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#Leadership : 4 Keys to a Killer Interview Process…One truth I’ve learned in that experience is: The Most Expensive Hire you Will ever Make is Hiring the Wrong Person.

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Throughout my career, I’ve made both good hires and bad hires, and I have helped hundreds of clients find their key staff.

Free- Man at Desktop

 

One truth I’ve learned in that experience is:

The most expensive hire you will ever make is hiring the wrong person.

Culture, momentum, growth, and morale are just a few of the casualties that come in the wake of a bad hire.  In the vast majority of bad hires I’ve seen, there’s one common denominator: a rushed or short circuited interview process.

The old adage is truer to me now than ever: Hire slowly, and fire quickly.

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As I continue to learn how to hire thoroughly, I’ve run across four key components of a thorough and effective interview process.

  1.    Use Video Questionnaires as Part of the Process

Simply reading typed out answers just doesn’t cut it anymore. For whatever reason, it’s easier to get a read on people when you’re hearing them talk and watching their body language. There’s no replacement for face to face interaction (see below), but a great way to filter who you should sit down with in person is by having candidates submit video questionnaires specific to the job you are filling. It might sound like a bad version of “The Bachelor,” but what you will learn in a five minute on-camera interaction will help you narrow your candidate pool in the initial stages of your search.

Do yourself, your clients, and your staff a favor, and make sure you invest in an intentional hiring process. It may take more time, money, and energy than you’d like, but it’s a decision that’s too important for cutting corners.

  1.    Meet People In Person

Video questionnaires have become a big part of our search process, but I am not a fan of virtual interviews. Why? Not because I am old school or slow to adapt. It is because over 55% of our communication is nonverbal, as Albert Mehrabian, a pioneer in body language research, discovered.

In my work with churches, I tried building a more affordable search solution by cutting out face to face interviews. It sounded like a great idea, but turned out to be a miserable failure. Even though we used the same team, the same process, and had the same database, client satisfaction cratered from nearly 99% (with face to face interviews) to 65% (with virtual interviews).

Even though you can see facial expressions over video, you cannot perceive the 55% of nonverbal communication over video. There are certain qualities, skills, and weaknesses that can only be discovered when people interact face to face.

I’ve come to realize that unless the person will be doing their job virtually, you cannot do their interview virtually.

Yes, flights are expensive and time is precious. But the most expensive hire you’ll ever make is hiring the wrong person. Do yourself a favor and take the time to do in-person interviews.

Peter Drucker is credited as saying, “Culture eats strategy for breakfast.” I believe this now more than ever.

  1.    Include Your Team

Earlier in my career, I thought that doing 360 degree interviewing was an abdication of leadership and a sign of indecisiveness. I was so wrong.

Nowadays, my team has incredible weight and influence on the people we hire on. There are a couple reasons for that.

First, every department lead I have knows the needs of their team better than I do. We’re all on the same page in vision, mission, and values, and they’ll know who will make things run better and fill in the gaps we have as a company.

Secondly, they may be able to pick up on some good or bad traits a candidate has that I might miss.

Finally, including your team in the interview process will protect your culture better than anything else. Nobody will produce better hires for your company than the best hires you have made. Don’t overlook including your key team members in the hiring equation.

  1.    Culture Over Competency

My friend Cliff Oxford wrote a great column some years back titled, What Do You Do With The Brilliant Jerk? I hired way too many of those over the years. I saw a rock star and hired them irrespective of whether or not they would fit our team. I’ve vowed not to make that mistake again. It’s never worth it.

Peter Drucker is credited as saying, “Culture eats strategy for breakfast.” I believe this now more than ever. If you ask our team what our five year plan is, they would look at you like you were speaking a foreign language. But ask them what our culture is like, and they will rattle off our nine values and how they see them lived out at work. Culture is at the core of who we are, and that’s a huge reason for the success we’ve had.

