your messaging does not attract people to your company
Share our methods for engaging talent to be drawn to your company
Problem
No one cares what you do or who you are.
Try instead promote the core problem you solve.
Lack of Aspirational influence.
People not Inspired by the impact your company will have on the world
Psychology
The mindset of the person you are talking to when presenting your opportunity
Reptilian brain- in charge of our survival
Fight or flight, sexual behaviors, anger & fear reside
Keeping people out of the fear zones
Rick’s Switch theory
The words that you chose to come out of your mouth either turn people on or off
Solutions
3-1-3 process - Tease out the problem you solve to uncover the actual pain! Solve the problem of.....
3-problem you solve in one sentence (problem, solution, market)
1- condense to 1 sentence
3- Words (Marriott of marketing)
Pain being solved by the position & pain of the company that they solved by their customers. Alignment of pain points.
Eliminates being another me too company
Example of a good 3-1-3
The difference between success and failure hinges almost entirely on a company’s ability to hire the right team. One bad hire can destroy the company. We provide a step by step process that eliminates wrong hiring decisions. Startups need a competitive advantage when fighting for talent.
Rick’s first step
Open with a slap in the face by Locating a career wound!
Locate the pain first. Match the problems solved with the solutions the person can gain by joining your company.
Lead people down a path and let them draw their own conclusions
Key takeaways
Nobody cares about the words coming out of your mouth
People are attracted to the problems you solve
Change your messaging! Problem, Solution and Market
Ryan's Social Media
Instagram Linkedin Twitter Facebook
"Post and Pray" yields mediocre results and yet It is the go-to method for most companies, especially startups. Look, dating apps have evolved so let's take a page from them and figure out creative ways to attract talent. After all, your companies success or failure hinges on it!
Today’s Quote:
"Pleasure in the job puts perfection in the work." - Aristotle
Show Guest:
Chris Russell is the Managing Director of RecTech Media. He is a digital recruiting expert. He began his career as a job board owner where he first learned the craft of attracting talent online. He's also a former corporate recruiter with real-world experience in the recruitment process and technology implementation.
As as a recruiting technology/marketing consultant he advises both employers and vendors on how to attract candidates or clients. He frequently blogs on the news site, RecruitingHeadlines.com, podcasts a weekly show called “RecTech” and conducts live video training on recruitment marketing tools and tactics at RecTechLive.com.
Episode highlights:
Why you should look at approaching job postings differently
The best ways to market your opportunities
Tools available to help you automate the process
Let’s talk about the approach almost all companies take
Write “job descriptions” (wish lists)
Do Not copy old ones!
Post on job boards
Farm the Job boards
Passively work employee referrals
The Job Description Format
-short 300 words or less - According to Linkedin?
Employer value proposition
Q&A job descriptions
Video
Cybersn.com
Harry joiner - long form job
Rick’s Format:
Build your job descriptions around uncovering a Career Wound
Build in Performance Metrics! - Let people know how they will be evaluated in their first 90 days
Tools to Use
Ripl- social media video slideshows
Buffer, deliverance, smarterqueue
Legend.im- turns text into animation gif
clipomac
Where & How to Post
Indeed- biggest board out there. - active candidate pool
Linkedin-
Facebook job board-blue-collar, hear
Google for jobs - Take advantage of all the free avenues
Take an Omnichannel approach- you need to be on all the channels. Be where your candidates are and continuously add content
Automate the flow of content out.
Be resourceful - text or email creative pictures (you next to a whiteboard with the person’s name written on it)
Angelist?
**Pushing out to facebook, twitter & LinkedIn. Video gets the most engagement and exposure
Times to post 4-6 pm at night FB- 3 pm on Wednesday
Key Take-Aways
Go Short or Go Long!
Re-format your job descriptions to Attract people! Define the % of time spent on tasks as well as performance metrics
Market your jobs by taking an omnichannel approach
Get Creative & use Tools to automate getting out your message
Today we are discussing the Steps to building & scaling headcount in growth mode. Making sure that execution & time to fill are aligned.
Today’s Quote:
"Growth is never by mere chance; it is the result of forces working together." - James Cash Penney
Show Guest:
Brendan Rogers, Co-Founder & Leading Recruiting of Wag Labs, has raised over $360 million in venture capital, most recently $300 million from Softbank's Vision Fund. Wag! connects pet parents to dog walkers and is currently live in over 110 U.S. cities. He co-founded a social discovery service to meet new people which grew to over 50 million users in over 10 countries and was acquired by IAC in 2014.
Brendan's next big event will be speaking at the ERE Conference on April 22-24th.
Episode Highlights:
How to ramp up from 0 to hero
Steps to put in place to avoid making hiring mistakes
You company closes your first round of funding
10 -12 roles from Nothing
no resources & no systems in place
Spreadsheets, manual task-oriented, process
Preparation before go mode
Building out pipelines, similar spaces, consumer-related companies.
How to avoid making the wrong hire.
How to scale for maximum impact
Tools needed. Process in place, a foundation to scale.
Get really good at identifying the right people, connecting the dots, sourcing- research
He does a ton of research, knows his space.
Strive to keep quality really high. Target specific businesses.
Action Plan & Execution
First hire should be a recruiter
Identify what is needed & write job descriptions
Right messaging
Tackled building pipeline, hired.com
Spreadsheet
Hired a recruiter, brought in an ATS (applicant tracking system)
First:
Get an ATS system first! -like Newton, Google (hire with Google) Greenhouse, lever
- take open requirements and intake with each hiring manager. Know the roles from top to bottom
Second:
Build a pipeline, training managers on how to use the ats, become partners with the hiring managers
Third:
Hire a recruiter only after 5+ open roles.
Admin- for cost savings
Having a foundation will only help you to scale.
Key Take-Aways
Be best friends with your Hiring Managers
Be on top of everything
Always be available
Invest in the right tools
A great hire happens when Career & Hiring objectives are in alignment.
Now more than ever, people want to feel whole in their careers and personal development has taken the lead in the decision-making process. Today we are going to look at hiring from the Interviewee’s perspective.
Today’s Quote:
"The things that bring you the greatest joy are in alignment with your purpose" - Jack Canfield
Show Guest:
As a Success Mentor, Shannon Johnson's passion for people has been the common denominator of her success throughout her 25 year career in corporate America. Today she is founder of her company, Stand Out and Get Hired, inc...taking one of her most successful achievements in launching best-in-class products to market, to now, launching the most exciting product of all...our future leaders.
Shannon worked for leading Fortune 500 companies in the retail, staffing, and pharmaceutical industries. Holding positions in marketing, management and sales, she has always been attracted to innovation and addicted to influencing others to think differently and get better every day.
Her mission is to inspire ambitious, driven, college students to take action in preparing to embark on their careers where they will thrive. She knows that Everything is possible when you believe in YOU FIRST & take action!
Episode highlights:
How to hire & get hired in the right role
The 3 pillars to “Stand Out & Get Hired”
Mindset
Getting your game plan together to successfully get hired
Settling for a “job”
How do you get the interview first?
Preparation
Not performing at 100% in an interview kills your confidence
Interviewing burns people out, then you lose momentum
Emphasis on the Resume- important but not
The resume is really a screening tool for the company!
Why is this important
Being sold on the Mission!
Bring your value and strengths to life
Mastering the skill of interviewing
Prepare for what will happen
Practice- mock interviews
Put your “Game face” on
How does a person/company stand out to make the right decision
Know your values
Your Why
Target what you Desire
Take Action
Shannon’s plan
Building your Brand
Expert in You… values, vision, strength building
Strength dashboard- strength finder assessment
Grow your quality network
Linkedin network, utilizing, leveraging and maximizing relationships that already exist
Sharpen your Interview Skills
Skills to beat your competition
Fundamentals: approach the opportunity, preparation (dress, execution)
Interviewing is a behavioral test. (highlight stories around 10 different behaviors)
Practice, follow up (stand out and be memorable)
Be relentless with follow up!
Rick’s Input
Identify target companies (no spray and pray)
Utilize Linkedin, Separate yourself from the pack (rise above)
Be pleasantly persistent & ask for the Interview
Key Take Aways
Align with your purpose
Take action to beat your competition
Self Awareness, Grow your Quality Network, Sharpen your Interview Skills
Today we are talking about Workforce Planning and our goal is to provide Clarity of what is really needed vs. what you think you want. Evaluating Your Internal Team and Your Mission is crucial to get the right people in the right seats at your company!
Today’s Quote:
"Never look back unless you are planning to go that way." - Henry David Thoreau
Show Guest:
Katie Weber, Founder & CEO of KMW Recruitment Consulting, a recruitment and coaching firm specializing in high-growth and transition scenarios for small to mid-size companies. With nearly 20 years of diverse recruitment experience, Katie has worked around the world with early stage start-ups to Global Fortune 500s. She now utilizes that experience to quickly assess recruitment challenges, recommend and implement best practices, and find creative solutions ranging from engaged search to plug and play recruitment teams for her clients. She has developed a Recruiting Search Framework with supporting tools that facilitates organizational communication, reinforces recruitment branding, eliminates bias, and attracts the right talent. With the addition of High Performance & Career Coaching, she ensures that the candidates she places change the game with levels of confidence, employee engagement, productivity and influence that are off the charts. Her hires are often the company's best hires and top performers. The company motto is: It's not just about filling a position, it's about fueling your mission!
Katie serves on the Advisory Board for London-based start-up, Grad DNA, holds a BA in Psychology from Elizabethtown College, and has a coaching certification from High Performance Institute. She is available for speaking engagements or workshops and will be a speaker at the April ERE Recruiting Conference in San Diego.
Episode highlights:
What happens when you don't plan?
Where to start
How to implement your hiring plan
Why is it important?
Run Lean- Instagram sold for $1B to Facebook with just 13 employees (2013)
Cost of a Bad Hire
Kills Morale, productivity
Disengagement is contagious
Planning & Kicking off your hiring plans for 2019
Evaluating the Mission
Defining what needs to be accomplished
Think about leadership first.
Evaluate the team that is already in place (workforce planning)
Budget & Timeline
The volume of positions needed to be filled, vs lack of internal leadership to manage them- open headcount before leadership.
Invest in hiring / promoting strong leaders
To chose the right recruiting strategy (partner, in-house recruiter)
Define who “We” are and Who we need
First Who, Then What - Jim Collins
Dare to Go From "Good to Great" - “First the people, then the direction”
Get the Right people on the bus, In the Right seats
Get the Wrong people off the bus
Evaluating your internal team
Cultural fit (Values, Attitude, Mission Ownership)
Education & Training required
Provide resources
Work Performance
Current
Growth
Accomplishments- Recognize even the small wins
Fulfillment- breeds engagement > Increased Productivity
Employment Branding/Messaging
Define the 3 things that are most important to them in terms of the job search
(open leadership) for greater collaboration
Top 3 trait alignment
What does that mean
Usually describing a company challenge
Transparency
Take Aways
Evaluate your mission, evaluate your people
Over communicate everything!
Fit people into your Company and not your Job
What do perspective Employees really want? A Personal connection or an automated interaction? I argue personal connection!My hope is that AI will be the disruptor that eliminates the transactional relationship from the recruiting process. AI is here and already starting to affect the way in which people interact with potential employers.
Today’s Quote:
"Automation is going to cause unemployment, and we need to prepare for it." - Mark Cuban
Our Guest:
Liran Kotzer, Founder & CEO of Woo.io. A serial entrepreneur, Woo.io is Liran’s third startup. For the past decade, he has been immersed in helping redefine and advance the online tech recruiting and hiring market sector. Liran spotted a market gap for helping employers and tech talent find each other much more efficiently, without all the hassles and wasted cycles between the two groups.
Show hightlights:
Where AI is already having an impact & where it is REALLY useful
Should you Leverage AI to maximize your impact (employment brand awareness)
What AI can and cannot do NOW in terms of recruiting
very interaction is totally transactional- can not be humanized...yet
Can’t yet fake a “Personal” connection
The nuances of human interaction
@scale- need technology to do the heavy lifting
Continuing an ongoing relationship
Automation using AI & ML
What do people (candidates) really want?
Personal connection to release or an automated release?
Communication, feedback & closure
Cultivate a relationship for relevant skills for future
Can automation REALLY cultivate relationships??
No- Neither can email or texting
What recruiting functions is AI replacing
Transactional components
Sourcing, Gathering intel (contact information), Farming
Process
Where is AI in recruiting relevant now
AI & ML to keep a pipeline warm.
Ability to create communication with the candidate in a unique & personalized way to help them to keep them engaged. To be able to recognize changes in behavior.
Understand your relevant audience. Can do the job and feed the culture (flexible)
Expand your target audience ("official" resume vs. True Skills)
Content?
Skills-based recruiting
Take Aways
Shifting from transactional recruiting into a long term relationship is a critical component for winning the right talent ahead of the competition
Technology can mainly assist you in maintaining long term relationships with your pool of talent and also with scouting the right people at the right time
Technology will not replace human interaction.
Conversational Capacity is the ability to balance Candor and Curiosity under pressure. Critical elements to every entrepreneur and business leader who are building an organization. And yet this element is often overlooked in the hiring process.
The great news is, it can be taught!
Today’s Quote:
"The single biggest problem in communication is the illusion that it has taken place." - George Bernard Shaw
Show Guest:
Craig Weber is the author of the best-selling book, Conversational Capacity: The Secret To Building Successful Teams That Perform When The Pressure Is On (McGraw-Hill, 2013) and Influence In Action: How to Build Your Conversational Capacity, Do Meaningful Work, and Make A Powerful Difference (McGraw-Hill, 2019) (Amazon.com). He is also the founder of The Weber Consulting Group, an alliance of experts committed to helping people build more resilient, healthy, and agile organizations. He helps people and teams dramatically improve their performance by treating dialogue as a discipline.
He works with people and teams from such diverse organizations as Boeing, The Royal Bank of Canada, Kaiser-Permanente, PWC, The CDC, the Pancreatic Cancer Action Network, and Los Alamos National Labs. He’s also working with legislators in an expanding list of states to help them engage in more constructive policy debate.
Episode highlights:
What is Conversational Capacity & Why is it important
How do you interview someone and accurately evaluate their conversational capacity
What our audience can implement today to hire & manage stronger
What is conversational capacity?
Definition 1: Constructive, learning-focused dialogue about difficult subjects, in challenging circumstances, and across tough boundaries.· Definition 2: The Sweet Spot. Where candor and curiosity are in balance. Open, honest, direct, yet open-minded, humble, and eager to learn. This is where the best learning occurs. Smart people working smart.
Elements / Communication Traits
When triggered: MIN Low candor. WIN Low curiosity.
Need the ability to remain balanced. Everyone struggles, but often in very different ways.
Why is it important?
Defines teamwork. A team that can’t communicate when the going gets tough isn’t a team.
Why good intentions are never enough: The gap between how people believe they behave bow they actually do.
Work the issue on both sides: Hire for Attitude and personality (fit) and then build your team’s conversational capacity.o Hire right, then create a “Conversational Code of Conduct” – clear behavioral norms; formal or informal– to align team behavior with organizational strategy.
How do you recognize and evaluate
Evaluation of the process
Well thought through the process
Preparation emphasis- prep call beforehand
Interviewing for Conversational Capacity
Locate evidence of past experience
Personality Assessment
Behavioral Interview - questions
Tell me about a time you had to give negative information up the chain to your boss. How did you handle it? What did you say?
With a colleague?
To someone who you managed?
Tell me about a time you were really wrong about something or someone.
What was your family dinner table like growing up?
Mock Interview!
People can learn to converse in a more disciplined, balanced manner. There are skills.
To be good at working in the sweet spot, everyone needs to do some work. If someone is UNWILLING to do that work, well, let’s just say there are some people you’d prefer were working for your competition.
