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  • Recruiter Diagnostic
    Are You a Great Recruiter? Take the online Recruiter Diagnostic to find out now.
  • This e-mail address is being protected from spambots. You need JavaScript enabled to view it
    Is your career web site an asset or liability? Find out by requesting our free 5-point evaluation now.
  • The Recruiting and Hiring Process Audit
    Click to download the slides from Adler Group & HireAbility's discussion "Do You Have What it Takes to Hire Top Talent?"
  • Performance Profile Preparation Guide
    Here’s a step-by-step guide to creating performance profiles including some great sample. Use this when taking your next assignment and discover how to change the selection criteria from skills to performance
  • The Performance-based Interview Guide
    A complete Benchmark Interview Kit, including a Technical Product Manager Performance Profile, Structured Behavioral Event Interview, and a 10-Factor Candidate Assessment.
  • 10-Factor Candidate Assessment
    Download our classic 10-Factor Candidate Assessment for a quick, easy, and most importantly, accurate way to assess the quality of any candidate.
  • 10-Factor Assessment for Corporate Recruiters
    Check the recruiters on your team (or yourself!) with this 10-Factor Assessment for Corporate Recruiters.
  • This e-mail address is being protected from spambots. You need JavaScript enabled to view it
    Request a recruiting team 10-Factor Assessment for your Corporate Recruiting Department.
  • Legal White Paper
    Click to download this report on the legal foundation for Performance-based Hiringsm.
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Interviewing
Does Increasing Interviewing Accuracy Improve Quality of Hire?
Interviewing
Written by Lou Adler   
Thursday, 18 February 2010 04:00

John Sullivan wrote a great piece on ERE a few months ago, titled Five Ugly Numbers You Can’t Ignore. John’s article pointed out public research indicating fundamental flaws with the interviewing and assessment process used by most companies.

 
Does Behavioral Interviewing Help or Hinder Quality of Hire?
Interviewing
Written by Lou Adler   
Monday, 15 February 2010 12:00

Here are my quick answers regarding the impact Behavioral Event Interviewing (BEI) has on improving quality of hire:

 
Using the One-question Interview to Measure Motivation
Interviewing
Written by Lou Adler   
Friday, 05 February 2010 00:00

When I started out as a recruiter, some 30 years ago, it was pretty clear that you could make more placements if you were a better interviewer than your hiring manager clients. Not only would all of your candidates be interviewed, but your best ones wouldn’t get tossed under the bus by superficial or narrow assessments, or if they possessed less-than-stellar presentation skills. This led to the development of the one-question performance-based interview.

 
The One-Question Performance-based Interview Redux
Interviewing
Written by Lou Adler   
Thursday, 30 April 2009 08:12

When you become a really good interviewer, you realize the interview is the best sourcing, recruiting, and closing tool ever invented.

Back in the early ‘80s when I launched my recruiter career, I was filling senior staff positions (engineers, accountants) and mid-level managers, and quickly realized these few common truths about human nature:  

  1. Most hiring managers make selection decisions based on limited information and their need to fill the job.   
  2. More candidates - even the best ones - make superficial guesses about the job based on limited information and their need to change positions.  
  3. Managers don't trust recruiters.
  4. Candidates don't trust recruiters.
  5. Knowing the job can help create trust.
 
Lose Your Personality and Become a Better Person and Better Interviewer
Interviewing
Written by Lou Adler   
Wednesday, 04 March 2009 02:53


When I started out in the search business, it became quickly apparent that most managers weren't great at interviewing. For one thing, I always thought my candidates were great, and they didn't.

Part of this difference of opinion was due to a lack of understanding of what the real job entailed, lack of any rigorous assessment process, and a desire for many to take short cuts, waiting for the "perfect" candidate to arrive. In this case, unanimity of perceptions substituted for evidence and logic. In the bargain, many great candidates were excluded for bad reasons.

 
The Secrets of Hiring Great Sales People Finally Revealed
Interviewing
Written by Lou Adler   
Friday, 10 October 2008 00:37


Over the years, I've been involved in developing hiring tools for sales representatives in a variety of industries including high technology, financial services, industrial products, consumer products, auto sales, woman's cosmetics, business services, medical products, pharmaceuticals, and healthcare.
 
10 Great Ways to Make Bad Hiring Decisions
Interviewing
Written by Lou Adler   
Friday, 12 September 2008 04:12


I wrote a rather controversial article last week comparing Obama vs. McCain using our 10-factor evidence-based assessment system. The stated purpose of the article was to propose that Presidential candidates should be vetted just as rigorously as any candidate for any job.
 
Use the One-Question Interview to Make More Placements with Fewer Candidates
Interviewing
Written by Lou Adler   
Friday, 01 August 2008 04:00


You need to become a better interviewer than your clients if they're excluding good candidates even before they meet them, or if they're not too good at assessing competency.
 
Recruiting Darwin Awards -- Not Everybody Evolves
Interviewing
Written by Bryan Johanson   
Wednesday, 04 June 2008 03:24

Several years ago my children introduced me to the Darwin Awards. We've had a lot of fun reading some of the stories of the winners (or should I say "losers"?). These awards go to members of the human race who do something so dumb that they end up removing themselves from the gene pool – hence the name. For instance, take the guy who had a fuse in his car blow out on a long trip. He had the bright idea to use a bullet to replace the fuse. The logic was sound – it's made of metal and conducts electricity, doesn't it? Everything was going fine until the bullet heated up and exploded, leaving a big hole in his chest. As we travel the world talking to recruiters and recruiting organizations, I've become aware of some practices that, while not quite as deadly as the above example, do cause one to wonder what people are thinking. In the interest of brevity, I'm going to list just a few of the more egregious examples. I'll stop short of naming names, but know that every example is real.

 
The Antidote for Bad Interviewers
Interviewing
Written by Kathy Barton   
Wednesday, 21 May 2008 02:24

You've been working hard to put together a strong slate of candidates for a hard-to-fill position, and through networking and sheer force of personality have assembled three qualified individuals. They each have strengths and weaknesses, but they all have been successful in the past achieving the types of goals and completing the types of tasks that need to be done in this job. Your biggest concern: an unpredictable hiring manager. You're never sure just who is going to hit the mark with this manager because it doesn't follow any pattern that you can see. The manager tends to take immediate likes and dislikes to certain candidates for reasons not based on their backgrounds.

 
How to Interview Top Performers
Interviewing
Written by Lou Adler   
Friday, 14 March 2008 04:00


Top people cannot be interviewed the same way as everyone else. Although most recruiters and hiring managers know this, few know how to do it. It's not about selling the job, charming the person, and over-talking. It's about using the interview to get the candidate to sell you.
 
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