When I hire new people, my first thought is “Do they fit our culture?” When I include others in the hiring process, it’s to protect culture. If they do, then I’ll take a look at things like skills and competency. If they don’t, it’s not even worth a look. The team is more effective when everyone is on the same culture page; and when the whole team works more effectively, the business thrives. Hire strategically. Hire competent workers. But in my experience, if the culture piece isn’t there, the rest is all for nothing.

You can teach skill, but you cannot teach cultural fit.

Do yourself, your clients, and your staff a favor, and make sure you invest in an intentional hiring process. It may take more time, money, and energy than you’d like, but it’s a decision that’s too important for cutting corners.

 

Forbes.com | March 9, 2016 | William Vanderbloemen

 

 

#Leadership : Challenges For HR Directors In 2016…There is a Growing Trend towards Manager & Employee-Driven HR Processes Rather than HR being the Main Driver

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In 2015, one of the notable features of the business world has been the impact that a corporate scandal can have on the reputation of a company or sector.

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As Benjamin Franklin, one of the founding fathers of the US remarked: ‘It takes many good deeds to build a reputation and only one bad one to lose it’.

In 2015, the repercussions of the carbon emissions cheating debacle by Volkswagen continues to be felt by its customers, suppliers and employees and a catalogue of misdemeanors such as the foreign exchange rate rigging and money laundering has plagued the banking sector.

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On a macro-economic level, the population continues to age in many countries across the EU as well as the US and Japan. Germany and Japan have a population average age of 46 years while in the US this is 36 years old. The demographic profile is very different in Africa where the average age in South Africa is 25 and 15 years old in Uganda. The changing demographics within the West and in emerging markets will have implications for the talent management programs of global firms. I asked some experts to gaze into their crystal balls and give their views for 2016 in terms of talent management, leadership, culture and technology.

Reputation management will be front and centre of HR directors’ agenda, commented Rita Trehan, chief capacity officer at Rita Trehan LLC. “The Volkswagen downfall has cast a long shadow; a healthy culture gone astray. If it can happen to them, it can happen to anyone. Next year, the onus will be on HR to take the lead, manage the company reputation and call out risky practices that might bring down a business.”

Major skill shortages and huge changes in demographics will be on the radar of HR directors of FTSE100 firms, remarked Nick Holley, co-director of the center of HR Excellence at Henley Business School.

“I see a lot of companies have a big issue where there is shortage of science, technology, engineering and mathematics (STEM) skills. At the same time, we see that many FTSE100 firms have demographic problems as there are a significant proportion of baby boomers on the cusp of retirement. There is a real issue with knowledge transfer here.”

As the job market becomes more competitive and skill shortages worsen, this will place the prospective employee in a more influential position to research an employer, argued O’Connell. “Employees have more information than ever before on a prospective employer. HR needs to focus on what their employer brand is and build trust between potential employees and the business.”

In terms of talent management challenges facing global firms in 2016, there is a growing understanding within the HR industry that the annual performance review isn’t an effective way to manage people or boost performance, argued David Brennan, general manager of Achievers. “It’s a process that looks in the rear-view mirror, that’s focused on what your employee did a year ago. It’s no longer a relevant or fruitful procedure for the new generation of employees. Learning how to incorporate real-time feedback into the company’s culture will be crucial for global firms who want to see engaged and successful employees.”

Holley warned that global firms had to be careful when it came to defining ‘talent’. “It’s not just the high potential employees. Most organizations see the talent issue is around critical skills that they require to deliver their business strategy.” Holley argued that there needs to be more ‘subject-matter’ leadership within organizations. “We tend to think that leadership is about leading people but it’s also about commercial leadership, multi-cultural leadership and leading within the context of the organization.”

HR directors of multinational companies need the ability to balance the need of different business challenges arising from different regions, said O’Connell. “Immigration is an interesting challenge. There will be increasing workforce diversity and companies that embrace that diversity will see that leverage of value.”