CCOC
Key Take Aways:
conversational capacity needs to be on your management dashboard
It affects every aspect of your organization’s performance from decision-making, to managing change, to running meetings, and implementing strategy.
Hire the right people and then make sure you manage them in a way that allows them to bring their best work to your business.
Get the right people around the table (ability to learn; right temperament, etc, and then build CC of team. Each person will have to do some work to stay balanced.
A true partner has your back! Look for the person who shares your values and invests the time to understand the intricacies of your company.
Today’s Quote:
"Destiny is no matter of chance. It is a matter of choice. It is not a thing to be waited for, it is a thing to be achieved."
- William Jennings Bryan
Show highlights:
Reflect on your internal process
Walk through understanding & managing expectations
Provide you some tools to evaluate the right partner for you
Be honest about your internal process
What are your main hiring challenges
moving too slow?
Too many cooks in the kitchen.
Recruiter relationship
Type of search you choose makes a huge difference
Clearly define & communicate Expectations
Partner for process
Partners ask for a slide deck & messaging collateral at a minimum
Diligence
Ask for a synopsis of what they think they heard, what the positions about what methodology and the messaging they are going to use
How you are being represented is crucial
Candidate Management expectations
What will I become? Make it easy for the individual.
Make it easy for the person to plug in. put together a landing page, catered toward the person.
Ghosting is unacceptable on either front
Live document to get them to lean in.
Recommendation for evaluating the best firm for your needs
Evaluation of the process
Well thought through the process
Preparation emphasis- prep call beforehand
Ask for references
The last 3 candidates placed- How well did you service the people who did not get the job
How did you represent your candidate on behalf of your client?
Agility and endurance
Learn about the liability of the organization
How do people handle information
Over-indexing toward behavior way too far to the left
Stability is really an illusion, It doesn't exist
Words of Wisdom
Compensation goes up and down due to interest level.
Cadence- value of cadence
Provide a flex deck tease
Joe Mullings is a serial entrepreneur, Founder, and CEO of The Mullings Group (TMG), the world’s leading executive talent acquisition firm in the medical device industry. TMG specializes in cultural transformations for emerging technology start-ups and has placed over 5000 people in over 500 companies. Joe is an innovator and thought leader who has been featured on CNBC and in The Wall Street Journal. Joe’s philosophy ‘Build, Inspire, Teach’ has guided his work over the past 25 years specifically through his establishment of The Mullings Foundation, a non-profit with a focus on supporting veterans of war during times of transition. Joe recently served on the board of MassMEDIC and holds a BS in Engineering from the University of Dayton.
The One change you must make for 2019. Overcoming hiring failures. Spoiler Alert: it is your Interview Process… 1950 called and they want their process back!
Today’s Quote:
"I can't change the direction of the wind, but I can adjust my sails to always reach my destination." -Jimmy Dean
Show highlights:
Divulge the secret of an effective interview
Halos & Horns
Layout our interview structure
Up front, What is the secret to an effective Interview?
Process
Alignment
Engagement
Halo’s & Horns
Bias, Conclusions & Assumptions
Your attitude determines your altitude
Gut decisions
Coin flip methodology
Effective Interview Structure
Brenan’s Format
Plan
Build
Decision
Scoring methodology
Practice
Rick’s Format
Structure (Organized, Timed, real time feedback)
Pre-determined questions
Give & Receive Feedback
Differentiate your company by closing the process with Everyone you decide not to move forward with!
Brenan German is Founder and President at Bright Talent Resources, Inc., a boutique Human Resources Advisory, Project Management, Training, and Recruiting Services firm.
As lead consultant, Brenan acts as an advisor to organizations wanting to re-engineer or develop a high performing, measureable, technology enabled, human resources function. Brenan has over 20 years of hands-on Human Resources leadership experience developing intelligent and successful talent management functions within some of the country’s most respected and well-known companies such as The Gallup Organization, Edwards Lifesciences, and Black & Decker. Brenan’s particular expertise involves the alignment of talent management strategies to business goals, and the implementation of systems and processes to reach measureable objectives, demonstrating clearly the bottom line impact expected of strategic Human Resources programs.
A graduate of the University of California, Irvine, Brenan is an active participant in a number of organizations: Chair of the Orange County Employment Managers Association (OCEMA), Founding Board Member of the Talent Acquisition Group of San Diego (TAGSD), Member of the Society of Human Resources Management (SHRM), and Advisor to Sigma Pi International Educational Foundation.
After years of experience in the challenging world of executive search, Christian Spletzer founded Clockwork Recruiting to improve how search firms and their clients work together on retained search projects. He designed Clockwork to help recruiters demonstrate their consultative value to their clients at every stage of each project.
Prior to founding Clockwork, Christian worked as a recruiter and in operations at CT Partners, a Top 10 Global Executive Search firm. Previous to that, he worked within the Private Client Group of Merrill Lynch, and in an e-commerce start-up, 86.com, where he met his Clockwork co-founder, Jay Greene. Christian has a BA in Economics and a Juris Doctorate, and is a licensed attorney in NY, CT, and SC.
Today is all about Timing! Managing expectations for time and performance to make a key hire is more important than ever. The data is in and we are going to give you performance benchmarks of what your expectations should be.
Today’s Quote:
“If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude.” - Colin Powell
Show highlights:
The challenges and data to support today’s hiring challenges
Measurement for performance and what a Great search looks like
Measuring your search performance
Data from over 30,000 search projects
Placement rate
Days to Placement
**Missing: Quality of Hire
Key hires are taking an average of 123 days with a 71% placement rate on retained search
People don't know how to pick a retained search firm. Most buyers of a retained search run off of bad data. No objective criteria to measure a search firm.
Time matters- the longer it takes to get the seat filled, the shorter the ROI. Amazingly costly if a search fails.
22% failure rate
Motivations may be wrong.
The company is 50% of the equation in a successful outcome
Companies can go to:Benchmarks - Clockwork Recruiting
What good search looks like and how to choose the right partner
Detailed analysis
Great- Average under 115 days and over 83% success rate
Seniority
Managers- lowest placement rate, 80+ days to place
C-Level 130+ days, 78% placement rate
Department
Industry
Region
New York City - 60% success rate with longest days to hire
What to look for in a search firm
Judge on time/success rate. Buy based on the experience and track record of success.
Access to that information. Pick based on the one best suited for the search.
Do not bet on the relationship only. Find the company with the track record- if you don't know where to look, you don't want to be sold. Getting more data before buying
Track record
Specialization in that particular department
Inquire about Success rate/Stick rate: good hire vs. bad hire. Still around after a year, two years.
Expectations: are very different than contingency search
Meta data on actual projects. Who does it the best
Hire the firm who brings value above and beyond just presenting candidates
It’s all about Purpose... Why? Because if your model exists just to make money, you won’t be relevant anymore. What is your companies purpose? Today we are going to help you discover your purpose and share ways to build purpose into to your hiring process.
Today’s Quote:
“When you're surrounded by people who share a passionate commitment around a common purpose, anything is possible.” - Howard Schultz
Show highlights:
Discovering your purpose
Getting others to rally around your company’s purpose (super power)
How to hire Purpose-driven people
Let’s start by talking about how you discovered your companies purpose
Origin Story:
Reason to exist other than making money
you have to have a Why
“We exist to keep families safe and dry” - Antis purpose
Why is it important to have a purpose?
The purpose of a company is to make money!
Involved in changing people’s lives
Benefits of Purpose
Retention
Increased productivity
Hiring with Purpose
Have a reason why
Getting others to buy in
Knowing your “Why” and building it from the inside out.
Helping employees discover their “Superpowers”
Tribal leadership- when the culture goes wrong. survival
Demonstrating that as a leader, you are there to serve them
Interviewing for Purpose
Messaging
Clear and consistent with how the leaders lead
Interview
Core values alignment
Hire for alignment over skills
Discovery of superpowers in the interview
Results
20% culture lift in a month- gift card that they can donate to a cause that is near and dear. To someone who did
Retain 93%
Melt away silos builds a stronger bond between individuals and departments
Charles Antis, Founder & CEO of Antis Roofing & Waterproofing is a well-respected and widely known roofing expert, entrepreneur and humanitarian. Charles began his career as a roofing professional in 1984. Since then, he has become one of the most trusted names in the Southern California roofing industry, as well as an inspirational business leader championing social corporate responsibility.
Charles has been the recipient of many prestigious awards over the years and was recently honored with the 2017 US Chamber of Commerce Foundation Corporate Citizen Award, Small and Mid-Size Business. In 2017, he was also named as National Philanthropy Day Honoree, Outstanding Corporation or Business, Mid-Size; the Civic 50 Orange County Honoree; and received the top honor with the CNA Insurance/National Roofing Contractors Association (CAN/NRCA) Community Involvement Award.
Sourcing! Knowing who to target is far more effective recruiting strategy than casting a wide net when it comes to hiring correctly for your company. Even without a recruiting team, business leaders must be sourcing to engage and hire the right talent.
Today’s Quote:
"Finding good players is easy. Getting them to play as a team is another story." - Casey Stengel
Show highlights:
What is sourcing and why is it so important
Sourcing strategies
How to execute on your strategy!
What is sourcing?
Sourcing Definition according to SHRM
“Sourcing is the proactive searching for qualified job candidates for current or planned open positions; it is not the reactive function of reviewing resumes and applications sent to the company in response to a job posting or pre-screening candidates. Sourcing is typically part of the recruiting function performed by the HR professional, but it may also be conducted by managers within the company. Sourcing can identify either candidate who are not actively looking for job opportunities (passive job seekers) or candidates who are actively searching for jobs (active job seekers).”
Identifying your players
Building your ShortList
Collecting data needed to engage them
Figuring out your Positioning
Where is time best spent?
Most important capital investment is your people. Good hires always provide ROI
Sourcing Strategies
ATS (applicant tracking system) /Database …
Job boards are recruiting databases
Social Media
Job Postings
Misc. (recruiter networks, internal, alum networks)
Referrals - Should be the place you start
Where does Sourcing fit into the recruiting process?
Brian’s formula
Kick off meeting- Identifying needs
Sourcing -a place (ats, rolodex, spreadsheet)
First Contact
Rick’s Formula
Understanding your core values
Benching needs of the work to be done
Sourcing - building contact collateral
How to Source (Small company sourcing/business leader sourcing)
*** Plan and develop the relationship before you need to hire the person.
Database/Referral Network first-
Best Methods for sourcing:
Under limited resources (self-recruiting)
Identify competitors - Your Talent competitors
Connect and network with everyone to become known and build brand awareness
Give before you take
Do your homework on the person, let them opt out then ask for referrals
Best tools for Sourcing
Referrals - internal/external
Linkedin, Twitter, Facebook, Instagram
Sourcing Tools: Hiretual, Entello
Resume Data Bases - Internal ATS, Angellist
Archives
Portfolios - Carbonmade, Github
Creative sources
Meetups
Here’s How I source
Identification of Source companies
Target list
Define what to look for in potential people
Contact directly outside of social platforms and augment with social connections
Personal email, text messaging - Highest response rates
Engagement
Marketing/Messaging aligned with company values
Job Descriptions with clear performance metrics
Application process…. RESPOND!
Brian Breth is a talent acquisition leader and US Marine Corps veteran with proven of experience forging, adapting, and applying best practices to complex business challenges in recruiting. He has a proven track record as an entrepreneurial leader whose ability to align teams, enact change, and build sustainable frameworks enables businesses to attract top talent and become more efficient, productive, and competitive. Brian currently leads recruiting for the Publishing and Esports teams at Riot Games.
Not only is (Brian etc) speaking at the ERE Recruiting Conference in April in San Diego but yours truly is too! Join both of us there.
The good and great results of full company transparency. There is a growing movement for full openness within companies which is pretty common in Tech startups. The more open you are, the more engaged your people become!
Today’s Quote:
“A lack of transparency results in distrust and a deep sense of insecurity.” - Dalai Lama
Show highlights:
What is Transparency & Why it is important
What works & what doesn't
Transparency in the hiring process
Let’s start by talking about your experience at Tint
How was the company transparent?
Open door meetings
Open Financials
Employee compensation
Group decision making
Different levels of Transparency
Extreme transparency
What works and what doesn't?
Ownership
Decision-making process
Compensation Transparency
Reduces distractions
Open venting/surveying
Open transparency to customers did not work so well
Process for transparency in the interview process
Structure for Transparency
Preparation for roll out
Engagement
Job postings
Personal awareness with an assessment to determine the data
Contact - demonstrate transparency
Managing expectations- positive experience… expect to hear from us by x date
Interview
Interview process
Discuss people challenges
Product/company challenges
Preparing the candidate,
What happens when & time frame
Lower the barrier of nervousness - must get them comfortable
Sang Huynh is a Mentor at Quake Capital Partners and former COO for TINT (tintup.com), A marketing tech startup in SF that recently exited. One of TINT’s guiding principles is to “cultivate transparency both internally and externally.” From open door meetings, exposed financials (including compensation) and group-based decision making. Prior to TINT, Sang was a VP in the Global Security Group at Bank of America Merrill Lynch which has the traditional corporate culture. He’s here to share his experience as a former leader at two organizations with polar opposite approach to culture.
The Immigration Mess ie: Immigration 10.142! Turning away great people due to immigration issues is just tragic.
Today’s Quote:
“The U.S. immigration laws are bad - really, really bad. I'd say treatment of immigrants is one of the greatest injustices done in our government's name.” - Bill Gates
Show highlights:
The current immigration landscape
Changes in policy for 2019
Creative steps to navigate today’s immigration laws
Quick breakdown on the different types of Visa:
Hirable visa categories
E1, E2, - investor visa
F 1 Visa- Student visa practical training
H1B – Specialty Occupation (Cap vs. non-cap) 65,000, plus 20,000 for US masters/PhD last year 190,000 petitions filed. Highest in 2017 236,000 filed (historical: annual cap to 115,000 for Fiscal Year 1999; 115,000 in Fiscal Year 2000; and 107,500 in Fiscal Year 2001. The cap would return to 65,000 starting with Fiscal Year 2002.
J-1 Visa- exchange visitor can work, receive training, study or do research
L-1A/B- Intracompany Transferee (manager, executive, specialized knowledge)
O-1 Extraordinary Ability in the arts, science or business.
TN Visa- NAFTA
R-1 Religious Worker
Immigration policy
April 18, 2017 Executive Order Buy American, Hire American – seeks to create higher wages and employment rates for U.S. workers and protect their economic interests
Allows for rule-making, policy memos and operational changes. Ensure H-1B visas go to only the highest skilled and highest paid.
The H1 B Visa Changes
Focus on wages is a Level I wage a specialty occupation?
Challenging if a degree is necessary for the job… specific degree required? Can you prove alternative eligibility requirements?
Computer Programmer Analyst – March 30, 2017 Rescinded 2000 memo. Now stating that Bachelor’s not required for job. What other computer-related occupations could this extend to?
Third party worksite/direct employer/employee relationship. i.e., even accountants at an accounting firm. February 22, 2018 policy memo supersedes prior memo
Rescission of guidance allowing USCIS to defer to prior
*Change in the information required for approval
Policy changing almost daily and hurts smaller companies most
Just last week, the DHS and the DOL proposed new regulations:
Electronic Registration for Cap subject petitioners by next April. Initially Proposed in 2011
Only open two weeks?
Multiple registrations?
Elimination of work permits for spouses of H-1B workers waiting more than 6 years for green card (taking more than 10 years for certain countries)
Hiring challenge- Foreign workers need H-1BsMissing out on A-players
What we need to do to navigate this mine field:
Consult your attorney before investing too much time
What to ask? What to look for?
