News
Please take a moment to peruse our resources and articles. If you have questions regarding our process, please send us a note below.
Please take a moment to peruse our resources and articles. If you have questions regarding our process, please send us a note below.
Over the last several weeks, we’ve talked about the State of Hiring in the COVID-19 era, and the challenges and opportunities that have arisen for hiring managers as a result. As the survey results showed, organizations faced myriad talent challenges pre-pandemic that have only been magnified in the months since. In a world of data-driven decision-making, hiring managers still place far more emphasis on their gut instinct rather than data!
In our last blog post for the series on the State of Hiring in the COVID-19 era, we covered how hiring managers tend to rely more on instinct over data in their hiring process. What we found, was that one of the major consequences of hiring managers’ reliance on instinct over data, and more generally, organizations’ inconsistent practices was that hiring managers have less confidence in the hiring process.
Given that challenges presented to hiring managers in the midst of a global pandemic are relatively widespread, it begs the question: What do hiring managers actually want their organizations’ hiring process to look like?
The pandemic has spawned its own set of challenges for how hiring is done, demanding organizations be agile and adaptive. For the most part, organizations have responded accordingly.
In the midst of what continues to feel like a rollercoaster of social and economic upheavals, organizations are faced with a once-in-a-generation need to rebuild their systems and practices for the long-haul– in a way that even the 2008-09 Great Recession did not demand.
First, let’s define it: “Teamwork is the process of having two or more people working cooperatively and collaboratively on a specific task.” (Vittana, 2020.) Also according to Vittana’s blog (link below), these are some of the lofty and positive things we hope for when employing teams:
If your open position requires the ability to fly, it wouldn’t make much sense to interview a bunch of pigs, would it? They…just…won’t…become…fliers! (No matter how much managerial time, training, or other investment you put into making them fly!) They just don’t have the right stuff!
About 13 years ago, Tim Brennan (CEO of Canada’s Hire Right, Inc.) wrote this article for my newsletter. I’ve reprinted it twice in the past, because his point is timeless! I must admit, though, I had never put it in the context of our current series on pigs as a metaphor for candidates, but consider this…
Whether it’s a negative co-worker bringing down morale (“Come on down here in the mud with me”), turf wars, disagreements or differences of opinion, workplace conflict is nearly always detrimental to employee engagement, performance and productivity.
Most of us live in homes, condos, or apartments equipped with at least two different sinks or washbasins; thus equipped, you may be able to perform a little experiment designed to give you new perspective on the hiring process you perform or manage at work.
Over the last several weeks, we’ve talked about the State of Hiring in the COVID-19 era, and the challenges and opportunities that have arisen for hiring managers as a result. As the survey results showed, organizations faced myriad talent challenges pre-pandemic that have only been magnified in the months since. In a world of data-driven decision-making, hiring managers still place far more emphasis on their gut instinct rather than data!
In our last blog post for the series on the State of Hiring in the COVID-19 era, we covered how hiring managers tend to rely more on instinct over data in their hiring process. What we found, was that one of the major consequences of hiring managers’ reliance on instinct over data, and more generally, organizations’ inconsistent practices was that hiring managers have less confidence in the hiring process.
Given that challenges presented to hiring managers in the midst of a global pandemic are relatively widespread, it begs the question: What do hiring managers actually want their organizations’ hiring process to look like?
The pandemic has spawned its own set of challenges for how hiring is done, demanding organizations be agile and adaptive. For the most part, organizations have responded accordingly.
In the midst of what continues to feel like a rollercoaster of social and economic upheavals, organizations are faced with a once-in-a-generation need to rebuild their systems and practices for the long-haul– in a way that even the 2008-09 Great Recession did not demand.
First, let’s define it: “Teamwork is the process of having two or more people working cooperatively and collaboratively on a specific task.” (Vittana, 2020.) Also according to Vittana’s blog (link below), these are some of the lofty and positive things we hope for when employing teams:
If your open position requires the ability to fly, it wouldn’t make much sense to interview a bunch of pigs, would it? They…just…won’t…become…fliers! (No matter how much managerial time, training, or other investment you put into making them fly!) They just don’t have the right stuff!
About 13 years ago, Tim Brennan (CEO of Canada’s Hire Right, Inc.) wrote this article for my newsletter. I’ve reprinted it twice in the past, because his point is timeless! I must admit, though, I had never put it in the context of our current series on pigs as a metaphor for candidates, but consider this…
Whether it’s a negative co-worker bringing down morale (“Come on down here in the mud with me”), turf wars, disagreements or differences of opinion, workplace conflict is nearly always detrimental to employee engagement, performance and productivity.
Most of us live in homes, condos, or apartments equipped with at least two different sinks or washbasins; thus equipped, you may be able to perform a little experiment designed to give you new perspective on the hiring process you perform or manage at work.