Global organizations must consider what it means to have a multi-generational workforce and how they work together, advised Charlotte Sweeney, founder of Charlotte Sweeney Associates, a diversity and inclusion consultancy. “Organizations need to consider what employees from different generations and different life styles are looking for from an employer, whether that’s interesting work, being able to make a difference to wider communities or the rewards and recognition they receive. Research shows that the younger generation is much more vocal about what they want and don’t want from their employer and career. If companies want to be able to attract and retain future talent, then these perspectives do need to be listened to.”

Another challenge for multinational firms is how they communicate with the millennial generation especially with the increasing influence and presence of online sites that review organizations, argued O’Connell. “Employers have a real challenge here as with greater choice and influence, this generation has a depth of knowledge about companies. HR directors have to make sure they are communicating properly about their company. Glassdoor has provided authentic feedback about companies and I see the more progressive organizations respond to comments on Glassdoor, rather than ignore it.”

O’Connell warned that the HR function had to get closer to the business in 2016 in order to be more effective. “We did research recently which revealed that 50% of business leaders don’t value the analytics that HR provides for them. HR is taking a technology-focused approach but it needs to provide the data that the business unit values.”

Technology will play a pivotal role for the HR function in 2016, commented Simon Constance, partner, people advisory services at EY. “I think that 2016 will be the year that automation hits the administrative processes and we’re going to see an explosion of artificial intelligence. Automation will take a swathe of process roles out in call centers. Junior analysis roles will also be hit by automation.”

Dominique Jones, Vice-President of Human Resources at Halogen Software believes that there is a growing trend towards manager and employee-driven HR processes rather than HR being the main driver. “To support this, HR technology will provide employees and managers a central view of all ongoing performance and development activities, and a simpler way to review and revise goals, development plans and gather and provide feedback across multiple devices.”

 

Forbes.com | December 30, 2015 | Karen Higginbottom ,CONTRIBUTOR

 

#Leadership : Why #Millennials Don’t Want To Work For You(& your Company)….Millennials will Represent 40% of the Total #Workforce by 2020. Like It or Not, They are Critical to the #Success & Sustainability of your #Business . If they Don’t Want to #Work for You, your #Organization will Die.

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If you want to attract and retain the best talent, you need to face reality and start thinking radically different. Don’t address the issue by trying to design more interesting jobs. Millennials don’t want jobs. They want lives.

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Instead of focusing on milking whatever you can out of the younger generation workforce before they move on in 1.5 to 3 years, you need to stop and listen. Organizations themselves are causing these low tenure stats, not Gen Y and Z.

Younger generation workers are not shy about telling you what they want. Their way of looking at the world and life is often misunderstood by later generation managers. They don’t buy into the concept of sitting at a cluttered desk ten hours a day trying to look busy for a boss. They see a bigger picture, leveraged by technology. This means the ability to add meaningful value from anywhere at anytime.

Despite what you think you can get out of this new talent pool in the short run, it is overshadowed by the benefits of a long tenured relationship. In all cases, a revolving door of good talent is expensive and disruptive to your business and customers.

Here are four ways you can attract and retain the best of Gen Y and Z and redirect low tenure trends.

1. Create An Entrepreneurial Culture

72% of Millennials would like to be their own boss. Being your own boss usually means you can work when, where and how you like as long as you are delivering results. It offers freedom, flexibility and eliminates the need for conversations around the dead notion of work/life balance. With current technology, work and life today are fungible – they look the same. Being your own boss is a lifestyle, not a job.

One of LinkedIn’s core values is “Act like an owner.” The statement is more than words to them. They built their culture around this tenet which mirrors the life of an entrepreneur: unlimited vacation in line with business needs, “inDays” one Friday a month where employees can work on personal projects, $5,000 a year for professional education, a platform called “Incubator” allowing employees to pitch ideas to executives, an opportunity to compete for up to a $10,000 donation to an employee’s favorite charity or to start their own, and personal grants to allow opportunities to be involved in independent charity work.