Does the position require a degree and does the applicant have the specific degree?
Will the employer be required to seek a work visa? H-1B employers required to pay for attorney’s fees and filing fees. Can employer wait until October 1 (or beyond) for the employee to begin working?
If transferring from a previous H-1B – how many years on H-1B, do they have an approved immigrant petition (could extend time beyond 6 years). Premium Processing suspended until at least February. Will employee risk transfer?
Will the employment be “off-site”? Must show proof of right to control the employee and cannot “bench” Can you provide SOWs, itinerary, etc. See itinerary requirements.
Creative solutions to still be able to hire the person your company needs!
Is the applicant from Chile, Singapore, Northern Mariana Islands, Canada, Mexico, Australia? May be other alternatives.
Is spouse on a visa category which extends work authorization to employee? (E-3, L-1, etc.)
STEM OPT extension to 36 months.
3rd party firms as a protective layer?
Offshore options - Canada or Mexico?
Work remote
As a founding partner at U.S. Immigration Law Group, LLP, Monica Lukoschek’s practice focuses on employment-based immigration law, assisting businesses in hiring and retaining foreign personnel and managing their immigration compliance programs, assisting entrepreneurs and investors in the United States, and providing advice to employers and employees with all aspects of immigration law compliance.
In today’s hiring market, People have options, know they are in the driver's seat. It is really not entirely your choice anymore! Here’s the kicker, People are totally willing to walk away from your opportunity if you can not effectively communicate value above and beyond a paycheck. “What’s in it for Them”.
Today’s Quote:
Your pain is the breaking of the shell that encloses your understanding.
- Khalil Gibran
Show Highlights:
Why, in today’s market, people are willing to drop your company in a heartbeat
What to do to stop the madness
Provide a framework
What is it that people want?
They don't want to be sold!
want to know what’s in it for me?
How are you going to make me better, train me or develop me?
How are you going to recognize me?
Understand their needs & desires
People with options know they have options
If we don't answer the question correctly, they move on
Unearthing motivation for change.
Experiential learning.
Listen
Emotional engagement
Heal their pain
Fulfill their desire
Provide growth
Three Truths:
Nobody cares about you, your problems or your company
You are just adding to the noise- Good people are busy
Adapt or Perish
What to stop
Making the conversation all about you.
Hiring Managers & Recruiters want the easy work.
Structure to attract rather than repel:
Personalized toward the candidate
Preparation of the questions asked
Think through the solution for each individual person
Fitability- don't push the wrong candidate into the wrong role
Pacing
Fast but still check off all the boxes,
Pacing according to the candidate. Let the candidate drive the search. Be adaptive, meet them where they are.
Recognize how they want to be recruited
Make it about the person
Positioning
Give before you take
Gain understanding of the person first
Understand their career wound
Stop thinking - “how can I close this person”
Let the person close you
Play devil’s advocate
Connect the Dots!
People will tell you “Why” they want to join your company
William Tincup is the President of RecruitingDaily.com. At the intersection of HR and technology, William is a sought after Writer, Speaker, Advisor, Consultant, Investor, Storyteller & Teacher. He's been writing about HR related issues for over a decade. William serves on the Board of Advisors / Board of Directors for 20 HR technology startups.
The Anatomy of a Recruiting Call. People do not respond to you because you are sending the wrong message! What do You Say that is Triggering a person’s Fight or Flight Response?
Today’s Quote:
“Human behavior flows from three main sources: desire, emotion, and knowledge”. - Plato
Show highlights:
What happens in the brain when someone is trying to recruit you
What Triggers Fight or Flight response
Techniques to approach the conversation to avoid triggering negative responses
I call you to recruit you for a new job.
What happens in the brain
What is naturally desired by people - intrinsic desire
What choices or options mean to a mind. What too many/too few options means
What motivates people - primal instinct, reptilian brain
Tune out to the sales pitch
How do I get rid of this person?
What triggers Fight or Flight response?
Recruiting is disruptive to the brain. It breaks safety
Create environment of loving, self esteem, self actualization
The Conversation
Creating a process that creates a sense of Familiarity & Achievement
Authority (achievement) Daniel pink's Drive
$ is a motivator up until $70k
Positioning:
Purpose of the call is to get to the Truth
It’s not about you!
Listening:
Stop Fishing
People are busy and don't care about what you are selling
“What's happening in your current role…”
Test the waters - Question the timing & the Why
Lead the Path:
What problem needs to be solved?
How they desire it to be fixed?
Wound, Desire, Achievement - like Plato’s emotion, desire, knowledge
Celebrate their wins
Lindon Crow is the President of Productive Learning. As a workshop facilitator and trainer, he has helped more than 2,500 clients achieve higher levels of emotional awareness, self-mastery, and personal fulfillment. Lindon is known for his provocative, straightforward, and compassionate communication style and his keen ability to forecast potential outcomes. This helps his clients make better educated decisions about their current directions and opportunities for growth.
Did you know that according to LinkedIn “83% of talent say a negative interview experience can change their mind about a role or company they once liked, while 87% of talent say a positive interview experience can change their mind about a role or company they once doubted.” Candidate Experience Matters!
Today's Quote:
“The only source of knowledge is experience.” - Albert Einstein
Show highlights:
The impact of candidate experience on your ability to hire
AI
Our solution to create a positive candidate experience
What is candidate experience? Why is it important:
Job descriptions
Application process
Interview Experience
Feedback/Closing the Loop
Nearly 60% of Job Seekers Have Had a Poor Candidate Experience & 72% Talk About It (GlassDoor)
The VALUE of AI:
AI- Recruitment Automation
Sourcing 58%
Screening 56%
Nurturing 55%
Scheduling 42%
Engagement 24%
Interviewing 6%
AI will eliminate the transactional pieces of recruiting but it won't solve the most critical portions….Engagement, Interviewing
Let’s lay out our structure for creating an impressive candidate experience:
Engagement:
Marketing/Messaging aligned with company values
Job Descriptions with clear performance metrics
Application process…. RESPOND!
Interview:
Set Expectations
Structure (Organized, Timed, real time feedback)
Pre-determined questions
Give & Receive Feedback
Closure:
Professionally release each person from the process
Do Not Ghost
Listen to your bad glassdoor reviews
Brenan German is Founder and President at Bright Talent Resources, Inc., Which is a boutique Human Resources Advisory, Project Management, Training, and Recruiting Services firm..
Brenan’s particular expertise involves the alignment of talent management strategies to business goals, and the implementation of systems and processes to reach measurable objectives, demonstrating clearly the bottom line impact expected of strategic Human Resources programs.
Do you and your company have a strategic hiring plan? If you are like most companies, you don’t. Today we are going to help shift your model from a reactive to a proactive hiring model and change your world!
Today's Quote:
“Everyone chooses how to approach life. If you're proactive, you focus on preparing. If you're reactive, you end up focusing on repairing.”
― John C. Maxwell
Show highlights:
Why you hire poorly
A structure to build a strategic hiring plan
The problems with a reactive hiring process (why you can't hire):
Transactional
Paying too much for people
Not solving a problem
Your company is just a paycheck
High failure rate
67% of people earning $100K+ plan to make a job change in the next 12 months.
Companies in React mode all the time
Forecasting recruiting like you forecast your finances
Creating a Strategic Plan for Talent
Five elements you must have to develop a solid strategic plan:
1) Define your value agenda –
what is the source of value in your business? Is it in operations
How you structure the teams,
Where the highest value resources are in the organization?
How are you dealing with automation, big data, AI, innovation, customer satisfaction.
2) What is your leadership agenda?
Do you have the right people in the highest impact roles
3) Strategic priorities –
what is the hottest priority for success given where the value will be most critical?
Does the leadership team agree on these?
4) A Winning culture – with this focus, is everyone ready and believing and behaving in what it takes to win?
Energy required – where is the energy and if there are “vampires” sucking the energy from the team, truly evaluate the pay off or drain
5) Road map
Specific & Actionable… Need to get some early wins
Send a message to the organization
Accountability & results
Ricks Input:
Know who you are- Company values
Break down the work that needs to be accomplished & timeline
Establish Performance metrics 90/180 day
Establish Interviewing strategy and process
-Closing the hiring managers and candidates for mutual success
Sherry Benjamins has over 25 years of experience in business management, HR, consulting services and helping companies solve for their talent challenges. Her expertise is helping clients shift from the old model of reacting to talent needs to starting a new conversation that is forward looking and focused on adding value to their business.
Sherry is the President of S.Benjamins & Company. Her company does three things; they find management talent for their clients, they help clients create a strategic talent plan and lastly, she brings talent together in quarterly executive learning sessions. Her experience includes work in the HR corporate world, P&L leadership of a regional career services firm, and founder of her own firm for the past 21 years. She has an MBA from Pepperdine and speaks frequently to new MBA graduates about the world of work today.
Congratulations! You closed your first round of funding, what's next? To scale, you better have a plan, a structure and commitments for who’s on board.
Today's Quote:
“If you're trying to create a company, it's like baking a cake. You have to have all the ingredients in the right proportion.”
- Elon Musk
Show highlights:
The importance of having a structured plan
Stick to the plan
Layout structural elements
Stick to the defined plan!
Cause, Mission, Vision
Should have an active pipeline ready to go
Key positions in place, partners, hr strategy in place
Hiring without compromise- values and mission driven alignment
Investors should have dig into core company values and compromise levels of hiring
Just a bunch of people winging it… you won't be able to hire right in today’s landscape
Create a team that investors will continue to invest in
No, no’s
Knowing the difficulty creating a team
Hard for people to find a good technical people
Don't hang out in the same places
Setting Expectations & writing them down
What happens when it doesn't work?
Structure… Have everything lined up!
Company values in cement
Define your Road map
Set the stage for what happens next
All documents & agreements in place
Getting people to join before you have funding or a product
Leverage university talent, students, - easier to get people to resonate with them
Students: finding the ones who are doing research in your particular field
Develop the relationship with the professors
Reach out directly to the student *attractive to investors
Takeaways:
Do not make compromises!
Goals of the company first
Hire with the end result in mind
Nicole Washington, Director of Innovation and Growth of OCTANe OC, focuses on engaging with strategic partners to accelerate the growth of early to later stage ventures and small to medium size business throughout the entire Southern California Ecosystem.
She currently serves as Chair of the Academic Committee and Trustee of the Board of Education for Samueli Academy. A (STEM) high school that delivers state of the art education to a large population of underrepresented youth.
Nicole is a member of the Ohio TechAngel Fund, the 2nd largest Angel Investor Network in the United States, where she served as the due diligence team, technology lead for several years.
Define and build your core company values. Companies with clearly defined values & purpose consistently outperform their competitors by as much as 10x. Today’s episode is focused on helping you define who you are.
Today's Quote:
"Effectiveness without values is a tool without a purpose." - Edward de Bono (1933 - ), Author and Inventor
Show Guest:
Rocky Romanella is currently the Founder and CEO of 3SIXTY Management Services, LLC, a management consulting firm specializing in Executive Speaking, Leadership Development, and Consulting Services.
Rocky is an experienced CEO who led one of the largest rebranding initiatives in franchising history – The UPS Store, revolutionizing the $9 billion retail shipping and business services market. He steered UPS’s entry into the healthcare industry and created the mantra, “It’s a patient, not a package. ®”
He also led the integration of more than 20 acquisitions to improve financial performance, capabilities and global network footprint. Rocky has the rare ability to see a clear vision of the changing business landscape, the passion to develop strategies, tactics and metrics to drive desired results. He is the Author of Tighten the Lug Nuts: the Principles of Balanced Leadership(Amazon.com).
Episode highlights:
Who you are?
Defining your company values
How to align your hiring with your values
“Without a strong set of values, the best leadership strategy can go awry. With a good value structure in place, the worst leadership approach can right itself and eventually lead to the desired outcome.” - Rocky Romanella
Why is this Important?
People desire a sense of purpose to really thrive
Core values are the Foundation for defining your Mission & Purpose
Attrition issues/bad hires
*small business don't believe they need to have values well defined... Wrong!
How do you define who you are?
Start with your personal brand
“Your true character is defined by your honesty of purpose”
Ask peers
Company Survey
What won't I compromise
Step by step of how to define and build your core company values:
Rick’s process:
Start with Personal values first
KPI driven VS. People driven
Established Leadership Team
Define everyone’s core values and build from there.
Prioritize top values
Own your Values!
Understand your values? You must:
Articulate clearly in writing.
Test your values through daily decision-making.
Rocky’s Structure:
Mission
Vision
Strategy
Roadmap
How to transfer your values into your hiring:
Values Alignment
Values drive hiring
Behavioral interview process
Assessments: Disc, Predictive Learning
Don’t compromise on hiring!
Are you shocked that your offer was turned down? Today, We are discussing the reality of the current hiring landscape.Spoiler Alert: It is ultra competitive and it is a employee’s market! We are going to teach you ways to capitalize on the current conditions and have your offers accepted.
Today's Quote:
“You can design and create, and build the most wonderful place in the world. But it takes people to make the dream a reality.” -Walt Disney
Show highlights:
The current talent landscape
Where your company is screwing up (why you lose great hires)
Teach you how to take advantage of the current market to land great people
What is the current landscape:
Unemployment rate
All time low (3.9% in US)
OC 2.9% -Mar 2018
Job Satisfaction
51% people looking -all time high
71% disengagement
Where companies are missing the mark:
Not understanding the person …. Just the demographics
Job descriptions not in alignment w/ actual role
Engagement with candidates
Interviewing strategy and process…. It sucks!
Closing is a transactional process
How do we take advantage of this disparity to dramatically improve YOUR ability to hire talent:
Change your mindset
It’s Not about you! -You are not that special
Flip the script
Making a person whole in their career
Locate the Pain (Career Wound)
Growth
Content of Work
Leadership
Engagement of the candidate
How You Represent your company
1st contact with the candidates
-Interviewing strategy and process
-Closing the hiring managers and candidates for mutual success
Kathy Dawson serves as Founder and CEO of Dawson & Dawson, Inc. She is the firm’s Nonprofit Liaison, and oversees the Executive & Retained Search, Temporary & Contract Staffing, and Business Development practices. She is a CSP (Certified Staffing Professional) with over 36 years of experience in the local and national market place. Prior to establishing Dawson & Dawson, Kathy served as a Regional Vice President for a National Search and Staffing firm. She managed 120 employees with revenues up to $120M while developing a forte in the search and staffing industry.
Kathy has had the pleasure of helping thousands of business owners hire the right employee at the right time. Her business approach involves a genuine understanding that every client is unique and every candidate is an individual. Her years of experience in making great connections consistently is a highly sought after skill. Her clients get to enjoy quality matchmaking at the highest level. Her hands on involvement and partnership approach makes her a sought after talent broker and business partner. What sets her apart is an innate ability to develop long-term growth oriented strategies to make lasting placements as though it is her own firm. She is a well-known speaker and trainer in the industry, traveling locally and nationally.
In honor of this weeks DisruptHR, today we are talking about disruption. Disruption will impact your business and it is coming faster than you think! You can either eat your own lunch or someone will eat it for you. Are you prepared?
Today's Quote:
"Disruptors don’t have to discover something new; they just have to discover a practical use for new discoveries.” - Jay Samit
Show highlights:
What is disruption & are you prepared
Confirm that someone is going to eat your lunch for you
How to disrupt your business starting with how you hire
What is disruption?
Term synonymously used with both innovation and transformation
Disruptive innovation is happening at a staggering rate.
(uber, airbnb, facebook)
Where does disruption come from? How will it affect your business?
Blindsided disruption?
Self-disruption
Technology (ie: AI, ML, Blockchain, Automation)
Why it is important to start by innovating the way you approach hiring?
