Tell Me About A Time When You Didn’t Suck at Interviewing.
Posted on March 31, 2015 3 Comments
At its core, recruiting is more or less an exercise in making a good first impression; from the 6-8 seconds the average recruiter (if such a thing exists) spends reviewing a resume to the reported 35 seconds job seekers spend, on average, reading an online job description, making an immediate impact is imperative for both employers and job seekers.
Even as applicants become actual candidates during the hiring process, next steps continue to emphasize the importance of making a good first impression.
Every recruiter can tell you that it takes about a minute to figure out whether or not a potential candidate is going to pass a pre-screen, with phone presence as much of a prerequisite to moving on as their actual answers.
Refer Madness.
Posted on March 13, 2015 Leave a Comment
Here’s the thing; as sexy as we make social out to be, and as much emphasis as we put on concepts like talent communities and targeted content, the fact of the matter is that what’s new and what’s next isn’t always the most effective when it comes to generating results.
In fact, according to the 2014 Career XRoads Source of Hire report, referrals still accounted for the top external source of hire at 19.2%, second only to the 41.9% o positions that are filled internally.
Compare that to “direct sourced” candidates – those ever elusive passives who form the focus of an increasingly inordinate amount of time and money at many recruiting organizations today.
Those represented only 12% of all hires, with another 3.1% coming from “pipeline” (or talent network) activities, which is less than those much maligned traditional job boards, which still accounted for a full 15% of all successful searches last year.
Big Data Doesn’t Always Add Up.
Posted on March 10, 2015 6 Comments
I will admit that I am not a leader in any way, shape or form. I have managed as many as a dozen direct reports at once, but the problem is, I’m a solipsist, you see, and would rather execute on my own shit than operationalize others’, which is pretty much what management is.
I like working with people I don’t have to work with, because you manage your self and know your stuff, than stuff has a funny way of getting done with minimal friction. Somehow, it works, and better, because I have to work.
This is my style, sure, but it’s simple – I mean, why make being accountable for the performance of people whose hiring you had mostly nothing to do with any more complicated than it already is when your ass is on the line?