I recently had lunch with a friend of mine who works at LinkedIn’s Mountain View, CA headquarters. We ate at their on-site café. It reminded me of an expensive Las Vegas buffet I had paid for a week earlier. Here employees take what they want and eat for free. They don’t even need to checkout with someone before heading to their table. But it gets better. They also allow family and friends to visit employees for meals and eat for free, too. I was told that on Friday mornings employees have their parents, grandparents, children, and friends eating breakfast with them. LinkedIn does not track who eats the meals. It trusts its employees to enjoy the benefit as part of work-life integration, not balance.

If you embrace Gen Y and Z’s entrepreneurial spirit and build a culture to support, rather than crush it, they will not need to leave your company to fulfill this desire. In any case, results are all that really matter. If you are focusing on anything else, you have it wrong. Plus, in many cases outside pursuits enhances an employee’s ability to do their job and positively promotes the organizational brand to the younger generations desiring such flexibility. Arizona based software company InfusionSoft actively encourages employees to have side businesses to strengthen their ability to better serve the organization’s customers. From a customer perspective, it works.

Giving your employees the flexibility and freedom – where possible – to be their own boss with a focus exclusively on results, produces greater employee engagement, loyalty and ultimately better business results.

Don’t offer flexibility under a false pretense though. If you say it is okay to work from home, don’t make employees feel guilty for using the benefit. If you ask employees to forward you annual personal objectives along with business ones, read, acknowledge, address and support both. False and insincere organizational practices propagate the low tenure stats attributed to Gen Y and Z.

 

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2. Think Like A Trauma Ward

Over my career I’ve had the chance to work in many diverse industries, including 11 years in the medical industry. When I think of effective teams and the concept of true collaboration for a common purpose, there is no better example than a medical trauma ward. On such a team, competition, silos and politics are dangerous. Everyone must be unified and focused on a single outcome to achieve success. It is a matter of life or death.

88% of Millennials prefer to collaborate versus compete with others. This goes against the grain of many traditional organizations whose employees and departments spend more time competing internally against themselves versus their outside competition. Gen Y and Z don’t want to work in such an environment.

The new workforce is interested in working together to make the world a better place. An organization that truly embraces and lives a “one team” mentality will attract and retain the best of Gen Y and Z.

3. Facilitate Life Success

A critical step towards continuous organizational improvement and attracting/retaining the best of the younger generation workforce is the recognition that people’s lives matter on a whole. Gen Y and Z get this and demands it of their employers.

“Help people succeed in life” has been my motto since I started working in human resources 16 years ago. This means sincerely caring about the success of people beyond the job they are doing for you – 360 degrees – their job, career, personal interests, health, happiness, family and friends. When I was asked to launch an employee engagement initiative at Tesla Motors this year, it was with this goal in mind. Tesla360 – built on my Engagement360 platform – was aimed at enhancing the level of organizational care toward Tesla’s employees in order to facilitate success at work and at home. Such care has been proven to drive high employee engagement and business results.

Organizations are not special, but the way they care about the success of their people is. While Tesla is in the early stages of this transition, it understands the importance of creating a successful life for its people to maximize their engagement, retention, business results and ultimately their ability to change the world.

Supporting the life success of your employees requires leaders and managers who are strong coaches and mentors. They should focus on both short- and long-term career and personal objectives. 79% of Millennials say this is important to them.

4. Communicate How You Are Changing The World

I was recently honored to be the keynote speaker at AAPEX 2015, the world’s largest auto care industry event in the world, held in Las Vegas. It attracted around 150,000 people. At this event the industry spent a good amount of time talking about how auto care affects the lives of people around the world and keeps humanity moving.

