SELECT PERSPECTIVES BLOG

Improve Your Leadership Skills Using These Self-Awareness Activities

Posted by  Christian Spielman

self-awareness-activitiesNobody is perfect…that's easy for pretty much everyone to admit. So, why do some leaders act as if they have no faults? Some may be trying to protect their reputations - they might think that admitting mistakes or weaknesses will result in a loss of respect. Others may simply lack self-awareness. How can someone admit a fault if they don't even know about it? Working with someone like this can be very frustrating, especially if that person happens to be your supervisor. Having a strong sense of self-awareness is good for employees at all levels of the organizational chart, but it's even more crucial for leaders. The tips below can be useful for someone looking to increase their sense of self-awareness.

 


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Recruiting in a War for Talent? Consider Competencies Over Experience

Posted by  Brett Gatesman

war for talent competencies

With the current labor market, nearly all employers are having trouble filling their positions with qualified applicants. This puts hiring managers in a difficult place where they need to re-evaluate their hiring practices, and many look to the very beginning of their process: applicant flow. They might ask, “How can we get more people in the door?” It's currently a "buyer’s market" for candidates, so the recruitment process can feel much like a sales pitch. If you consider, for a moment, recruitment as sales, then have you thought about whether your sales territory covers the full candidate market? Would it be possible to "sell" to candidates from seemingly unrelated backgrounds?


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2 Ways to Use Your Competency Model to Strengthen Your Talent Strategy

Posted by  Lindsey Burke

iStock-855699848-350207-edited

The value of being strategic is critical to strong talent management programs. Any organization looking to develop an effective talent strategy should first consider establishing a robust competency model to serve as the common thread for all talent management initiatives. As an assessment provider, we often work with clients to implement multi-level assessment (MLA) solutions. Competency models, when executed effectively, help obtain the alignment, sponsorship, and standardization needed for these programs to succeed. More times than not, these solutions can be used for a range of positions within an organization from entry level all the way to executive level. As one would expect, the skills, behaviors, traits, and competencies needed for success progress from one level to the next. Using competency models can bring many advantages to talent management and talent acquisition teams as well as an organization as a whole.


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Should Your Hiring Process Change for New Manufacturing Technology?

Posted by  Jaclyn Menendez

hiring for new manufacturing technology

I recently had the opportunity to tour two manufacturing plants back-to-back. They both made the same products, they were both located in the same general vicinity, and the work itself was largely the same across both plants. The only difference? One had been using the same machines since the company’s inception, and the other had been upgraded to brand-new manufacturing technology within the past two years. My mission was to determine if this upgrade at one plant would warrant an upgrade in their manufacturing hiring process as well. In other words, how would this new technology affect our definition of a “qualified” applicant? Would employees need markedly different skills or abilities in order to be successful at a cutting-edge manufacturing plant?


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What Can Personality Really Tell Us About Job Candidates?

Posted by  Jaclyn Menendez

selection system

If you’re new to the field of selection, you might be wondering why assessing for personality is a common tool used in the hiring process. While most selection systems will also include other steps in their process as well, assessing personality is almost always recommended at some stage of your process. Here are the main reasons why.


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