Values
Live & breath your values
business strategy
What can I eliminate
Reduce
Need to expand
What to create
Automation is making recruiting more Transactional
Less engaging
Problem-solving is the Key!
Solve a real problem for the candidate / heal the career wound
Desire: What does someone really want?
Listen …. Channel potential
How to disrupt your organization
Not forcing the talent to the job specifications but hiring talent and allowing them to innovate.
Building a Tiger Team
Change your mindset!
The game has changed…. Adapt or Perish!
Approach
Solving a problem for your customer- potential employee (Career Wound)
Desire alignment
Accomplishment- evidence of success
Do the Opposite of what you are doing now!
Shift the focus from the work to the person
Organize-
Build hiring process like your sales process
Scott Hamilton is CEO of the Executive Next Practices Institute, a large C-suite research and forum organization that is a community partner organization located at the University of California-UCI Applied Innovation. He is also NextWORKS Strategy (2018 Innovators of the Year nominee- Orange County Business Journal), a premier provider/advisors of strategy development, alignment, talent management, board effectiveness, and executive performance programs to middle-market companies. He serves on the boards of several organizations.
Hamilton is a well-known thought leader & speaker in the field of “next practices” improvement of leadership and organizational performance for the Global 1000, emerging and mid-market companies. Scott helps leaders and organizations be more effective in how they strategize and perform.
Why should we care about Emotional Intelligence when building a company today? People with high EQ, work better with others, manage customers more effectively and cultivate an accepting company culture.
Today's Quote:
“Emotion is more powerful than logic” - Albert Einstein
Show Guest:
Dr. Shawn Andrews is a keynote speaker, organizational consultant, and the founder and CEO of Andrews Research International. She serves as adjunct professor at Pepperdine Graziadio Business School, where she teaches courses on Organizational Behavior, Women in Leadership, Diversity in Organizations, and Leadership and Ethics. She was the 2017 Diversity & Inclusion columnist for Training Industry Magazine, and is the author of the book, The Power of Perception: Leadership, Emotional Intelligence, and the Gender Divide (Amazon.com)
Episode highlights:
EQ, What is it?
How to you get it?
Incorporate into your hiring
What is EQ?
Set of emotional and social skills that collectively establish how well we:
Perceive and express ourselves
Develop and maintain social relationships
Cope with challenges, manage stress and make decisions
Use emotional information to guide our thinking and action
Managing emotions
Manage stress
Overcome obstacles
Inspire toward collective goals
Self perception, Self expression, interpersonal, decision making, Stress Management
Tied into core company values
Why is it Important?
Low Emotional Intelligence breeds bad cultures
“Hire hard, manage easy”
What if you don’t have EQ? How do you get it?
Get EQ assessment
Read a book
EQ for different roles:
Leadership:
Interpersonal relationships
Assertiveness
Self-awareness
Sales:
Self-actualization
Assertiveness
Happiness
Marketing / Creative:
Optimism
Reality testing
Independence
Customer Service:
Stress tolerance
Assertiveness
Happiness
Product Development /Manufacturing:
Flexibility
Problem solving
Independence
Interviewing for EQ
Behavioral Interviewing
Comfortable candidate- feel conversational, warm & informal
Start: difficult challenge that was solved, commend… then go granular
“Hire hard, manage easy”
Deep reference checking
Evidence of low & high EQ behaviors
Why is it that we put more thought into lunch choices than we do our career or hiring decisions?
Today we are going to discuss the top three bad habits that both candidates and companies do throughout the hiring process that kill their ability to make a smart decision.
Today's Quote:
“To change habits, we must study the habits of successful role models.” – Jack Canfield
Show Guest:
Darrell Gurney is a career expert, executive coach and authority in supporting people through successful transitions. He brings back the power of social connection by teaching professionals that you’re simply one face-to-face relationship away from your dream job life.
He is the author of the Amazon bestseller “Never Apply for a Job Again: Break the Rules, Cut the Line, Beat the Rest."
As founder of both CareerGuy.com and TheBackForty.com, Darrell’s motto for both career and life is, as Frank Sinatra sings, “the best is yet to come, and won’t it be fine!”
Episode highlights:
The top 3 bad habits we need to stop right now!
Why these habits are so detrimental
Good habits to replace the bad
Hiring bad habits from both sides:
Darrell’s top 3:
1. Looking to see what jobs are available & Going through the front door by applying for open positions.
Take charge of their career path vs be at the effect
Get out of your box: the house, the computer screen, the phone, and get in front of people.
80% of all jobs are filled before they are ever advertised by the people in the know bringing in the people they know
-
Failing to develop relationships beyond the job search process.
Never submerge in your job or your life. Get out, be making connections, be talking to people about your interests and passions -
Not treating yourself like a business
Realize that you have your own business, and you always have -- you simply lease out your employable assets
A business owner is always concerned first and foremost about two measures: ROI (Return on Investment) and ROE (Return on Equity). You want to similarly always watch, manage and monitor your own Return on Individuality and Return on Effort.
Rick’s top 3:
Winging it-
company values -clueless
Not clear on what the business needs
Work that needs to be accomplished
Listening!
Interview Process
Not clearly defined
Following the pack -
Accepting the Status quo
Testing people before engaging
Transactional relationship
Not understanding the person across from you
Focus on skills
Protective of the culture
Why are these habits bad?
How can you get where you are going when you don’t know where you are?
How do we fix these habits?
Winging it- not clear on what the business needs
Build preparation time into your schedule
Define what the business needs (not your wants) and who you need to take you there
Interview Process
Structured, Organized, Timed & Purpose Driven
Get to the Truth!
Transactional relationship
Heal the person’s wound with your opportunity
Founders need to build the cultural foundation before building the product! Building the right team is more important than just any team.
Today's Quote:
“Alone we can do so little; together we can do so much” ― Helen Keller
Show highlights:
The importance of taking the time to select the right team
Recognizing the team challenges
How to set the right foundation for building a great team
Challenges we see with teams:
What you really need in a team...Taking anyone is not the right thing to do
Hiring anyone or for skills dramatically increases the likelihood of failure.
Founder need to develop their muscles to make smart hiring decisions
The foundation- transparency & culture
Purpose- What's in it for me?
How and who makes decisions?
Most importantly, How does the team solve problems?
Develop the EQ to have the difficult conversations
Framework for Building the Right Team from the Beginning:
Establish mission, vision & values (as a team)
Communication standards
Foster transparency
Business Model Canvas (product driven)
Establish process
Define who you are BEFORE you make your first hire
Only hire people who mirror your core values and align with your vision
Great things often come out of conflict
Takeaways:
Culture first
Transparency
Hire people who will take you where you want to go
Melinda Kim is the Executive Director, co-founder of PeopleSpaceOC, an incubator and workspace located in Irvine, Ca. She is a proven executive/entrepreneur who facilitates collaboration and innovation between developers and business entrepreneurs from around the world.
Aside from her responsibilities, Melinda is also a Startup Weekend Facilitator and NASA Space Apps Lead. She specialize in Statistics Driven Product Analysis, Business Strategy, Growth, Community and Social impact.
Culture has a profound impact on company performance, often there is a disconnect between what management thinks the culture is and how your people perceive the culture. Most business leaders don't understand it so they are disconnected from their people. What is your culture?
Today's Quote:
“There’s no magic formula for great company culture. The key is just to treat your staff how you would like to be treated.”
– Richard Branson, Founder, Virgin Group
Show Guest:
Chris Dyer is a recognized performance expert. Constantly intrigued by what makes some businesses and individuals more successful than others, Chris has dedicated years of research to uncovering what drives productivity and profits. As a sought-after speaker and consultant, Chris works with leading organizations to help them transform their cultures to boost performance and gain an even greater edge in the marketplace. A certified SCRUM Master, Chris is highly adept at helping teams work through obstacles and find solutions quickly and effectively. He leverages this experience in all aspects of his work.
Chris is the author of The Power of Company Culture, which was released in 2018 (Amazon.com). He is also the Founder and CEO of PeopleG2, a background check company that has appeared on the Inc. 5000 list of the Fastest Growing Companies.
A passionate talent management enthusiast, Chris is the host of TalentTalk, a popular business podcast that features interviews with top executives about their strategies for hiring and promoting talent.
Chris strongly believes in community involvement, and he is active with a number of organizations. He regularly serves as a judge at entrepreneurial showcases and contests, such as Miller Lite Tap the Future. Additionally, he runs two book clubs for Senior Level and HR Professionals in Southern California. Chris also serves on the board of Working Wardrobes, a non-profit organization that empowers people who are overcoming difficult challenges, such as abuse or homelessness, to confidently enter the workforce and achieve self-sufficiency.
In his free time, Chris enjoys traveling with his wife and kids, and playing live music with his band. He resides in Orange County, California.
Episode highlights:
Explaining what culture is
How to analyze your culture
How to attract the “right” people to your organization
What is culture?
Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.
7 pillars of culture:
*Transparency- the most important element of a GREAT culture
Positivity
Listening,
Recognition
Uniqueness
Mistakes
*Measurements terrible decisions are made because of lack of data
The Weinstein Company vs. General Motors
Every company has a culture, good or bad
Ways to analyze your company culture:
Great team (according to Google)
Determine what makes a success, what equals a failure and how do you deal with conflict
Employee Survey -one question a week! Will impact the results
How is the CEO messing up your job?
Open your eyes!
There is nothing wrong with having a bad culture (just hire accordingly)
Changing your culture:
Exposing to the 7 pillars
Transparency- more you give the better off things are going to be. Holding information breeds bad ideas.
Recognition
Positivity
Weekly improvement with a weekly survey
Embracing your culture:
If you have a harsh culture, hire harsh people
Plenty of successful companies with harsh cultures (Weinstein, Wall Street, Kraft, sears, Xerox, Forever21 -Huffington Post
Own it
Amazon - Nice but intense, side of intense
Not all cultures need to be serendipitous - They need to be honest
Hire for fit into your culture
It all comes down to your messaging in everything from your job descriptions to how you contact people. Today we are tackling this issue!
Today's Quote:
"Words empty as the wind, are best left unsaid" -Homer
The problems with messaging, specific to recruiting
Hard part is getting a response
How to not be boring
*** Messaging.
Pure copyrighting... translating HR speak into people speak
Getting your message right
Job Descriptions are taken from compensation documents - messaging is not getting people to convert
why?
Positioning
zig when everyone else zags. learning agility.
Move in the opposite direction
Key is getting someone to opt in to communication.
Client: the two most effective searches were billboards & radio.
Another was linkedin.
Framework for fixing your messaging
Marketing perspective
Turn hr speak to plain English.
Targeted messaging. *** 1 shot to attract a person.
crafting 121 communications.
Headline & lead matter most... read the first 140 characters.
Topic header- Twitter
Text messaging - sms automation tools!
Use of Humor
***Opening a wound
Performance metrics
The actual content of the work (Uniqueness)
Call to Action
Pick up the phone and call- differentiator!
Managed perception on both side
Tools: Spokeo, Icims, text recruit
Takeaway- volume is not a good thing.
Talent trends are real
Matt Charney is the Executive Editor and Partner for Recruiting Daily and the Chief Content Officer at Allegis Global Solutions, the largest staffing and recruiting firm in North America. Matt focuses on the intersection of human capital and technology; his blog, Snark Attack, was named one of the top 20 business blogs in the world by WordPress, and his work has appeared in publications such as The Wall Street Journal, Wired.com, The Harvard Business Review, Outsourcing Magazine, HR Magazine.
Invest the time to really get to know the people you are going to hire. Especially in the beginning stages of your company. Be picky! Your companies success hinges on your ability to hire people who will help push the car uphill. Do not let your need to hire override the fit for both parties.
Today's Quote:
"Chaos is inherent in all compounded things. Strive on with diligence."
-Buddha
Show highlights
Experience hiring at the early stages
Hiring challenges as you grow
Provide solutions for hiring through the various stages
Your experience when you first started hiring & received the funding, what happened next?
Hard to hire- Keys: networking & due diligence
First 60-70 people came from referrals
Plan out company needs
Build, cultivate and maintain a candidate pipeline
Utilize your Referral network
The challenges you faced
Attraction in a tight job market
Company’s mission vs. $$
Think in a bigger way
Ignoring people’s bias
Ways to measure ownership in an interview
needed big thinkers & doers
Desperation takes over & bad hires result
Your need overwhelms your reason sometimes
Hired a person hastily, due to desperate need and it was not a good fit for either party.
Start with your Core Company Values
Why these values?
Integrity
Comradery
Customer Centric
Relentless
Solution finders
Knowing & Living your company values!
Interview process:
Garnering accurate information! -The Truth!
Interview process:
Interview tools for vetting-
culture index
Interview- multiple times, 3+ interviews-* test endurance … up to 5 people interviews - own agenda.
Due diligence & vetting
Checking references!
Backdoor references
Leading people down the path
Betterment of both parties -healing a wound
Preparation for the desired outcome
Take Aways
Use outside resources to hire
Ask for help... people are willing help you!
Believe in and listen to your Gut
Planning for the desired outcome
Hiring is not a sprint, it is a marathonResult of proper veting is a great company
Lori A. Torres is the founder and CEO of Parcel Pending, the nation’s leading provider of innovative package management solutions. Prior to Parcel Pending, Lori was SVP of property operations at The Irvine Company.
She has been recognized on multiple occasions for her leadership, including being named 2017 “Innovator of the Year” by the Orange County Business Journal and chosen as one of 13 entrepreneurs admitted into the EY Entrepreneurial Winning Women™ 2017 North America class.
Don't underestimate the power of giving and receiving feedback in the interview process. Feedback helps your company improve your hiring process and it provides a positive “candidate experience” for the interviewee!
Today's Quote:
“Feedback is the breakfast of champions.” – Ken Blanchard (one minute manager books)
Show highlights:
The Whys’ of interview feedback
Giving & receiving feedback
Provide the tools to create feedback channels into your Interview process
You must first have an interview process:
Feedback is process improvement
Candidate Experience
Time management &
Candidate Attraction
Feedback Challenges:
Don't have it - Go get it!
Have it but not sure how to deliver it
Companies not required to provide feedback
Legality of feedback - fear of litigation
Fear of Discrimination lawsuit
Not everyone can accept feedback - low EQ
CASE STUDY: 70% of companies do not provide unselected job applicants with any feedback
Make feedback a constant throughout the process- give & receive
Is there any reason why you would not hire me
Is there any reason why you would not accept an offer with our company
*Mystery creates distrust
What you can and cannot give as feedback:
Skills
Problem solving abilities
Interview Preparation
Alignment with Cultural/Values
Evidence based feedback
Discriminatory in nature
Your too Old
Never give a woman feedback that she is not assertive enough
Body odor
Aaron’s process for giving & receiving feedback:
Balanced
Build in feedback time (10 minutes after the interview has ended)
Feedback based on competency - bullet points, not short stories
Rick’s process for giving & receiving feedback:
Feedback starts at the first contact (gauge ability to give/receive feedback)
discuss concerns & fit between career & company goals
Ask Questions:
What are your thoughts?
How do you feel about that?
Why is that important?
Assign a facilitator of Feedback
Ie: recruiter or admin
Provide something constructive
Give & Get feedback in Real Time -interview wrap up
How to professionally release a person from the process:
Call Them!
A 5-10 minute phone call to ensure a positive image of your company.
Be specific. Facts without any value judgment.
Help people to learn. Focus on improvement & help them to find the right fit
Be empathetic.
The candidate experience: Integrity & Transparency in the hiring process creates less likelihood of a lawsuit, especially when you leave the door open.
Erin Wilson is the Co-Founder & Talent Engineer of Hirepool, Inc. He has personally interviewed more than 10,000 job seekers. Erin has helped build a company that exited for $640M, and just released a consumer Interview preparation software product (Hirepool.io) being used by job seekers around the world.
