interviewing and selection – Page 2 – LeadershipTraction Coaching and Mentoring

I’ve long felt that so-called “oddball” interview questions are just plain stupid. They do little, if anything, to improve applicant vetting and selection and make the people that ask them — and the companies they work for — seem pompous, boorish, and ridiculous.

Glassdoor, “a free jobs and career community that offers the world an inside look at jobs and companies,” released a list of the 25 of these gems, and Toni Bowers over at TechRepublic listed them all. Here are a handful of them:

“If you were to get rid of one state in the US, which would it be and why?” – Asked at Forrester Research, Research Associate candidate. More Forrester Research interview questions.
“A penguin walks through that door right now wearing a sombrero. What does he say and why is he here?” – Asked at Clark Construction Group, Office Engineer candidate. More Clark Construction Group interview questions.
“Can you say: ‘Peter Pepper Picked a Pickled Pepper’ and cross-sell a washing machine at the same time?” – Asked at MasterCard, Call Centre candidate. More MasterCard interview questions.
“How do you make a tuna sandwich?” – Asked at Astron Consulting, Office Manager candidate. More Astron Consulting interview questions.
“On a scale from one to ten, rate me as an interviewer.” – Asked at Kraft Foods, General Laborer candidate. More Kraft Foods interview questions.

Oh, brother!

Well, finally, we’re seeing some progress on this front as ABC News reports the Google, one of the worst-of-the-worst when it comes to this practice, is now skipping its “waste of time” brainteaser interview questions.

Per Laszlo Bock, senior vice president of people operations at Google:

“On the hiring side, we found that brainteasers are a complete waste of time. How many golf balls can you fit into an airplane? How many gas stations in Manhattan? A complete waste of time. They don’t predict anything. They serve primarily to make the interviewer feel smart.”

THANK you!

In stark comparison to this nonsense, actual research published in the June 2013 issue of International Journal of Selection and Retention (Bartone, Kelly, Matthews) shows that a short 15-question assessment can predict leadership adaptability – “the ability and willingness to anticipate the need for change, to prepare for that change, and to implement changes in a timely and effective manner in response to the surrounding environment.”

Interested in ACTUALLY upping your applicant interviewing, vetting and selection skills? Send me an email and ask about the DRS-15 — the 15-question Dispositional Resilience Scale.

“Prior to an interview, job seekers may fret about whether their analytical skills are up to par or whether their experience is extensive enough, but when it comes to landing certain positions, new research shows that considerable weight is put on whether the interviewer would like to have a beer with the interviewee…”

Continue reading at: Huff Post Business.

“Next time you’re negotiating, don’t offer up a round number. Pick a precise one instead.

“Because if you give a specific figure in euros or dollars or yen, you’ll look more intelligent and informed—and likely end up with a better outcome, according to new researc h from Columbia Business School.”

Continue reading at: Quartz.

Hayley W recently asked LinkedIn’s Chief Information Officer (CIO) Network Group: “How do you attract, develop and retain the best people in IT?”

Here’s how I answered the question:

One of the very best ways to ATTRACT the best people in IT is, simply enough, to offer significant resume-building experiences as a central part of each position, Too many organizations bury this value-added headline in their recruitment and selection processes, opting, instead, to focus solely on the day-to-day (read: non-glamorous) responsibilities of each opening.

One of the very best ways to DEVELOP the best people in IT is, simply enough, to hire them a leadership coach that’s external to your organization. Self-serving on my part, to be sure, but face the facts: You don’t have time to coach and mentor your key employees as you’d like, and their bosses don’t have the time to coach and mentor their key employees as much as you’d like, and if no one’s providing your key talent with this type of personalized professional development, why SHOULD they stay?

And one of the very best ways to RETAIN the best people in IT is, simply enough, a combination of the above — actually (and continue to) assign them significant resume-building experiences throughout their stay, and hire them a leadership coach that’s external to your organization so they can grow their “executive intelligence” skills as well as their IT acumen.

That’s MY take on this issue, anyway.

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Follow the thread on LinkedIn.

“Many job hunters will typically ease up on their networking efforts once they land a new position. But maintaining a professional network while employed is the best way to prepare for the next unexpected job loss or advancement opportunity.”

Examples include “phone calls, emails and live meetings,” as well as several other easily doable – and imminently helpful – activities.

Continue reading at » Keep Networking on the Job | WSJ.com.

An interview with Ilene Gordon, C.E.O. of Ingredion, a company that turns raw materials into ingredients for the food, beverage and other industries, that was conducted and condensed by Adam Bryant.

“I’m not just hiring the person sitting there; I’m hiring the four people who mentored him. I don’t think there’s anybody who’s successful in their role today who hasn’t been mentored by somebody.”

Continue reading at: Ilene Gordon of Ingredion, on the Importance of Mentors | NYTimes.com.

LeadershipTraction Coaching and Mentoring

TRACTION. What Every Leader Needs.

Stupid Interview Questions are Just Plain Stupid

Employers Hire People They Want To Be Friends With

When it comes to salary negotiations, ask for a precise number

How do you attract, develop and retain the best people in IT?

Keep Networking on the Job | WSJ.com

On the Importance of Mentors | NYTimes.com