Without this nearly $500 billion industry, many could not get safely to work and back home each day, drop off and pick up their children from school, enjoy family vacations or transport loved ones to deliver babies or to doctors to keep them healthy. This same industry also aids policemen and firemen in protecting communities. It helps gardeners and sanitation workers keep cities clean and maintained, and also ensures essential vehicles build roads, buildings and homes.

In order to attract and retain top talent from Gen Y and Z to career opportunities, it is imperative that you and they know how the required work is having a positive impact on the world. This understanding and alignment is what will excite the next-generation workforce and where the true magic happens when it comes to engaging people, fulfilling organizational purpose, and driving business results.

Most businesses are not established to make money. They are started for a higher reason. If you begin right, the money follows. Imagine if the visionary Walt Disney had stood in front of a group of potential supporters and said, “I want to build a theme park centered around an animated mouse to make money.”

Know your industry and organization’s purpose. Know how you make the world a better place. If you can’t connect the dots, Gen Y and Z will look elsewhere. 64% of Millennials say it’s a priority for them. GE’s current career opportunitycommercials proclaiming, “Get yourself a world-changing job” makes this clear.

To gain further clarity on your organizational purpose, ask and answer:

  • How does my organization positively affect the lives of others?
  • Why was my organization started in the first place?

One of my favorite quotes is, “If you love what you do, you never work a day in your life.” The next generation workforce is not interested in work. They are not lazy. They don’t think the world owes them a living. They want more out of life and want to leave the world a better place because they lived. If skilled and trained leaders and managers effectively communicate and align organizational and employee purpose, focus on outcomes not office hours, sincerely care about the life success of their people, plus pull employees together through shared purpose, then organizations will experience greater employee and customer engagement, less short-tenured turnover, and greater business success.

If you let Gen Y and Z be who they are – what makes them great – and build a culture to support them, your talent pipeline will be plentiful and your retention high.

For more information about me and my new book How to Find a Job, Career and Life You Love and companion recording, Surrender to Your Purpose go toLouisEfron.com, Amazon.com and iTunes.

 

Forbes.com | December 13, 2015  | Louis Efron

Your #Career : Need a #Job? 5 Ways to Get Employed Faster… If you’re Searching for a New #Job, you’re Not Alone. 71% of Workers are Workers are either Actively Looking or Interested in Finding a New Position

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…there are some steps you can take to accelerate your job search. Here are 5 things you can do that will help you get hired faster…

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Leadership: Half Of Your Company Is Looking To Leave: Four Retention Strategies To Keep Your Best…50% See their Current Job as a Placeholder

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Jobvite, a recruiting platform, just released its 2015 Job Seeker Nation Study, and results point to a renewed interest by the gainfully employed to look around for new opportunities. Jobvite’s survey of over 2,000 employed adults revealed:

45% of job seekers are satisfied in their job, but looking for a new one; 50% see their current job as a placeholder; and 60% are equally or more optimistic about job prospects this year compared to last year.

 

 

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I interviewed Dan Finnigan, CEO of Jobvite, about his reaction to the findings, advice for both employers and job seekers, and his story on how he became CEO of Jobvite. You can hear the 15-minute interview with Dan Finnigan HERE. In the meantime, if you are a manager and don’t want half of your team to leave, here are four retention strategies to keep your best:

Involvement

I once coached a rising star who was managing a team of managers for the first time. She was great at ensuring her direct reports knew their performance goals but she didn’t involve them in the broader vision and goals of the company so that they could then galvanize their own teams. Not only did she have to manage her team’s individual contributions (which she did well) but she needed to support them as managers and leaders in their own right. How enrolled is your team in the goals of their department and the overall company? Do they understand how their individual activities contribute directly or ripple through? Are they galvanized and informed enough to involve and enroll others? Employees who are involved in the bigger picture will be more invested in staying.

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Autonomy

This same manager was so strong technically that she knew her approaches were most efficient and shared that loud and clear. While she could do everyone else’s job more efficiently and effectively than they could, it wasn’t her job anymore. She needed to allow her team to find their own best approach. Do you give your staff the autonomy to make decisions, execute against their goals, and experiment? Employees who are given autonomy feel respected and invited to stay.

