Recruiter Networking Group - Interviewing and Testing

Breaking Through the Facade: Effective Recruitment Interviews

Tue, 10 May 2011 08:00:10 -0500

Many HR executives tell me that it is tough to crack a person during a recruitment interview. Applicants go through in-depth interview preparation. Their answers are so convincing and endearing that it is tough to see through their con-job.

I disagree with this argument.

Corporations Finding a Valuable Resource in Hiring Senior Citizens

Wed, 24 Feb 2010 07:59:04 -0600

by Karla Jo Helms

What is the responsibility of our corporate leaders when facing a world where a large majority regards senior citizens as a group of second-class citizens? Statistics show that seniors (65+) represent 12.7% of U.S. population, about one of every eight Americans.

Mature adults are the fastest growing demographic segment of the population and at age sixty-five, 23% are still working for a variety of reasons – to supplement their income or their health insurance benefits; to not have to be dependent upon relatives; or just to continue to make use of their talents and abilities by working.

How to Guarantee You Won’t Make A Bad Hire

Mon, 07 Feb 2011 09:01:03 -0600

"When most general managers fail to hit their goals, the problem can usually be traced back to hiring the wrong people.

The key is to hire for two factors: competence and values fit. If the person doesn’t have both of these elements, do not hire them under any circumstances.",...

Read More,... http://www.bnet.com/blog/tribal/how-to-guarantee-you-won-8217t-make-a-bad-hire/413?promo=713&tag=nl.e713

Can We Really Spot Talent?

Wed, 07 Jul 2010 18:11:42 -0500

by Mark Vickers and published with permission by Canadian Management Centre

Even as talent management becomes the highest of HR priorities in today’s corporations, some experts are raising questions about our ability to recognize or even clearly describe talent. Merriam-Webster (2006) defines talent as “the natural endowments of a person.” Yet, some recent research suggests that what we term “talent” has more to do with hard work than with natural endowments. Prof. K. Anders Ericsson of Florida State University states that “there is surprisingly little hard evidence that anyone could attain any kind of exceptional performance without spending a lot of time perfecting it” (Dubner & Levitt, 2006).

10 phrases you should ban from your resume

Thu, 13 May 2010 14:18:32 -0500

I love stumbling over these things. If you’re like me, you'll be shaking your head saying,... "yep, when I see this on a resume my eyes glaze over hoping for it to end soon"

http://bit.ly/djNn4k

Have a great day, happy reading,
Richard

Personality Tests to assess employment suitability

Fri, 17 Jul 2009 08:53:36 -0500

Morning fellow recruiters and HR professionals,

Our company, a privately held organization dealing in the healthcare sector is currently looking at the possibility to implement / integrate personality assessment tests (I.e.: Myer-Briggs typology etc…), within our recruitment process for ‘sales’ type positions.

Despite the amplitude of companies and consulting firms which provide such services, I’m finding it difficult to find information on the legal implications for the following at the very beginning of the recruitment process. I know many larger companies employ the services of a qualified industrial or organizational psychologist who would normally take charge of the following however this is not our case.

5 Tips for Hiring Great Employees

Wed, 15 Apr 2009 07:59:42 -0500

by Terri Robinson

This time last year employers had to be very creative to find great employees. This year the number of job seekers out there has more than doubled (according to the number of resumes posted on Monster.com anyway). Instead of having to search high and low to find a few great people, employers are bombarded with hundreds - or even thousands - of resumes. So how are you going to find the truly great employee?

Recruiting for an employee to fill your position can be a frustrating and time consuming process. From writing the ad, which has to be exciting and challenging to attract great people, to the actual interviews with likely candidates, your time is guaranteed to be stretched to the maximum for a period of time.

Good recruitment interviewing skills training make recruiting the right person easy

Thu, 22 Jan 2009 07:59:03 -0600

When you invest in new staff, you want to make the wisest decisions possible. It is in your best interest to make sure that the decision you make is made on an informed basis which has been brought about by the training you have received for recruitment interviewing skills. It is time well spent reviewing resumes and conducting informative interviews to make sure you hire the best people for the job. When you hire the right people to begin with, you will save yourself a substantial amount of time hiring and training replacement staff down the road. The more skillful you become at recruitment interviewing skills the easier you will make the recruitment and management process.

Hire a Champ not a Chump!

Wed, 29 Oct 2008 07:59:58 -0500

By Patricia Deadry

Testing is an integral part of any course regardless where it is taken, from classrooms to the workplace. As we all know testing is primarily used as an assessment tool that allows decisions to be made.

Traditional methods used the pen and paper strategy while during the early 1990s that transitioned to computers for many. Late 1990 saw the emergence of online training and testing so the aspect of courseware, LMS etc etc came of age. At the time due to bandwidth restrictions, corporate platforms were needed for some while others tried to work in reducing data to allow for the restrictions.

Relationship Management (HM and Candidate)

Tue, 16 Sep 2008 11:09:56 -0500

The Partners of Granite Consulting share techniques and tips that will assist you in building stronger more meaningful relationships with your Hiring Leaders and candidates.

The keys to creating strong value added relationships with your Hiring Leaders
Job Qualification meetings and preparation
The recruitment service level agreement and understanding
Communicating & Expectation Setting with Candidates
The candidate and offer experience

Performance Based Hiring

Fri, 14 Mar 2008 10:49:55 -0500

Has anyone used Adler's Performance Based Hiring?

How to Conduct a Job Interview

Wed, 23 Jan 2008 14:36:14 -0600

by Brian Libby

Got a key position to fill? Hiring good employees is the foundation of any successful business. But selecting the right ones is hard work, and the interview process is often the most important step in the process. Here's how to figure out if the candidate sitting across from you is likely to become your next Employee of the Month.

Interviewing Questionnaire

Thu, 28 Jun 2007 05:17:46 -0500

by Richard Matthews

Recently I asked some of you about interviewing, do we still do it, what information are we gathering, are we aware of how our recruiting teams conduct them and how do we measure the effectiveness of the interview. There was a bit of disconnect, assumptions and maybe even a hint of oversight to the importance of that first interview, or what should be called the “Information Gathering Session”.

Interviews can be whatever we want them to be but it’s important that we have a precise goal in mind as we conduct them. The first interview is the “Information Gather” and the goal should be to gather information about the candidate as it relates to your requisition, organization, employee expectations and overall ability of the candidate to perform in your environment.

I've got a resume,...Now what?

Tue, 01 May 2007 23:59:40 -0500

by Richard Matthews

I was recently at a social event and was involved in a group conversation around really bad interviews and interview techniques. What was equally amazing was the effects of these interviews on a candidates view of you and your organization.

I made some notes, scratched my head and then polled some of the SME’s from the recruiting community and realized that my faith was not lost, the expertise is still there. The slap on the hand comes from our willingness to accept, “yeah, yeah, yeah, I know that stuff” as an answer when we ask our recruiters if they understands the Interview life cycle.

Developing an Internal, Dedicated Sourcing Team

Tue, 27 Mar 2007 23:59:40 -0500

by Shally Steckerl

In the Recruiting Leadership forum, Amy Johnson asked some key questions about how to design and build an internal team dedicated exclusively to sourcing. In my book, "Electronic Recruiting 101", I review in detail the structure of a successful centralized sourcing team.

But the question wasn't a request for an infomercial. Amy asked some specific questions about building a sourcing team inside of a corporation, so I would like to offer my perspective based on having been instrumental in building several sourcing teams (Motorola, Cisco, Coke), architecting and managing two of my own (Google, Microsoft), and consulting on the design of numerous others.