Today we are talking about the chemistry of your team! Look, you can have the greatest product in the world but without a strong team chemistry, your company will ultimately fail.
Today's Quote:
"Skills are Cheap. Chemistry is expensive" ― Mal Pancoast
Show highlights:
Why chemistry is so important
How to Monitor your team chemistry
What to do to encourage or change the chemistry
Elements of good team chemistry:
Constructive Chemistry
*Good chemistry, Your brains produce more Oxytocin, which is the hormone that helps us feel more connected to other people. Higher levels of Oxytocin produce more pleasure, deeper trust, and stronger intimacy.
Warning signs of bad chemistry:
Destructive Chemistry
Identify bad chemistry early on… disrespectful, not being productive, dropping the ball, personal issues.
Adding value or afraid of adding value
Lieing, false information or not saying anything.
Personal Issues- ie: How do you deal with someone involved with drugs? (JC’s Story)
Monitoring your chemistry:
Proactive, Honest
Best Monitor: Praise is the most important element of a team. People will give more because they feel valued
checks and balances, always questioning
Interviewing to uncover chemistry:
Understanding Yourself & Your business needs…. Vision - opposing working styles
How to identify in the interview - Wound, Desire, Accomplishment
Best job in vetting people. Honesty is not that common. People can turn in a heartbeat
Optimistic pessimism
Behavioral Questions - Evidence & Knockouts!
Ways to omit bad chemistry:
Communicate
Identify & change with minimum impact to the organization
Hire slow, fire quickly
J.C. Ruffalo joined the OCTANe OC team in June 2014 and is the Director of LaunchPad SBDC and Investor Relations. JC Mentor's hundreds of companies each year and has assisted LaunchPad companies to achieve over $750 million in capital infusion and, as a result, create over 3,500 new jobs in Southern California.
Prior to Octane, JC co-founded a small startup (Double Splash Media), which was involved with email marketing. He also worked for LKQ, a large corporation that is the world’s largest supplier of automotive replacement parts, as a buyer and general manager.
According to Wikipedia, Gamification is the application of game-design elements and game principles in non-game contexts. Gamification commonly employs gamedesign elements to improve user engagement, organizational productivity, employee recruitment and evaluation, and more.
We are all used to being gamefied. In fact, our lives have been programmed to do things based on reward. Everything from our GPA to buying a new iPhone pulls from principles of Gamification. A lot of Companies Gamify pieces of the organization, mainly those associated with revenue. It is not commonly implemented throughout the whole organization, especially the operational side of the organization. Full organizational gamification has increased employee engagement by 92% and productivity is hitting record strides!
Today's Quote:
“The Game gives you a Purpose. The Real Game is, to Find a Purpose.”
― Vineet Raj Kapoor
Show highlights:
Discuss the benefits of gamification to your business
What's needed to gamify your company?
The structure to implement gamification into your company
Why did your company decide to gamify?
Our lives are gamified
Isn't gamification a form of behavioral modification or conditioning?
Skinner’s Radical Behaviorism or Pavlovian response
Benefits to the company?
The gamification you use at iPlace. How does it work?
Launchpad
Customer, Employee & Company goals
*Launchpad: each person earns a star each week for successfully completing tasks. Each week mini performance review- Agile sprint?
40 stars = pay raise, 120 stars promotion.
Why does gamification work in terms of Engagement?
Build a culture of performance and healthy competition
UNDERPERFORMERS CAN NOT HIDE
Put management on auto pilot. Unscheduled leaves have declined over 93% since they have eliminated by escalations (they and all of team loses stars)
Sets expectations up front
Hank Levine is the President and CEO of iPlace USA, which is widely regarded as the highest quality company providing professionally managed sourcing and recruiting services for US-based companies from India. Over the past twelve years, he has helped over 240 American companies establish offshore recruiting operations.
Hank spearheaded the development of a very innovative “company operations system” based on gamification. He was the keynote speaker last May at the StaffingTec conference where he spoke about how progressive companies are using gamification to scale their operations, align company and client goals, improve the health and wellness of their employees, and even eliminate performance reviews.
Student loan debt is certainly a major issue and yet it is not often addressed in the hiring process. Some would argue that the overwhelming pressure to start paying back the loan often results in a person making the wrong career decision out of necessity. Companies could do more to alleviate some of that pain by targeting talent out of their specific industry and creating benefits or incentives to help with this burden.
“When you get in debt you become a slave.” - Andrew Jackson
Show highlights:
The effect student loans have on career choices
How companies might capitalize on debt to help attract talent
Ways in which an individual can reduce the amount of student loan debt:
Planning
Cost reduction programs
Hidden gems of free money?
What are the inherent challenges related to student loan debt:
Default on the loan -7 million people are in default
Limits ability to get a job- ie:govt related
License suspension -nursing, teachers, lawyers, realtors emergency technicians
Shackled to what you hate to pay the bills
When people make poor career choices because of necessity it impacts the company that they join. The regret over poor job choice does not only impact the employee but the employer as well. Job regret leads to:
Apathy
Low motivation
Poor employee performance
Spend work time searching for other employment
How might companies be able to attract the right people by helping to alleviate the student loan debt wound?
benefits
Recruit people from outside industries (look outside the box)- accomplishment based hiring
Opportunity
Provide an avenue
Look at the debt as an opportunity to provide performance incentives to offset the debt
Dane Petchul is the Founder and President of Oracle College Planning. With a long history of helping people with their retirement in the finance world, Dane shifted the focus to help families – parents and children – identify the best path to take for a financially responsible college experience..
Dane committed himself to helping families carefully protect their life-savings from soaring college costs while ensuring that a proper financial pathway would be in place so that students wouldn’t be saddled in debt after graduating. Therefore enabling them to make better career decisions.
A majority of the most talented people have terrible resumes. Why? Because they are busy making things happen!
Companies miss out on great people because they never make it past the resume screen. Automating the process and screening for buzzwords is just not an effective tool for finding the right people for your business. We are in the people business when we recruit. So, pick up the phone and judge based on your conversation and not the resume.
Today's Quote:
"Insanity is knowing that what you're doing is completely idiotic, but still, somehow, you just can't stop it."
- Elizabeth Wurtzel
Show highlights:
Positive points of resumes
Everything wrong with a resume
Alternate solutions to resumes - solve the resume black hole
What resumes are good for:
Contact information
Career History
The “white space”
What is wrong with the resume:
Keyword dependent -wrong keywords or no keywords
Designed to match with wish list of skills
Too heavily relied upon in the interview process
People lie
Alternate options to a resume:
Video clips
Video talent snapshot (resume) - Why is this a good idea?
-discrimination bias?
- how can a 1 minute video give you an accurate picture?
AI
Actual assessment - conversation
Wound, Desire, Accomplishment
Effective use of a resume and how to identify great people:
Just a tool, not a wall
A guide to formulate skills based questions - Transferable skills
Anita Kanti is the Executive Talent Manager of Huawei Technologises. She is a global business partner and senior manager supporting executive leadership deliverables' for leadership talent acquisition needs for the US and China marketplace.
As both a motivational life coach and strategic talent manager, Anita Kanti offers progressive solutions to help her company and clients optimize their strengths and create a pathway of success. Anita is a proven expert in talent recruitment, both in leading corporations such as Broadcom Inc., and United Healthcare, as well as building a company of her own, Anita K Solutions. Anita K has combined her expertise in talent development and leadership with her training in motivational techniques to create a unique and effective life coaching philosophy.
Public sector VS private sector! We put on the gloves in an epic showdown of today's episode, to settle the differences and find out the better career option. Let's see who will come out victorious!
The 3 rounds for the undisputed championship:
Round 1: Brenda - bashes up the logic behind joining a startup
Round 2: Rick - negatives of the public sector
Round 3: Each counter the punches from their opponent
Round 1: Why do you think it is silly to work for a startup?
No career security
Lack of stability
Round 2: Cons of working for the public sector (federal, state, county, city)
Slow moving
Not entrepreneurial, Doesn’t attract the strongest people
Clamored with politics and red tape
Ability to innovate severely limited
Mediocre Pay / No Stock Options
Not sexy… at all (unless you are an officer or firefighter)
Round 3: Counter Punches! Closing argument Evidence
Pace
Innovation
Career Growth
Challenging
Compensation & Benefits
Attractiveness- to attract talented people
Engagement- the perception of each worker
Brenda’s Knock out Punch! *Interview Process - You probably do NOT have an effective process!
Brenda Diederichs has been serving as the Chief Human Resources Officer for the County of Orange since June 2016. Brenda began her HR career at San Bernardino County, while earning her BA in Political Science, from California State Polytechnic University Pomona. She next worked for the Southern California Rapid Transit District for 10 years in both HR and Labor Relations. While there she earned a law degree from Loyola Law School.
Brenda went on to practice labor and employment law providing and serve as the labor and employment law department chair for two major public law firms for 10 years, before returning to public service as the Executive Officer for Labor and Employment, Human Resources and Training for the Los Angeles County Metropolitan Transportation Authority. She opened her own law firm in 2007, which she operated until returning to public service in 2014 as the Human Resources Director for the City of Riverside.
As an Entrepreneur or business leader, it is crucial in this market, to brand yourself to attract talented people! One company is developing their managers to become thought leaders and influencers. A fantastic example of how your company can increase engagement and retention. Making your company safe from guys like me!
Show highlights:
Your journey @ Alteryx
Why it is important to brand yourself as a hiring manager
How to make yourself attractive to talented people
What were the challenges you faced when you joined Alteryx?
Lack of candidate flow, people not responding
Low awareness
Lack of engagement felt it was a TA problem not a business problem
Did not know what to do with people when they had them in for the interview
Managers not involved in the hiring process, not engaged, not sharing, not networking- not taking an active role in hiring & attracting
Disjointed
Internal/organizational solutions:
Candidate flow- posted jobs to get recognition
Ownership of glass door
Updated LinkedIn recruiter page, moved careers on the website to show the importance of careers
Open houses- the Wrong time of day. First one bombed. Changed to a networking event for developers- Huge success- resulted in 6 hires.
Leadership alignment. Making yourself attractive to the talented people you NEED to hire!
Start by listening! Demonstrate high EQ
Helped to understand through education & enablement that TA is a joint effort.
Marketing yourself
Leveraging networks, networking as a tool for talent attraction & career development
Communicate: Linkedin & employee referrals- let everyone know
Develop a Thought leader mentality- sharing content, pictures of the team in a team meeting, sharing ideas, etc.
Personal Brand- thinking broadly about the needs of the company, not just their roles.
Career Focus:
Own your career development, 20 minutes a week to share interesting content, pictures, write new content.
Elevate those around you to achieve more!
Partnership with other thought leaders- both parties are interviewing each other. Successful managers connect people.
Strong Process:
Tight interview plan, no overlapping questions, interview team prepped, own and respect the process.
Structured, Timed & Impressive
Meredith Fish is the Global Director of Talent Management for Alteryx, Inc (NYSE: AYX). With over 15 years of Human Resources experience, Meredith has worked in a variety of industries and organizations including retail, finance, real estate, and information technology companies. She has the proven ability to build strong relationships and obtain organizational results. Meredith is an approachable and effective leader who motivates employees to maximize productivity. Her areas of expertise are Talent Acquisition, learning, and development and employee relations.
Today’s show is all about Preparation! Preparation is the first step in conducting an effective Interview. Both interviewer and interviewee parties need to be prepared. Just showing up without an idea of where you are going is the quickest way to lose an opportunity. An Interview without Preparation is really just PreparationH! In this episode we stressed the importance of preparation and how it needs to happen.
Show Guest:
Mark James is the Founder and President of Hire Consulting Services and the author of his new book, “Keys to the C Suite”. (Amazon.com) Mark is a Certified Personnel Consultant and has been providing executive career transition coaching and executive search consulting services for over 20 years. He is also a Certified Partner with the Predictive Index suite of behavior assessments. Mark coaches executives in career transition on a daily basis which makes him an expert in today's topic.
Episode highlights:
Interviewee/candidate preparation
Hiring manager preparation
Provide a process for how each party needs to prepare
Why is it important to prepare for an interview?
Preparation puts you in the right MINDSET … sets the tone, eliminates surprises
Set proper objective - get the offer/make the hire
Being prepared = being impressive- demonstrates success
Interviewee:
Research the company to determine something that the company may not know themselves
Not prepared to tell their story
Ask for the interview schedule & format
Hiring Manager (company):
Research the person
Knowing what needs to be accomplished
Prepare your interview team
The dangers of not preparing for the interview:
Wasted time, frustration
Inaccurate picture of who you really are
Lose the person
Increase the likelihood of making a bad decision
How to best prepare to get hired:
Self-assessment, presenting yourself, researching the company
Research company
Ask targeted questions
Know how to showcase your accomplishments to make them relevant to the company mission
Proactive
Best preparation practices to attract the right talent:
Schedule time to prepare - assuming all else has been covered
Review assessment notes, LinkedIn profile, social channels, resume- look for commonalities, interests & data points to cover
Prepare interview team- provide targeted behavioral questions
Look for cultural fit, evidence of success & transferable skills:
Performance Metrics- what needs to be accomplished
Have a plan: Connect the dots- competitive advantage
Give & receive feedback -in real time
Maryam Rofougaran, Co-CEO/COO & Founder, Movandi Panel member on the topic of the Anatomy of Success.
We are putting on the gloves in an epic showdown today. Answering the age-old question of Why we can't just get along.
3 rounds for the undisputed Podcast championship:
Round 1: What Human Resources dislikes about Talent Acquisition
Round 2: Recruiting issues with HR
Round 3: Solutions to get the two working together
Round 1: Issues that HR has with Recruiting
Fixing problems or adding to the problem
Spray & Pray
Transactional
Low hanging fruit
Clear expectations of what is acceptable
Understanding our business
Round 2: Recruiting perception of HR
HR doesn't really understand or care about hiring
Relationship with Hiring manager(s)
No understanding of the Job description
Failure to Communicate:
Blame game
Market conditions (low unemployment)
Round 3: Working effectively together
Control
Restructuring HR bonus structure (cost per hire)
Separating responsibilities
Trust
Structure
Nicole Arvizu is the Chief Human Resources & Compliance Officer for MeriCal, Inc. She is a very progressive and disruptive HR leader! Nicole is a change Agent who joined Merical in January 2017 and has done an amazing job of transforming the organization to bring in HR as a business partner rather than an administrative arm.
She loves to geek out with her quest for scientific knowledge and is also a surfer!
Paul Pickle, Former President & COO, of Microsemi & MC of Octane OC's 2018 Technology Innovation Forum. We discussed the future of Semiconductor and whats on the horizon.
Ryan Permeh, Co-Founder & Chief Scientist of Cylance! I had the pleasure to sit down with Ryan for a quick interview at Octane OC's Technology Innovation Forum Event. He shared some great Insight on Leveraging the Cybersecurity hub in SoCal.
Picking the right recruiter partner is not easy. Today’s episode is all about the different options available and how to find a search firm who has your company’s best interest at heart. Start by establishing the following.
Show highlights:
Defining & understanding your company - values, culture, & plan
Expectations of your team, company goals, needs
How to evaluate a search firm and chose the one that best fits with your organization
Begin with the root of where we should start. As a company, who are we?
Company’s core values
Culture
Plan for success
Understanding your Company’s “Needs” and defining expectations:
Needs vs. Wants - your company needs trump ego
Speed vs. quality
Recruiting mentality Driver vs. Order Taker
Determining the best type of search for your specific needs:
Staffing
Contingency
Retained
In House
How to pick the right recruiting partner:
Process
Cultural & Business understanding
passion
Tom Chaparro is the Executive Vice President and General Manager of The Newport Group - Executive Search Consultants.