Equity

I don’t mean stock shares, though the Jobvite study also pointed out that compensation was the leading decision factor in taking a new job. Yes, pay your employees their market value – your team will definitely appreciate if you go to bat for them during raise and bonus allocation time. Even more importantly, be equitable and fair in how you make raise, bonus, promotion and assignment decisions. Employees who see they have a fair shake at advancing won’t feel the need to leave to get ahead.

Introductions

The best employees want to continually learn and grow. One area where you can help is to make introductions to broaden your staff’s network. It’s hard to know who to meet and how to make that contact, so broker these introductions for your team. Find out what areas of the company they’re interested in. Find out who else outside your group is involved in promotion decisions. Help your staff get an audience with these key players. It will be much appreciated by your team, and it will also help you expand your network throughout the company.
Even if you offer a great opportunity, culture and environment, good people may still leave. In that case, stay in touch! Former employees should be a welcome part of your network. One of my strongest direct reports left my group for a promotion at a competing firm. I helped her with that search because I knew my employer at the time wouldn’t move as quickly as this strong performer deserved. We’re still in touch today, and when I started my company, she was one of the first people who hired me. Former employees are future customers, information leads, or professional and personal allies. Do your best to retain but keep the relationship warm even if they leave.

Caroline Ceniza-Levine is a career and business coach with SixFigureStart®. She has worked with executives from Amazon, American Express, Condé Nast, Gilt, Goldman Sachs, Google, McKinsey, and other leading firms. Follow Caroline’s weekly leadership column on Forbes and take advantage of SixFigureStart® free toolkits on Negotiation, Networking, and Personal Branding, including a free download for entrepreneurs.

Your Career: 5 Things Recruiters Look For on Your Social Media Profiles…Did you Know that 93% of Recruiters Currently Use or Plan to Use Social Media to Find Candidates?

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It’s no surprise that recruiters are turning to social media to scope out potential employees. Therefore, it’s essential that candidates understand what recruiters are looking for online. These elements of your profiles are making a big impression on recruiters — for good or for ill.

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93% of recruiters currently use or plan to use social media to find candidates

93% of recruiters currently use or plan to use social media to find candidates

Did you know that 93% of recruiters currently use or plan to use social media to find candidates? That little fact should make you think twice about posting that potentially career-ending rant or pic online … hopefully. Here’s a list of how recruiters are using social media to find qualified candidates in today’s digital and social age.

1. Searchability

First things first, you want recruiters to be able to find you easily online, so help them out by keyword-optimizing your profiles, but also be wary of listing some of the most commonly overused buzzwords that turn recruiters off. In Jobvite’s 2014 Social Recruiting Survey, 82% of recruiters consider “their social recruiting skills to be proficient or less,” which makes your job as a qualified candidate trying to get discovered a bit more difficult than you’d expect. Don’t worry, we’ve got you covered. To learn how to attract more recruiters to your LinkedIn profile, see this post.

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2. Who You Know

Just as in real life, the better connected you are in the business world, the better your chances are of getting noticed. Recruiters use social sites to see whom you’re connected to, as well, so it’s wise to be strategic about whom you’re connecting yourself with on and offline.

First, look to expand your online network by using LinkedIn’s Get Introduced feature and start reaching out to your immediate contacts for referrals. You’ll also want to consider following some well-known influencers who can lend some expertise in your field of work. The bottom line is, recruiters like to see that you are well-connected and active in your given industry. Think about it, a recruiter is probably more likely to consider a candidate that is already a 1st, 2nd, or 3rd degree connection to someone within his individual LinkedIn network or the company’s network, than someone who isn’t. So, get connected, people!

