The USWNT did it again
World Champions for the fourth time in history (double that of #2 on the list: Germany).
Yet amid all of the celebrations and stadium-wide-chants following the Women’s Championship win in Lyon, a newcomer joined the ranks: “Equal Pay”.
Whether you run your own small business or work in an HR department, if you’re involved in hiring at all, you've probably heard the term "boomerang candidate” recently.
As the name implies, a boomerang candidate is someone who has applied to work for a former employer. The typical boomerang candidate wasn’t fired for performance issues or personality clashes – they likely left their previous position under good terms. Whether they left to pursue a more exciting opportunity, went on earn a degree, or to make more money, they're ready to become a member of the team again.
The question is, how do you go about interviewing them?
There’s a common phrase in recruiting that now makes me shudder when I hear it. The phrase in question? Culture fit. “What’s so wrong with culture fit?” you ask.
Culture fit has become code for “do I get along with this person,” which, in turn, often really means "is he or she like me?" That’s a problem because we shouldn’t base hiring decisions on how much we like people or want to hang out with them. Choosing colleagues is not like choosing friends-- nor should it be. And that’s one reason the idea of culture fit can be so problematic.
This is the ninth in a series of ten posts on hiring candidates with characteristics linked to high performance. Each post focuses on a single key candidate trait, why it matters and how recruiters can develop processes to correctly and fairly evaluate for it.
So far, we’ve covered the science of first impressions, hiring for personality versus character, how to hire committed candidates, how to find motivated candidates, how to hire collaborative individuals, how to hire passionate candidates, finding candidates with the right skillset for your role, and the value of growth minded candidates.
The nature of work often boils down to how we solve problems. Whether you’re a startup, a manufacturer, a retailer, a bank, or a consultancy, you’re helping your customers solve some kind of problem.
Entelo Head of Recruiting Britt Ryan, and Senior Business Recruiter Amina Moinuddin join host Rob Stevenson in the studio to chat about the trials and travails of building the enterprise sales team, why a candidate who hasn’t done any research is a red flag, and the importance of talent teams creating content that highlights diversity and inclusion as an organizational goal.
On this episode of Hiring On All Cylinders, Entelo Director of Engineering Colleen Noonan joins host Rob Stevenson and Head of Recruiting Britt Ryan to chat about tactics for engaging candidates and building Entelo’s tech team. Tune in to hear how we’re diversifying our engineering department, why a deliberate, slower hiring process can lead to higher quality hires, and why the exploding offer doesn’t necessarily lead to good outcomes or long-term hires.
This is the eighth in a series of ten posts on hiring candidates with characteristics linked to high performance. Each post focuses on a single key candidate trait, why it matters and how recruiters can develop processes to correctly and fairly evaluate for it.
So far, we’ve covered the science of first impressions, hiring for personality versus character, how to hire committed candidates, how to find motivated candidates, how to hire collaborative individuals, how to hire passionate candidates, and finding candidates with the right skillset for your role.
This post will look at the concept of a growth mindset, explore why it’s a valuable quality in successful hires and discuss why these hires can have a positive, long-term impact on your organization.
This is the seventh in a series of ten posts on hiring candidates for characteristics linked to high performance. Each post focuses on a key candidate trait, why it matters and how recruiters can develop processes to correctly and fairly evaluate for it.
So far, we’ve covered the science of first impressions, the important difference between hiring for personality versus character, how to hire candidates committed for the long haul, how to find and hire motivated candidates, how hiring teams can find and hire talent committed to collaboration, and how to identify and hire passionate candidates.
This post will look at how your hiring process can accurately and sustainably identify candidates with the right skills for your roles.
You’ve probably heard it time and time again from hiring managers: “There just aren’t enough good people.” Whether you’re hiring entry level coders, sales managers, or experienced executive assistants, no one seems to be good enough. And maybe they’re sometimes right, but there’s also a tendency to hold candidates to impossible standards.
This is the sixth in a series of ten posts on hiring candidates for characteristics linked to high performance. Each post focuses on a key candidate trait, why it matters and how recruiters can develop processes to correctly and fairly evaluate for it.
So far, we’ve covered the science of first impressions, the important difference between hiring for personality versus character, how to hire candidates committed for the long haul, how to find and hire motivated candidates, and how hiring teams can find and hire talent committed to collaboration. This post will look at how hiring teams can identify and hire passionate candidates.
When it comes to the ingredients of success, none is more celebrated than passion. It rightfully brings together divergent figures like Phil Knight, Marie Curie, Quentin Tarantino, Toni Morrison and Michael Jordan. For each of these people, their overwhelming commitment to reaching their goals allowed them to do the remarkable things.
This is the fifth in a series of ten posts on hiring candidates for characteristics linked to high performance. Each post focuses on a key candidate trait, why it matters and how recruiters can develop processes to correctly and fairly evaluate for it.
So far, we’ve covered the science of first impressions, the important difference between hiring for personality versus character, how to hire candidates committed for the long haul, and how to find and hire motivated candidates. This post will look at how hiring teams can find and bring on talent committed to collaboration to fuel a more collaborative organization.
This is the second in a series of ten posts on hiring candidates for characteristics linked to high performance. Each post focuses on a key candidate trait, why it matters and how recruiters can develop processes to correctly and fairly evaluate for it.
Last week, I discussed how first impressions affect our decision-making process. In this post, I’ll be looking at how recruiters can fairly assess the personalities and character of job candidates to maximize the odds of making good hires.
Personality and character are a key part of every candidate's repertoire, and traits every recruiter has to evaluate. The best hires possess a diverse combination of skills, experience, and intangibles that allow them to gel with coworkers and make contributions to teams that go far beyond their technical skillset.
But effectively judging both personality traits and character traits is one of the most challenging parts of a recruiter’s job. As easy as it is to read someone’s basic personality, judging their deeper makeup is a completely different task made more difficult by the fact that we often confuse personality with character and vice versa.
Here's why and how recruiters should avoid making this common mistake.
Hiring for any role can be a challenge, but sales hires can be the most complex. A great salesperson is personable, relentless, and positive. They are also a quick thinker who can read a room in just a few seconds and explain complicated topics quickly and persuasively. They know the art of the soft sell, how to perform the discovery process when a lead is totally disinterested, and when to know if someone is blowing you off or just playing hard to get.
Think about the worst interview you’ve ever had. Maybe it was an unprepared interviewer who clearly hadn’t seen your resume or found out who you were moments before you met. Or maybe it was when they forgot all about you and left you in the waiting room for 30 minutes.
For too many people, job interviews are intimidating and nerve-wracking affairs. Whether you’re a recruiter, hiring manager or candidate, the interview process can potentially be a disorganized mess for everyone involved.
It’s been three and half years since the Harvard Business Review declared that data scientist was the sexiest job of the 21st century. Since then the need for data scientists has skyrocketed but the supply has not, which puts recruiters in the delightful position of having to compete with more and more recruiters for a dwindling supply of talent.
Interview load balancing is a way of scaling your interview process in a structured way to protect your recruiters, hiring managers and other team members from burnout. The goal is to create a replicable, consistent and sustainable interview process.
Interviews can be really exhausting, and not just for the job candidates. If your interview process relies too heavily on a small, core number of interviewers, it can create points of failure within your hiring, like careless candidate feedback notes or a homogeneous evaluation system. Even worse, bad interviews are toxic for the hiring process, a huge waste of time and energy for everyone involved, and bad for your employer brand. That behooves organizations of every size to ensure that their interview process is optimized with interview load balancing.