As EVP & GM, Tom is responsible for firm-wide management of day-to-day operations and quality control, as well as providing leadership and training to managers and staff.
Mr. Chaparro combines deep, hands-on expertise in a variety of verticals, with an uncanny business insight for the international marketplaces in which his business partners operate. With proven executive search experience, and an unmatched knowledge of the real estate development, construction and oil & gas industries
On Average 20% of your company provides 80% of your value. Which poses the following questions that we covered on today's show:
How many A&B players would you need to produce 100% of the productivity generated now
If everyone in the company were A&B players what would be the capacity?
Solutions to transform and/or hire top performers
On Average how many people at a company are A players?
20% produce 80% of the work…
Startup should be flipped
Can we transform people by just moving them to a different seat? How?
Aligning passion & growth
Why is important to shift people to a different seat rather than letting them go?
Shows commitment to people in company and doesn't downgrade the morale of the company
If everyone in the company were A&B players what would be the capacity?
Increase ROI by 300-400% with the same people every time. Just moved people in the right position.
Most people are in the wrong seat
How do we transform current under performers into A players?
Job description process: be able to show what is really needed in each role
What needs to be accomplished and when it needs to be done
Growth, Attitude & Passion
Clear statement about the most important contribution will the person make and how much $ does that turn into with an A-player.
Prioritize responsibilities & percent of time doing each tasks.
Where are they, what do they have as tools, & the biggest task (4-5 kinds of tasks) of everyday-functioning at the task level
Type of communication- break down (telephone, data)
Who I am matched with these areas- deliver core value energy
Weave CVI and detail the How
Lynn Taylor is the President and CEO of Taylor Protocols, Inc. He is a business optimization expert in the areas of human capital, C-level performance, executive coaching and organization design. Lynn is a creator of the Core Values Index (CVI), the only assessment to identify the unchanging human characteristics that dictate future job performance and align these with the responsibilities of a given role for guaranteed success.
Lynn stakes his company and his reputation around his “right person, right job” mission. He has performed more than 200 successful turnaround projects over the past 20 years.
Is your benefits strategy the right one to land great people? Highlights discussed on the show:
How Benefits drive Retention
Effective vs. Ineffective benefits
How Benefits can help land Talent
How benefits drive retention
Hard for employees to leave when employers demonstrate the value. Employee feels like they can not get as good of a package somewhere else.
Total compensation statements- powerful tool
What benefits are Effective? Ineffective?
What people expect & at what level?
Strategy for different company sizes
Botique benefits- pet insurance, Financial well being.
How do benefits help land talent?
Reduces days to fill
Impact cost to hire associate
Strong release pitcher role.
Medical needs
Ron Herrera is Vice President of Consulting Services with the Precept Group, a national employee benefits consulting firm and insurance brokerage. Precept offers a variety of services including health and welfare consulting, health management programs, benefits administration and technology, retirement plan services and more.
Ron partners with employers across the United States to reduce healthcare expenditures and stimulate organizational culture. Prior to joining Precept, Ron led Human Resources operations in Vice President and Director roles with multiple healthcare organizations.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Bad hires are the negative effect of a unstructured hiring practice and will manifest itself in the performance of your company. So how do you minimize the risk of bad hires? A hiring structure needs to be in place to drastically increase the chances of making a great hire.
Show Guest:
Rick Franzi is the Founder & CEO of Critical Mass for Business. He is the author of the best selling book “Killing Cats, Leads to Rats” -Mitigating the unintended consequences of Business Decisions.(Amazon.com)
Rick currently chairs CEO Peer Groups® throughout Los Angeles and Orange County, CA through his partnership with Renaissance Executive Forums. He is the host of Critical Mass Radio Show & Podcast here on OC Talk Radio.
He is a nationally recognized thought leader on the power of peer learning for CEOs and business executives. Rick's work has been featured in national media forums such as Forbes & Inc.com
Topics covered in “unintended consequences”:
Symptoms
Diagnosis: the disease is not Hiring with a process
Secure Model for Hiring
Prescription
What are the symptoms (issues)?
Company’s hire for Skills
Winging it
Asking the wrong questions
Down hiring
The diagnosis: disease is not having a hiring process. Why?
Repels great talent (unstructured is unimpressive)
Unstructured interview (only a 6% chance of making the correct hire)
Bad hire will infect 30% of the people around that person - drop in performance
Prescription/solution - implementing the SECURE Model
S stands for slow down the decision-making process.
E stands for expand your knowledge.
C stands for clarify the desired outcome.
U stands for unify the team
R stands for retain control of the process.
E stands for ensure you stay outcome focused.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
True transparency maximizes trust and enables a company to thrive! Vincit promotes proactive leadership and a bottom up leadership approach. The results: a rediculously successful business with no attrition and incredible engagement and productivity.
Episode highlights:
True Transparency- what it looks like to a company that is thriving
Proactive leadership
How this structure attracts outstanding people!
Explain what transparency looks like in you company
Publish Salaries openly- colleagues nominate for raises. Twice a year
Satisfaction guarantee for new employees. Pay people to leave within first two months
Eliminated middle management
Company credit card
How does transparency Maximize Trust?
Bottom to top approach to leadership - focus on listening and reacting. Leadership as a service- created a platform. LaaS
Increase Management workload? - lowers load because you are not predicting situations to handle situations. Individualize the model. People end up managing themselves
Transfer into your hiring process?
What do they do in hiring?
Screening to eliminate the mediocrity? they test interviews in teamwork based situations.
Look for collaboration, skills and cultural fit. Have to be able ask questions, “having dialog”
Results?
Attrition
Engagement
Productivity
Ville Houttu is the Founder and CEO of Vincit California, Inc. Previously, he helped to take it public in Nasdaq First North marketplace. After the IPO, Ville moved to California to start Vincit’s local subsidiary. During the first year of operations he built a team of 20 developers in Irvine and acquired OC’s hottest digital branding agency, XTOPOLY. The team operates in Irvine and Palo Alto, where they help companies such as Logitech and Yamaha to develop their mobile apps and digital services.
Ville is passionate about creating lean working environments and scaling operations without creating policies. He is also one of the few Ironman triathletes who plays steel guitar on several albums on Spotify.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
We all have unconcious bias. It is important to recognize and identify them, especially in the workplace. When we acknowledge these biases, then they can be eliminated in the interview process, creating smarter hires for your business.
Episode highlights:
What Unconscious bias is
How to acknowledge it
Eliminate it from the hiring process
What is Unconscious Bias?
Relative to gender, race, age
We all judge but the key is not to pass judgement until…
Unconscious (or implicit) biases are learned stereotypes that are automatic, unintentional, deeply ingrained, universal, and able to influence behavior
How do we recognize and identify our bias?
EQ, Self Awareness
Roots
The value of Bias in the workplace
Diversity in thinking
Leverage Enlightenment
How do we Eliminate Unconscious bias from the interview process?
Understand the value around bias in the workplace
Harvard Business Review:
Seek to understand- “Organizational conversation”,
Job descriptions- perception words, gendered words-balance:”build and create”
Blind resume review- ignore the name
Accomplishment focus
Structure Interviews
Value fit
Diversity goals
Chris Steely is the Managing Director of GPS Business Group. He is a transformational business leader, author, trainer, and business coach, who has trained thousands of business leaders worldwide on how to refine and apply optimal capabilities to their business. Chris focuses on delivering business effectiveness services to clients across the globe. He’s co-authored two books, and has been featured as a business expert on countless international stages.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Insights on Proper Interview Communication and the ways to incorporate them effectively for the Hiring Process:
What are the broken issues in the Interview communication
Fix the crucial areas
Utilize Solutions and Tools that are available to enhance communication and overall candidate experience
With all the technology & tools available, Why is this still a problem today?
We try really hard to take out the human element from the process
Lost art
Transactional
Where the challenges lie
Recruiter & Interviewee
Recruiter & hiring manager
Interviewee & hiring manager
Forms of Communication & Issues
Video interviewing vs phone interviewing, Video cons: implicit bias
Chatbots- engagement /screening tool
Text messages
How do we make interview communications effective?
Recruiter & Interviewee
Recruiter & hiring manager
Tools
Interview Data/Evidence
Remember your Conversations
Reduce misinterpretation and bias
Remove redundant interview steps
Other Tools:videos, Chatbots
Technical tests
Take home tests
Nick Livingston is CEO of Honeit Software. He has been scaling recruiting teams and companies in San Francisco and New York City for 15 years. Nick started his career as a technology headhunter in NYC. After a successful IPO at TubeMogul (now Adobe) while attending business school at UC Berkeley, he co-founded Honeit Software to rethink interview communication and simplify the hiring process. At MTV, Nick was the Recruiting Director responsible for digital media and interactive technology talent. Nick worked at HR Technology companies Taleo and NextSource. He received his MBA from Berkeley, with BS in Applied Mathematics.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Companies complain that they can’t find people yet they do a lot of alienating of potential hires through their actions. Identifying and fixing what drives people away in each stage of the interview process, looking at data of where the best hires are produced, and learning the trends in the Industry will increase the pool of better candidates for your business.
Episode highlights:
What drives candidates away?
How do we fix these issues
What drives people away?
Job description- selfish, not engaging,
First contact - too selling job focused
Interview - prepared, structured, Format
Follow up process
Hurdles in Applicant tracking systems/Interview process
Tests
Missing human connection
Job boards are getting less traction
Evolution of video interviews & ai… matching
Candidate experience- cannot do @ scale
Automated process & gaming
Look at your data. Where are the best hires produced?
Changing the mix of were you recruit. do the opposite of what you are doing now!
Job ads- alienating people….need to Engage people, contact & follow up
Blind resumes? *eliminate bias
Messaging- party environment
Getting past bias
What needs to be fixed?
Job description
First contact
Interview
Follow up process
Trends in the Industry
What’s working & What’s not
Todd Raphael manages global publications and conferences for ERE Media, a global community of recruiters and others in the talent field. He has appeared on Sirius XM, VoiceAmerica.com, Wall Street Journal, Time, Forbes, and more.
Todd was named DevSkiller's 2016 "50 Most Game-Changing Influencers In Recruitment." Named Glassdoor's "2015 HR & Recruiting Thought Leaders" and HR Examiner's "Top 100 Influencers" list in employment/human resources and its top 25 Online Influencers.
He was listed on Mike Vangel of TMP's "60 Or So True Influencers In Social+Mobile Media and/or Recruitment."
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Brenda Diedrichs, Chief Human Resource Officer and Hilda Gracia, Employee Relations Analyst of County of Orange
The 3 keys to transformation and how to apply them for success:
-Understanding of yourself (past)
-Awareness (present)
-Compelling vision (future)
Leisa Reid is a presenter with Productive Learning, a boutique personal growth company founded in 1992, and has trained thousands of people on the power of the mindset. After 20+ years of Management, Sales and Executive Leadership, Leisa dedicated her life to assisting others invest in their personal development. Why? Because she personally experienced the powerful results as a client of Productive Learning. She loved the company so much she joined them in the pursuit of living an extraordinary life.
Leisa is also the Author of the book “Manage to Success: A Guide to Cultivating Happy & Productive Employees” (Amazon.com)
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
It is important to have a proactive talent strategy when planning and building your pipeline for your hiring process. Know when and how to tap into the pipeline. Developing a solid foundation, always recruiting by using your referral resources, and utilizing the tools and changes that companies can make promotes successful hiring searches.
Show Guest:
Ken Schmitt grew up in an entrepreneurial household with a father who was a Jack in the Box franchisee for 25 years, and a mother who left the accounting world to become a real estate agent. After spending 9 years working for a local boutique firm and one of the world's largest Executive Search firms, Heidrick & Struggles, he launched TurningPoint Executive Search in 2007. The past two Years, TurningPoint has been ranked one of the Top 150 Fastest Growing Private Companies in San Diego (SDBJ).
Ken is also the Founder and CEO of the Sales & Marketing Leadership Alliance (SMLA), and the annual Sales & Marketing Leader of the Year Awards (SMLYs). Ken is a thought leader in executive search and takes a high touch, concierge-style approach to placing first class talent. Which makes him the perfect guest for today’s topic! He is the Author of LinkedIn Hiring Secrets for Sales and Marketing Leaders. (Amazon.com)
Episode highlights:
The importance of a proactive talent strategy
Building your pipeline
When & How to tap into the pipeline
The Why… Process is Reactive
Starting at Ground zero (Avoid reinventing the wheel with each new search)
Pre plan questions
Organize- time, pace, resume/profile
Foundation - Developing The Plan
Proactive mindset
Always be recruiting (ABC….)
Consistent message, not being transactional
Look at recruiting as a revenue generating or sales process.
Building the pipeline. Always be Recruiting
Employee referrals
Industry leaders
Top performers
Tools & Tweaks that companies can make to succeed
Simple spreadsheet on excel
Poor job of mining their own data.
Someone owning the process.
Employee referral program- on going notification
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
What is needed to attract investors, the importance of a team, and how to enagage the right people for your company. Develope a plan that will scale. Hire the needed technical, marketing and leadership expertise to raise capital and to build the business.
Episode Highlights:
What is needed to attract an investor
The importance of the team
How to attract and scale your team
The Foundation - What really needs to be in place to attract seed round investment?
Pick up 1-2 key customers with a working prototype
Seed round: Have team, some customers, some revenue, working model. & need funds.
What is typically the right scenario for a TCA investor?
TCA- a 20-40% small percentage are open for execution delivery role.
*Understanding, awareness & belief
What is the biggest hurdles you see from entrepreneurs?
Giving up equity is often the big issue.
Angel members open to teaming up as a co-founder.
Building the Team - How do we attract the right person?
Resources
How to scale a team. Long term engagement, needs of the business.
Operator, needs to give up “control”.
Use advisors to vet talent, first reluctant to bring in the help.
Scale
When to start?
Evaluation & Planning
Analogy of championship sports teams- key pieces of the puzzle but not all the right pieces at the right team.
Hicham Semaan is an experienced CEO, GM, senior executive, angel investor, senior, and board member to CEOs, management teams, private equity, startup companies. He is a respected leader with strong vision, value creation, turn around, and acquisition expertise, and has successfully grown and exited businesses. Hicham is considered an expert in the technology, education, and real estate industries and has been a featured speaker at several industry events.
He is the newly elected Tech Coast Angels-Orange County President and has received the “Excellence in Entrepreneurship Award” from the OCBJ and was recently named “New Investor of the Year” by Tech Coast Angels.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
All interviewees should be treated with the same positive hiring experience, rather they be an active or passive job seeker. When you eliminate pre-judging and biases, build rapport, and follow up with your candidates, it creates positive results: brings the truth, leads to referrals, and produces positive reviews.
Episode highlights:
How to treat all candidates
Contact & Feedback
Results
What is a Active job seeker vs. a Passive job seeker?
Why do we treat an active job seeker and a passive job seeker differently? What are companies missing?
Eliminate: Pre judging & Bias
The Resume… laziness by not calling. Leads to referrals if not a fit.
Why no feedback when I apply to an ad?
Eliminate: Pre-judging & Bias
Act as if you are the candidate… Process for relationship building.
Looking for value in the conversation.
Follow through… set timeline, being considerate
Results
The truth
Referrals
Positive feedback (Glassdoor)
Deborah Kantor is the President of Kantor Sales Associates. She has mentored and trained countless sales professionals in her four-decade-long sales career path. Deborah has been a student in every aspect of the sales cycle, from prospecting to close, and in the building of trusted partner relationships along the way. She has been a top performer in the staffing and real estate industries prior to her current coaching/training business. Beyond the sales skills necessary to open doors, Deborah is passionate about knowing how to present VALUE PROPOSITION, and communicate the WHY.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
What should a proper Interview Structure should look like, how to Prepare and Plan the candidates for the Interview, and the right way to Execute the interview process. Having the right hiring structure will audition the interviewee for the company's cultural fit and determine those that may or may not be congruent to your organization's core values.