3. Personality Is Key

Recruiters are looking for someone who is a good fit technically, but, more importantly, there needs to be a great cultural fit, too. Nadine Motaweh, a Recruiting Manager at The Creative Group, indicates that she looks for candidates who have personality and who are able to articulate that effectively online and in person.

“I typically feel most excited about presenting the candidates who I know would go in and show their personality, because technical skills can be taught — being someone I want to spend my whole day with five days a week is not,” Motaweh tells PayScale.

The lesson here is to express your personality in a way that is appealing and professional. Don’t fake the funk and pretend to be someone you’re not. Instead, convey tidbits about your professional and personal life that make you relatable and interesting.

4. Red Flags

Yes, it’s true that we live in the land of the free, but if you’re a job seeker looking for employment, you might want to reconsider the wisdom of practicing your right to freedom of speech on social media. According to Jobvite’s survey, an astonishing 55% of recruiters have reconsidered their decision about hiring a candidate based on their social media profiles, with 61% of those being negative decisions. Keep in mind that hiring personnel are searching for red flags such as posts with profanity, spelling and grammar mistakes, poor lifestyle choices (e.g. drugs and alcohol) broadcasted for all to see, and sexual references. Rule of thumb, if you don’t want your parents to see it, then don’t post it — chances are, a recruiter definitely doesn’t want to see it, either.

5. Engage

Last, but not least, continue to stay engaged with your networks. What does this mean? It means you’ll want to find conversations online that you can participate in and lend your expertise, whether they be industry-related or part of your personal interests.

Staying engaged with your community allows you to expand your network, keep up with the latest and greatest in your industry and hobbies, and provides an open forum for you to offer your expert advise, and so much more. Simply listing your skills on your resume isn’t enough anymore. Recruiters want concrete examples of how you utilized those skills in a real-life setting. Some great avenues to do so are: directly on your profile/resume, in LinkedIn recommendations, and in the conversations you participate in online.

Important note: be sure you know what you’re talking about in your discussions and not trolling, because the last thing you want to convey is that you’re an immature know-it-all. Let’s be smart about it, folks.

To learn how to land a job in three months, read about the seven smart habits of successful job seekers, here.

 http://www.payscale.com/career-news/2015/01/5-things-recruiters-are-looking-for-on-your-social-media-profiles#ixzz3QuVvkAAf[/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

Strategy: Here’s How one CEO makes Hiring Decisions in 7 minutes… “I Interview for Only 7 to 10 Minutes, & I Have a Framework, it’s Skill, Will, & Fit.”

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Hiring can be a complicated and drawn-out process. But Marla Malcolm Beck, CEO of luxury beauty retailer Bluemercury, has it down to a science.  In a recent interview with Adam Bryant of The New York Times, Beck said she’s the “queen of the seven-minute interview.”

Marla Beck

Marla Malcolm Beck, CEO of luxury beauty retailer Bluemercury.

She told Bryant: “I interview for only seven to 10 minutes, and I have a framework — it’s skill, will, and fit.”

She said she can ascertain skill in about two minutes, just based on what the candidate has done.  To figure this out, she asks: “What’s the biggest impact you had at your past organization?”  “It’s important that someone takes ownership of a project that they did, and you can tell based on how they talk about it whether they did it or whether it was just something that was going on at the organization,” she told Bryant.

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continue of article:

Then, to determine a candidate’s will (which “is about hunger”), she asks: “What do you want to do in five or 10 years?”

“That tells you a lot about their aspirations and creativity,” she said. “If you’re hungry to get somewhere, that means you want to learn. And if you want to learn, you can do any job.”

Then, there’s fit.

For this she turns to the résumé.

Beck told Bryant that she’s always looking for employees who have some sort of experience with a smaller organization. “At big companies, your job is really one little piece of the pie. I need someone who can make things happen and is comfortable with ambiguity.”

Click here to read the full New York Times interview. 

http://www.businessinsider.com/how-one-ceo-makes-hiring-decisions-in-7-minutes-2015-2#ixzz3QgazlYGM