SELECT PERSPECTIVES BLOG

5 Gold Medal Talent Strategies of the US Women's Gymnastics Team

Posted by  Amy Barnes

gold-medals.jpgThis week millions of little girls are doing handstands and cartwheels in their living rooms as they cheer for Simone, Gabby, Aly, Laurie and Madison. Once again, the USA women’s team breezed their way to team gold in Rio. For many Americans, the highlights of the 2012 Olympic Games included watching the USA women’s gymnastics team dominate the competition. And the domination continues. Since 2012, American teams have tallied three additional world championships. In fact, the last time the American women were beaten on the world stage was in 2010.

Whether or not you enjoy, or even understand gymnastics, we can learn valuable lessons from any organization which has achieved this level of excellence. Martha Karolyi, the national team coordinator, has been credited with a keen eye for talent and meticulous attention to detail. There is no doubt her leadership has contributed greatly to the team’s success. However, there are many years of effort leading up to the selection of each national team. The talent strategy created by the USA Gymnastics association makes the team’s successes possible.


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Never Hire Somebody Who Doesn't Raise the Average

Posted by  Doug Wolf

hiring-averageJim Koch, founder and chairman of Boston Beer Company, was profiled in the Founder’s Forum section in a recent issue of Inc. magazine. In the forum, Jim Koch was asked, “What’s your hiring philosophy?” His response was 100% spot on, in my opinion. That is, “never hire somebody who doesn’t raise the average.” [Click here to tweet this quote]

In other words, don’t settle! Don’t fall victim to the perception that someone is better than no one. In fact, often, the opposite is true. A bad hire, whether he or she be a bad cultural fit or a poor performer or worse, both, will impact your company more negatively than leaving the position open and continuing the search to select the better person for the job.


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What Is the Biggest Hiring Mistake a Company Can Make?

Posted by  Greg Kedenburg

candidate-hiringAs a hiring manager, it can be tough to keep up with all of the newest hiring advice being shouted at you from a seemingly endless number of sources. To try to stay on top of every single facet of hiring, from recruiting, screening, interviewing, training, etc., would be overwhelming. Instead of trying to make sure that their process is absolutely perfect, some hiring managers instead focus on avoiding the many pitfalls and mistakes that can be easily made when hiring a new employee.

If you asked any hiring manager or other human resources employee, chances are they would have a few horror stories when contemplating bad hiring decisions or mistakes they’ve made. From playing favorites, giving one too many chances, not asking the right question during an interview, the road from sourcing to welcoming a new employee aboard can seem like an absolute minefield. However, there is often a common theme that emerges when hearing all of these different tales from hiring professionals: using an inconsistent process.


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Four Effects Obamacare Will Have on Healthcare Talent Acquisition

Posted by  Bryan Warren

ThinkstockPhotos-188097119The Affordable Care Act has survived its second Supreme Court challenge and it looks like it’s here to stay. So what does healthcare reform mean for talent acquisition professionals? Actually, even if the Supreme Court had ruled against the ACA, or if conservatives in Congress were somehow successful in repealing it, many of the changes that constitute “healthcare reform” as we know it, would not be affected. Many of the changes to how our facilities function, and how care is provided, and paid for, were already underway before the ACA and would continue without it.


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3 Advantages to Using Competency Models in Talent Management

Posted by  John Fernandez, Ph.D.

ThinkstockPhotos-466972055More than ever before, HR Leaders understand the value of being strategic when implementing talent management programs within their organizations. They are looking at talent management more holistically and considering how various talent management functions – such as Recruiting & Staffing, Assessment & Selection, Performance Management, and Succession Planning – can be connected and more effectively managed as one end-to-end process.

With any attempt at implementing a strong end-to-end Talent Management program, HR Leaders should consider starting with a competency model. This is because a competency model can serve as the key connecting point between the different talent management functions by defining the standards for success within each of them. Summarized below are three specific advantages that effective competency models provide to talent management programs, particularly when they are developed before the programs are implemented:


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What's Our Best Piece of Hiring Advice? One Team's Perspective

Posted by  Steven Jarrett, Ph.D.

chat-bubblesAs a group of human resource consultants with a variety of backgrounds we often find ourselves disagreeing on certain topics. The positive is that those disagreements can incite new knowledge and ways of thinking about a particular problem or issue. Thus, the objective here is to provide a variety of perspectives that have the potential to help organizations who find themselves trying to answer this common question: How do we make sure that we hire the best employee for the job?


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3 Common Errors Hiring Managers Make When Using Employee Assessments

Posted by  John Fernandez, Ph.D.

errorAs an assessment consultant, I could go on and on about the value of using rigorous assessment tools for selecting better talent into an organization, as well as for developing employees as part of a talent management strategy. There are plenty of data to suggest that well designed assessment tools deliver a competitive edge and provide companies a very significant return on investment.

However, what often gets overlooked when implementing assessment tools is making hiring managers aware of some of the common situations in which they can be used improperly. Below are 3 common errors made when using assessment tools that highlight such situations, followed by a discussion with some specific examples.


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Increasing the ROI of Your Hiring Process

Posted by  Paul Glatzhofer

time-moneyIn my experience consulting with organizations about their hiring processes, there are plenty of “gaps” that create potential hiring problems and inefficiencies. Some of these gaps can be filled with reliable, and valid, tools. However, if you are going to invest in a hiring tool or two, you should be sure that you are getting the best return on your investment – both in time and money. There is a huge amount of time and effort that goes into hiring capable and competent employees, and organizations need to protect the time investment by ensuring they are hiring the right employees.

Although my list below does not encompass all of the potential gaps that I have encountered, it does summarize the key themes I have seen in the last 10 years.


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Detecting Fakers in Your Assessment Process

Posted by  Alli Besl

476406385Personality measures and assessments are commonly used for selection purposes in many organizations. However, there are some concerns surrounding their use. Specifically, many individuals believe that these types of assessments can be easily faked. In other words, applicants applying for a job may distort their responses to be more in line with how they believe the organization wants them to respond. Research has demonstrated that some applicants fake and faking is linked to decreases in test validity.


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Why You Need to Select the Best Interns (and Treat Them Well, Too!)

Posted by  Bekah Regan

Earning college credit and racking up work experience in their field of study is a must for the budding professional and the career-changer alike.  But if the mere thought of hiring an intern conjures up images of a coffee-brewing, copy-making gopher, then you are seriously underestimating and underutilizing these eager individuals. 128944318


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