Episode highlights:
What a proper Interview Structure should look like
Preparing & Planning for the Interview
How to Execute an outstanding interview process
The Foundation - How should an interview be Structured?
Timed with a person leading the process
3-5 individuals, auditioning for cultural fit
Preparation
Pre plan questions
Organize- time, pace, resume/profile
What does an interview plan look like?
Share the plan with the candidate before hand
Executing the Interview
Alleviate the pressure … keep congruent with your environment
Conversational
Knock out questions
Testing & digging
Wrap up… set timeline
Checking References & Referrals
Challenge the white space
Scott Kuethen is the CEO at Amtec, Inc., a professional recruiting organization specializing in placing professionals in Contract and Regular-Full-Time positions with companies ranging from small entrepreneurial start-ups to the fortune 100. He is an avid teacher, and writer in the areas of talent acquisition and selection, organizational planning, and business management. Scott’s life purpose is helping people find meaning in their work.
In his spare time, Scott enjoys photography, SCUBA diving, swimming, drone flying, and other activities that keep him young-minded.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
A 5x tech entrepreneur and his unique approach to hiring great people for his companies, using the 3 C’s: Culture, Capacity for Mastery, and Craft. Utilizing this interview methodology can take your company from good to great!
Episode highlights:
What the 3 C’s are?
Apply this methodology to your hiring for your company
A really unique approach to hiring, the 3 C’s
Culture: Values- evolution of culture, Ethos (montrose), Traits
Capacity - critical thinking & problem solving skills
Craft- skills (not defined by)
How to apply this methodology
Narrative arc interview
White space interview
Jordan Ritter is an accomplished entrepreneur and technologist, having co-founded several companies including music company Napster, messaging security platform Cloudmark, labor-as-a-service platform CloudCrowd and most recently, personal digital search engine Atlas Informatics. He also served as the CTO of entertainment company Columbia Music Entertainment, as well as fan interaction platform Zivity. Jordan is also a regular open-source contributor, having authored free software commonly included in modern Linux distributions as well as Windows software licensed by Microsoft. Several of his projects have been featured in well-known publications and books, and incorporated into University-level curricula.
His works have won numerous nominations and awards spanning across Comdex, DEMO, SIIA, PC World, PC Magazine, and WIRED. Jordan speaks at technology conferences around the world on topics ranging across entrepreneurism, startup culture, AI, computer and messaging security, and the music industry.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
The benefits of fractional help in your organization. Fractional work can bring important value while companies are experiencing change, such as a new leadership, merger and acquisition, or a resignation. Knowing when and how to engage a fractional person will provide the solutions needed for your company.
Episode highlights:
What is Fractional - High end Temps!
When & how to engage fractional help
Jean Latu is the Founder & CEO of Ingenio Solutions, a consulting firm focused on accounting and finance. She leads a talented team of experts in finance and accounting who work with clients to solve problems, create efficiencies, and improve the bottom line.
Jean has worked on projects for companies like CarrAmerica, Coldwell Banker, and Marriott as a consultant. She joined Jefferson Well as a Director of Finance Operations and led their finance and accounting practice. She grew the practice to 40 consultants from 5 and increased annual revenues to $10M from $1M in 3 years.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
How to use analytics tools to first understand the role you are needing to fill. The importance of placing the right language to attract the right person to your job description. We share a format to make your company stand above the pack in impressing and engaging passive talent!
Robert Curtis is the Founder and CEO of Alpha Quantix, a leading provider of people analytics, metrics, performance solutions, and consulting and training. Alpha Quantix is a certified partner with Predictive Index. Robert actively engages business owners and senior management, both direct to management and jointly with industry-specific consultants, in a variety of capacities focused on: hiring the best people, developing employee engagement and delivering employee performance, and generally shaping organizational culture to help companies be the best they can be.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Gamification is leading by using the best ideas from games. Companies are using loyalty programs and behavioral economics to drive performance and engagement in their employees. Gamification in the workplace has been around for a long time but what's new is the introduction of tools, technologies, design disciplines and frameworks that are allowing us to do gamification in the workplace in a more scalable and repeatable way.
Brian Andersen is Founder and CEO of Telecomprehensive Solutions, a telecommunications & technology brokerage headquartered in Orange County. Brian is a keynote speaker and Chair of the Business & Workforce Development Committee for the Greater Irvine Chamber of Commerce. He leads Business Attraction & Retention efforts to unify our local Startup Ecosystem, connect business & provide education to empower Orange County's Workforce and other strategic Economic Development initiatives. In addition, He also serves on the Advisory Council for the Southern California Hospice Foundation.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Ineffective communicators can shut down an audience in seconds! Especially with nervous, outdated or too technical presentation styles. This translates throughout your business and can definitely kill your ability to raise funding and hire top talent.
Stephanie Paul is the Founder and CEO of Stephanie Paul, Inc.. Stephanie has an expertise in Working with people who have a significant message that needs to be inspirationally transferred to a variety of audiences. Helping clients get away from "Selling" to Storytelling and turn facts and figures in to "Edutainment". All this with a professional, entertaining, funny and unique style of coaching. Her clients have FUN while being coached ultimately learning how to communicate on a deeper more connected and entertaining level. Bringing a new refreshing air to the culture of the traditional corporate "Bored Room".
From an international background as an actress and a comedienne, including producing and directing Stephanie Paul has combined her knowledge and experience with writing, acting, presentation and production for both on camera and the speakers stage, to bring the “Mastery of the Message” to her clients. Executive Producer and Co-Organizer of TEDx Mission Viejo 2016, Official TEDx Orange Coast Presentation & Connection Coach 2014, 2015, and Official TEDx - Kish (Iran) Presentation & Connection Coach April 2015/16.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
It is imperative to have comprehensive job descriptions! Robert Yonowitz and I discuss why this is important and how they are used in the workplace. Lawsuit prevention, ADA accommodation, Performance Reviews and disciplinary action are the cornerstones of why. Learn the components of an effective "defensive driving" job description and a description that attracts top talent!
Bob Yonowitz is a partner in the Irvine office of the national law firm of Fisher Phillips, one of the oldest and largest firms in the country practicing exclusively in labor and employment law representing management. Prior to practicing law, he also worked for the United States Senate Judiciary Committee Subcommittee on Courts. Yonowitz has proven expertise in many aspects of labor and employment law including litigating harassment, discrimination, retaliation, wrongful termination and wage hour class action claims, drafting key executive employment agreements and incentive compensation plans. Robert developed and is the co-chair of the firm’s nation-wide Unfair Competition and Trade Secrets Practice Group and has published numerous chapters, articles and lectures on the benefits of arbitration, drafting employee agreements, and prevention of employee theft of trade secrets.
He is a member of the California Bar, and the Labor and Employment Law Section of the American Bar Association.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Emotional Intelligence, or EI, describes an ability or capacity to perceive, assess, and manage the emotions of one's self, and of others. Our EQ, or Emotional Quotient, is how one measures Emotional Intelligence. EQ is the Motivation, Empathy, Self Awareness, Self Regulation, and Social Skills. Emotions have the potential to get in the way of our most important business and personal relationships. But understanding the importance of EQ and having an in-depth process in place to evaluate each component, will uncover the truth and reveal any red flags of your candidates, preventing a hiring mistake for your company.
Rodney Burris is the President, COO and Co-Founder of Care Partners at Home. Founded in July 20, 2016, Care Partners At Home and its parent company, Post-Acute Care Partners Inc., was a career-long vision of Rodney's, a healthcare leader looking to turn his personal stories of caregiving and love into a completely different approach. His professional philosophy focuses on compassion and love, yet is built on a foundation of skilled associates with true expertise, delivering exceptional care.
Over the past 15 years, Rodney has had the opportunity to serve as a leader in Regional, Executive and Board Member roles across a spectrum of Healthcare organizations. These ventures have spanned from large corporate structures to small start-up companies. His intensity, drive and passion to care for others is a derivative from playing the role of “patient” many times throughout life. These events have inspired Rodney to build high performance teams that desire to broaden their positive impact through creation and innovation.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
How do you REALLY discover if the person you are trying to hire is competent? Great incites shared by today's guest to avoid this major hiring mistakes that those before you have made. Besides having a Hiring Plan in place, providing in-depth evalution of your candidates, and implementing the right questions, will help hire the right people for your company.
Craig Cooke brings more than 20 years of interactive, marketing and management experience to Rhythm. As CEO, Craig drives the direction of the company through his vision, strategic planning and execution. He is actively involved in marketing initiatives, research and development, business development, vendor selection and strategic partner development. He also participates in hiring and producing high-quality solutions that deliver true value to clients. Craig takes a consultative approach to problem solving with clients. Essentially, he believes in helping people, delivering quality, demanding excellence and being accountable.
Craig’s leadership has driven Rhythm to be recognized as a fastest growing private company for five years in a row by Inc 5000, Orange County Business Journal, as well as a “Top Places to Work” in Orange County by OC Register and Orange County Business Journal.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
It is pertinent for companies to manage properly the rate of their spending through the varies stages of the business life cycle. Each level of growth, development/seed, startup, growth, expansion, and maturity has its monetary and talent challenges. But incorporating specific plan of expectations at each stage, hiring and delegating experts, and monitoring the burn rate accurately will encourage growth and success of your business without breaking the bank.
Karl Hardesty is the CEO and Founder of Hardesty LLC, a national executive services firm providing both executive search services and on-demand executives to companies. The Hardesty firm has built their reputation in the CFO space based upon their rapid deployment of experienced financial management resources through interim and project based engagements. Hardesty also specialized in other C-Suite rolls including CEO, COO, CIO and VP of HR.
Hardesty has grown rapidly since its inception in 2011, making Orange County’s Fastest Growing Company list for 2014 and 2015. The firm and it’s affiliates currently have offices in 10 major markets in the US.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
To build an outstanding Company, you need to start caring about your people. That is to listen, understand them and achieve mutual loyalty. Caring about your employees can be incorporated through Leadership, Investing time to get know the person at the Interview Process, having an Interview Structure with Behavioral Questions, and focusing on Engagement and Growth. When you really appreciate your employees, it transfers to your customers and the business!
Paul David is the founder and CEO of Identified Talent Solutions, an Irvine, California-based recruitment and human resource consulting firm. Paul has been featured in numerous business publications, and his firm was named one of the "Fastest Growing Private Companies” by the Orange County Business Journal and listed on the “Inc. 500” by Inc. Magazine as part of its annual list of “America’s Fastest Growing Private Companies.”
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
There are two types of engagement, before the hire and while employed. Recruiting is not about you or your needs anymore. The proper engagement in the recruiting process is focusing on work life balance, social consciousness, benefits… opportunity for growth.
To retain talent once you have a person as an employee, you need to build the right cutlure by providing growth, communication, and having a Purpose, Intention, and Execution process in place.
Deena Brown is an Executive Director and certified speaker, coach, and trainer with The John Maxwell Team. She is an international best-selling author, The A-Z Guide to Mindful Leadership (Amazon.com) and has been featured on ABC, NBC, CBS, and Fox as a highly sought keynote speaker, business and leadership growth expert.
She is affectionately known as The Millennial Whisperer. Her clients have identified her as The Catalyst because she makes Shift Happen. She is the founder of the Millennial Leadership Institute that provides leadership development and lifestyle coaching to Millennials. Her signature C3LeadershipTM Program helps professionals have more Clarity, Confidence, and Consistency by teaching how to Communicate with Influence, Connect Authentically, and Collaborate Strategically.
Dr. Brown’s expertise helps organizations and individuals build a clear path to significance that bridges their philosophy, vision, mission, and goals to their optimal organizational identity.
Check out Blog A and Blog B on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
It is important to have a strong technical leader for the success of your company. Entrepreneurs often make the mistake of bringing in the wrong type of person. Today we discussed best options for technical leader for your business.How do you get a strong leader to join your company? You need to know what a strong technical leader looks like and have a plan of action to make sure the right ingredients are present in a person to ensure their success.
Scott Krawitz is the Founder and CEO of People Driven Solutions (PDSI), a technology services firm specializing in fractional technology leadership, curated technology solutions, along with talent acquisition and retention. For over 20+ years, Scott has consulted executives and lead teams through all project phases from strategic planning, analysis, design, and development to implementation, iterative improvement and ongoing support. Industries served include: Financial Services, Healthcare, Software, Retail, Business Services, Legal, and Education Technology.
In addition, Scott passionately serves on the Technology Advisory Board of the National Foundation for Autism Research supporting a software quality assurance training program. His greatest satisfaction is creating a win-win situation orchestrating the hiring of graduates.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
As of January an employer can no longer ask a person's salary history. They also can not ask about any form of compenstion and benefits. This includes 3rd party recruiters and reference checks. Companies with 5 or more employees will also be required to Ban the Box on job applications. This means that the criminal history section will be omitted and can no longer be asked during the interview process.
With over 15 years in the “People Business”, Karen Bajanov is a seasoned Human Resource Compliance Specialist. After graduating from Cal State Los Angeles with a degree in Health and Human Services, Karen began her career as Director of HR for a major corporation that had over 500 employees.
While in the corporate environment, Karen realized that small and medium businesses had a real need for human resource solutions in order to grow and protect their business. After 13 years as the Director of Human Resources with a corporate firm, she began KEB Business Consultants. KEB Business Consultants now serves small and medium businesses, across a variety of industries, with all of their human resource, talent management and benefits administration requirements.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
If you can find a purpose for your company above and beyond just making money… You will ignite passion in your Influencers & Advocates.
YOUNGRY™ - an united community of entrepreneurs that hustle, profit, expand, and inspire with original content, events, and e-commerce.
Ash Kumra, CEO and Co-Founder is an award winning entrepreneur, author, speaker and syndicated radio show host. He has been recognized by the White House and President Obama as one of the top 100 entrepreneurs in the country under 30.
He is the author of book series "Confessions from an Entrepreneur" (Volume 1) & (Volume 2) (Amazon.com), spoken to over 10,000 people on entrepreneurship, over 100 articles and conducted over 1000 interviews with business mavens, entrepreneurs and celebrities.
John Reed is the COO of Youngry.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
We learned about a company that was truly built by: Valuing people more than anything else. Invested in people first. Foster education first, allowing room for growth. Doesn't cut corners and gives benefits freely. He caters to the company and is big on creating value for company and clients.
Dalip Jaggi has been recognized as a young entrepreneur, an active soul who is always looking to do more and do better. He is the founder of the respectable brand and digital agency, Devise Interactive. Inventor, he co-founded the world’s first smart shower device, EvaDrop Smart Shower and an interactive kiosk for brick-and-mortar shops, Fraxtion. He co-founded Forge54, a non-profit, that hosts a 54-hour hackathon weekend to provide a marketing makeover to one non-profit every year. Dalip enjoys spending time with his family and friends, playing chess or even the saxophone, and snowboarding.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Most companies look to HR for Compliance and today we take a look at how Human Resources can positively affect profit rather than holding down costs.
Rod Swartwood is the Founder and President of HR Prime, a full-service HR consultancy specializing in the strategic and tactical creation of best-in-class talent management practices and world-beating teams. From HRIS roles with government agencies in the early days of LAN based business computing through his strategic HR leadership roles at startups and Fortune 300 companies. His 26 years of practical HR leadership in a wide variety of verticals, coupled with his degrees in organizational psychology and business give him the unique opportunity to guide both young organizations and established entities to greater productivity and profits.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
This is a bit different of an approach to investing where the investor takes a much more active advisory role in the company and is often adopted into the leadership team. Hiring challenge- How to solve your issues when the root of the issues is YOU! Focus not on what you want but what the company needs.
