Hiring Feed

You DON'T have to hire immediately when you have an opening. The strategic-thinking Effective Manager considers other options first. That's what your CEO wants you to do.

Never make a counter-offer to an employee who has a competing offer.

If you've ever scrambled around at the last minute to prepare to interview someone, and then not felt good about the results, you're like a lot of other managers we know. For some reason, even though we have all been frustrated at times by team members who aren't as good as we want them to be, we STILL under-invest in the process which could improve the quality of our [...]

How to write a simple job description.

This cast gives our guidance on how to write a job advertisement.

Part 1 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Part 3 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

Part 5 of our guidance on how to scan a resume to decide whether or not to phone screen a job candidate.

This guidance describes how to interview candidates by conducting multiple interviews.

In this cast, we conclude our conversation on how to interview candidates by conducting multiple interviews.

The conclusion of our recommendations for how to set up the order of interviews you conduct for a day of in-person interviews of a candidate.

Part 1 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

Part 3 of our guidance on phone screen interviews. Before you bring a hiring candidate for a full day of interviews, phone screen your potential candidates to narrow the field even further. Here's how.

Our recommendations on how to communicate about logistics and schedules in advance of bringing a job candidate in for an interview.

This guidance describes the most important to ask further questions about during an interview.

This guidance recommends the best way to take notes during interviews.

Many managers ask the interview question, "What's your biggest weakness?" It's only a good question if you know how to evaluate the answer.

This guidance describes when and how to end an interview with a candidate you won't hire.

This cast describes how to interview effectively during a downturn, particularly for difficult to fill positions. When you get to fill a position during a down market, it usually means it's a critical position, and/or one that's been open a long time. Because you're in a buyer's market, it's usually pretty easy to find a [...]

This cast describes how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.

This cast describes how to decide between two good candidates in a hiring situation. We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision.

Don't rank candidates as you are interviewing, individually or collectively. It biases the hiring process.

This guidance recommends what questions to ask of a job candidate’s references, if you progress to that stage.

This cast explains a simple way to make a job offer to a candidate. If you're a manager, you've got people working for you. If you have people working for you, you're going to either lose some, or your team is going to grow. That creates an opening, which, if you're lucky, you'll get [...]

There are effective and ineffective ways to notify a candidate you’ve interviewed that you won’t be offering them.

This guidance explains how to share shortcomings in evaluations like reviews and interviews.

What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.

What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.

Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.

The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.

New Directs need guidance on how to start on the right foot. We recommend a series of meetings in their first weeks, one of which makes clear: you have to create and maintain trusting relationships within the organization to succeed.

We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.

When someone new joins your team, we recommend you communicate early about your key priorities.

This cast discusses a way to build your recruiting "bench" during market downturns.

This cast describes how to increase your chances of re-hiring someone who has left your organization. They're called Boomerangs!

This guidance describes how – and why – to hire overqualified candidates.

Part 3 of our guidance on how – and why – to hire "overqualified" candidates.

Part 1 of our guidance on how to teach directs how to interview candidates for hiring.