Robert Davis grew up here in HB , started in Aerospace, to a snowboard manufacturing , Thermal Snowboards. Thermal snowboards made products for companies like 5150 & Joyride. The company was acquired in 1995 by RIDE, a publicly traded Company and then obtained by k2. At that point, Robert was the VP of Operations. In 1997 Robert left and started Avid Ink. He effectively built the company from one employee to over 250 and $24 mil in revenue. This all from a 25k loan from his family! He successfully exited the company in 2015.
Today, He is Founder and CEO of both Y7 Collective and his newly acquired company, Communities For Cause, a mobile app that works with local merchants and allows the merchants to give money to specific non profits chosen by the user. He is also Member of Tech Coast Angels, Orange County & OCTANe's Launch Pad Panel.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
One of the most critical elements to being funded is the team who are leading the charge. Know your weaknesses and have a plan to fill those gaps! Be honest in your approach and realistic in how your company will grow.
Points covered:
- Importance of a strong team
- Having a Plan & When to Pivot
- Strategy for how and when to engage a recruiter
- Position your team to be attractive to investors
Peter Polydor is the CEO and Founder of ERGO Capital and the startup accelerator Ergo Accel. In 2014, he founded the Eureka Building, a three-acre startup and tech community based in Irvine, California, designed to foster innovation and house entrepreneurs. The site is home to over 30 companies ranging from startup to a large public company. Peter sits on the Boards as well as Advisory Boards of a number of portfolio companies and startups. Further to his work at ERGO, Peter is a Professor of Practice at the University of Wales, is a Charter Member of the Canadian C100, recipient of the Greek 40 Under 40 award and the Power 30 Under 30 award. He received his BA from Occidental College and his MBA from the University of Oxford, Said Business School.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
The results can be astonishing just by giving people the opportunity to learn & develop new skills!
Take Aways:
Maintain “family culture” & Creativity
Daily/weekly engagement, focus on keeping people involved
Promote creation of games through contests. Pitch ideas, if they are not interested, the IP is the employees to develop on their own. Use the company’s resources to build.
Winning with uniqueness: family environment, they play where the big companies can not offer. Ambidextrous, ie: take and engineer & teach rendering, AI, leaders are willing to teach.
Career manager- making sure people are learning what they need/want to learn.
Brad Hendricks is the CEO and a serial entrepreneur/business development specialist who started up Blind Squirrel Entertainment, Inc. in 2010, a AAA game studio that creates original content and provides full game development services to various publishers and developers. Under his leadership, BSE has quickly become the top collaborator for industry leading titles such as Disney Infinity 3.0, Bioshock: Infinite, XCOM: Enemy Unknown, Borderlands 2, Sunset Overdrive, and Evolve.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
The trials and tribulations of when a founding member of a team should step away from his company in order to let it grow. When to exit and how to do it in such a way to benefit the company!
John R. Crittenden, is the Founder and CEO of Mondigi. He is an entrepreneur with broad experience across asset management, sales and marketing, consumer financial brands, and digital wealth management platforms. Prior to Mondigi, he was one of the first four employees at Acorns and earliest executives as Director of Institutional Services, one of the first and most successful robo-advisor platforms focused on wealth management.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
How does the baseball theme transfer into their interview process.
Strength finding exercises
Provide growth plan in interview
Put gameplan together for each employee
Involve different departments in interview process in a panel interview process.
Sean Ferrel founded Managed Solution in 2002. He recognized the need for consultative IT services for small-to-medium and enterprise clients and with little capital, Sean and his dedicated team grew the company organically to success. Within 3 years, the company was recognized as one of San Diego’s 40 fastest growing companies, awarded one of the 40 companies with owners under 40 years old and recognized as the 27th fastest growing IT company in Southern California.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Jon Shower a multi industry entrepreneur here in Orange County with his most recent venture being in the tech space. Currently, Jon is the founder and CEO of iNK, a new business networking platform geared towards helping people build better networks. They were funded earlier this year and are finishing testing an alpha version while preparing to launch live within the next month.
Following your passion and not being afraid to take risks are two big factors that have led Jon to this point in his journey. A lot of his core values and mindset came from the men in his family as well as his time serving in the United States Marine Corps through the mid 2000's. Jon did two combat tours to Iraq over his 4 years and then decided it was time to move on. Moving to Orange County in 2010, Jon dove into the fitness industry. He started a training company geared towards professional athletes and executive clientele. He created programs for dealing with post surgery rehab, injury prevention and strength and conditioning. After proving successful over the last 7 years, the itch to follow another idea and passion took over. The tech space was uncharted territory in 2016 for Jon but he had an idea and the passion to see it through. "I knew that building the right team around my million weaknesses would be paramount in a completely new territory....and that's what we have done".
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
While there are many hurdles out there, the biggest legal challenges companies have in hiring today boils down to two main issues: when employees don’t disclose the truth during the hiring process and when employees bring over trade secrets from their previous workplace.
When potential employees don’t tell the truth during their interview process, whether they’re hiding things or holding back crucial information that could pertain to their ability to perform the duties of the role, it can cause major issues and put businesses in sticky legal situations.
Usama Kahf is an attorney at the Irvine office of Fisher Phillips where he practices employment law. Fisher Phillips is a national firm that only represents employers in all aspects of labor and employment law. Usama’s focus is on litigation prevention and compliance. He has a passion for educating business owners and HR directors on how to minimize legal risk and comply with complicated employment laws.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Robert W. Price enjoys world renown as an expert in the field of entrepreneurial capitalism. He is the Executive Director for the Global Entrepreneurship Institute and has a bio that looks that it could belong to three people!
He is a respected strategist, innovative thought leader, public speaker, creative educator, and prolific author. Robert has written or edited more than a dozen books including, Roadmap to Entrepreneurial Success: Powerful Strategies for Building a High-Profit Business, & Entrepreneurship, which is currently in it’s 6th edition (Amazon.com)
Advisor to global entrepreneurs and private equity investors: angel, venture, corporate executives, board members, and chairmen.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Stopping the Revolving Door of Employee Attrition. People leave your company because they are dissatisfied. If you are running a company and driving things too fast, you really need to take a minute to look around you and ask yourself, “are the people around me getting what THEY need from our organization”?
Brian Montes of Strategy & Business Development for KEB joins us to discuss Organizational behaviors that can lead to employee dissatisfaction. Brian oversees the day to day sales and operations of KEB, a Southern California based HR Management & Payroll firm. Since 2014, he has helped hundreds of companies better manage their talent, optimize their business operations, bring an ROI to HR and increase stakeholder value.
Brian can be reached at KEB
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Having a strong team is so important and how to build it properly.
Carey Ransom is an experienced Internet and software entrepreneur and executive, having started, grown and led many technology companies during their startup and growth phases. Most recently, he was Chief Innovation Officer of Experian Consumer Services, where he led the new portfolio of consumer credit, financial and identity products, as well as partnership across other Experian business units. Previously he was Chief eXploration Officer (CXO) of Payoff, a venture-backed consumer-focused digital financial services company, where he led new initiatives and strategic partnerships. He was also the CEO at RealPractice, a venture-backed marketing software and services company, which he sold in 2012 to ReachLocal (RLOC).
Carey is active in the Orange County startup and business community and is a long-time board member of OCTANe. He has frequently spoken at software, financial technology, and online media conferences such as AltFI, Innovation Project, INBOX, The BIA/Kelsey Group, OMMA, and others. Carey’s expertise is identifying new partnership and revenue opportunities, product and technology initiatives, and creating and leveraging market trends.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Lou Adler, CEO and Founder of The Adler Group joins us to discuss referral based recruiting. Knowing where to start looking is really the most important element when taking on a search. You must put some thought and creativity into your process!
The Adler Group is a consulting and training firm, implementing performance-based hiring at companies around the world. Lou is the author of Amazon's top-10 best-seller, Hire With Your Head (John Wiley & Sons, 3rd Edition, 2007), & (2nd Edition)The Essential Guide for Hiring & Getting Hired (Workbench Media, 2013) and the Lynda.com Performance-based Hiring video training program (2016). Adler is one of the top bloggers on LinkedIn’s Influencer program writing about the latest trends in hiring, employment, and recruiting. His articles, quotes and research can now be found in Inc. Magazine, Business Insider, Bloomberg, Society for Human Resource Management (SHRM) and The Wall Street Journal.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Co-Founder of hirepool.io, Erin Wilson returned to talk about what a career wound is and why it is important to identify career wounds when deciding to interview a prospective employee!
Erin Wilson has been a candidate advocate for the better part of a decade. First as an agency recruiter, specialized in technical recruiting. Then as an internal recruiter and head of talent. Lastly, now, as the co-founder of hirepool.io He is passionate about empowering job seekers of all backgrounds and committed to improving the world's candidate experience one interaction at a time.
To learn more about Erin Wilson and his work with hirepool.io, check out his LinkedIn here.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Erin Wilson, Co-Founder of hirepool.io, joined us to discuss the importance of developing a candidate experience based framework in your hiring process.Erin Wilson has been a candidate advocate for the better part of a decade. First as an agency recruiter, specialized in technical recruiting. Then as an internal recruiter and head of talent. Lastly, now, as the co-founder of hirepool.io He is passionate about empowering job seekers of all backgrounds and committed to improving the world's candidate experience one interaction at a time.
To learn more about Erin Wilson and his work with hirepool.io, check out his LinkedIn here.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
How can the power giving back attract talent and benefit your company as a whole?
This week on Hire Power Radio Show, Gui Mendes and Mason Monsevais of the Art of Jiu Jitsu Academy (AOJ) joined us to discuss the power of giving back and how doing so has benefited their organization.
Gui Mendes is a 4x black belt world champion originally from Rio Claro, Brazil. Moved to Costa Mesa, California in 2012 to open up the Art of Jiu Jitsu Academy with his brother Rafael and RVCA founder PM Tenore. Created the Believe & Achieve Program in 2015 as a way to give back and help support young athletes in Brazil.
Mason Monsevais moved to Costa Mesa, California in 2012 when the academy opened as a white belt after meeting the Mendes Bros two months before. Trained all day for the first few years, receiving all his belts (white - brown) from the Mendes Bros. He has won major tournaments at all belt levels but stopped focusing on his own competition when they started the Believe & Achieve Program.
To learn more about Gui Mendes, Mason Monsevais and the Art of Jiu Jitsu Academy (AOJ) visit www.artofjiujitsu.com/
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Manage your career, or your career will manage you!
This week on Hire Power Radio Show, Mike Gellman, Founder of High Five Career Coaching, joined us to discuss effective career management, common mistakes people make, and how to position yourself to progress your career in a fulfilling direction.
Mike Gellman, M.S. is the Founder of High Five Career Coaching and coaches highly-motivated professionals and leaders in various stages of their careers to gain greater clarity, create sustainable change, and achieve higher levels of excellence. He is also the author of Pipe Dreams: 7 Pipelines of Career Success (Amazon.com) that has received rave reviews from readers.
To learn more about Mike Gellman, visit MikeGellman.com.
What is the “elephant in the room,” and how can you conquer it? Trust!
This week on Hire Power Radio Show, Marcus Sheridan, president of The Sales Lion and author of They Ask, You Answer, (Amazon.com) joined us to discuss how a company’s reputation, and the unspoken issues surrounding it, can impact hiring/recruitment, and how being open with candidates about the “elephant in the room” can build trust and win over the talent you need to hire.
Called a “web marketing guru” by the New York Times, the Story of how Marcus Sheridan was able to save his swimming pool company, River Pools, from the economic crash of 2008 has been featured in multiple books, publications, and stories around the world—and is also the inspiration for his newest book, They Ask, You Answer, which was dubbed the #1 marketing book to read in 2017 by Mashable. Known for his incredibly unique ability to engage live audiences, Sheridan has become a highly sought after global speaker and consultant in the digital sales and marketing space, working with hundreds of business and brands alike to become the most trusted voice of their industry while navigating the ultra- fast rate of change occurring within consumers and buyers today.
To learn more about Marcus Sheridan, visit thesaleslion.com.
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
The offer has been signed. The candidate is committed. Now what?
Ever had a person sign your offer then not start? Most likely you failed to keep them engaged in active participation while awaiting their start date. Or maybe, you had a person start, and they didn't come back to work the next day, it’s not their fault; it’s yours.
This week, Elizabeth Pate-Morton joined us on Hire Power Radio Show to discuss the crucial steps your company should take after an offer is signed to keep employees engaged and invested during the onboarding process, and how doing so contributes to organizational effectiveness.
Elizabeth Pate-Morton has extensive experience creating a solid Human Resource foundation for companies looking to grow rapidly into their next phase. With 30 years of progressive Human Resource Management experience, 20 in Silicon Valley and International tech companies, Elizabeth brings a unique and refreshing style of HR to the table. With the strong belief in “HR as a Service,” she has been very successful creating amazing cultures that encourage employees to be creative, work on hard problems together and have fun doing it. She has been a part of eight Mergers and Acquisitions and an IPO. She has most recently been a key member of the HR leadership teams at Apigee (now Google), Lockheed Martin, and Savi Technology. Elizabeth is currently the Human Resource Leader at Snowflake Computing.To learn more about Elizabeth Pate-Morton and her work with Snowflake Computing, visit www.snowflake.net.
Why do great candidates run after going through your company's interview process? The answer: disorganized Mess!
This week, legendary recruiting trainer Peter Leffkowitz joined us on Hire Power Radio Show to discuss why implementing effective interview processes is essential for your company’s success.
Peter Leffkowitz is the founder and CEO of Morgan Consulting Group and Morgan 20/20 Search. Peter has developed and guided the largest training and consulting company to the staffing industry, and has personally trained over 60,000 recruiters from around the world. Peter also runs his private brand, Morgan 20/20 Search, a firm that specializes in very tight, high demand/low supply niches such as artificial intelligence within the drone, the driverless car industry, and international taxation.
For more information about Peter Leffkowitz and his work, visit: www.morgancg.com/
Check out the Blog on the Stride Search, Inc site for the supplementary “show recap” article with detailed takeaways/insights from the interview.
Is your firm proactive or reactive when it comes to recruitment strategy?
This week Michael Krug, Talent Acquisition Manager for Hoag Hospital in Orange County, California joined us on Hire Power Radio. Michael’s expertise is in building quality talent pipelines and developing effective recruitment and sourcing strategies through the use of technology and advanced analytics. During his time on Hire Power Radio, Michael discussed the difference between proactive and reactive recruiting, and how organizations can best strategize to improve their hiring and recruitment processes.
Prior to working at Hoag, Michael was a Technical Sourcer at SpaceX.
Listen to our interview with Tom Chaparro from The Newport Group on HirePower Radio. Our topic: How to Place Talent at a Company with a Crappy Reputation. Live on Orange County's only business radio station, OC Talk Radio!
As Senior Executive Recruiter and Division Manager of our Orange County Office, Mr. Chaparro combines deep, hands-on expertise in a variety of verticals, with an uncanny business insight for the international marketplaces in which his business partners operate. With more than 25 years of executive search experience, and an unmatched knowledge of the real estate development, construction and oil & gas industries, Tom identifies and places proven mid to senior level executives in his respective practice areas, helping candidates achieve new career goals and clients build the teams that both shape and lead their respective markets. Prior to joining Newport in 2010, Tom spent 9 years as Founder and CEO of Chaparro Advisors, a top-tier, nationally recognized retained executive search and consulting organization. Prior to founding his own firm, Tom served as VP and GM at Management Solutions, Inc., until its acquisition by TMP World Wide/Monster.com in late 1999.