When you’re hiring business development reps, you can’t afford to get it wrong. Your sales development representatives are the first people your prospective clients talk to. This makes them very important to your company. You have to hire BDRs who can make a fantastic first impression, do effective lead qualifying, and book meetings to drive…
We all remember the moment when we finally understood the importance of having a strong recruiting pipeline. It’s the same moment we acknowledged that we’d been underestimating the amount of time and energy needed to really attract top talent. Feeling overwhelmed and underprepared each time you recruit for a position should not be the norm….
CEO of The Predictive Index (PI) Mike Zani talks with Kristen McAlister, co-owner and president of Cerius Interim Executive Solutions. Kristen plays matchmaker to senior executives. When CEOs are looking to fill a a specific role on a temporary basis but find there’s a gap in their senior team, Kristen and Cerius, with a behavioral understanding of…
The interview process, in many organizations, is broken. Even the most successful organizations who pride themselves on process fail to answer key questions—What’s the best way to go about the interviewing process? How should you record the thoughts of each interviewer? How many people should be involved? Is it easier to just let interviews fall…
Hiring new employees can sometimes feel like a high-stakes game of chance. You screen a resume, conduct an interview, follow up on a few references… and hope for the best. But there are ways to better predict job success—and they’re not necessarily complicated. In addition to the resume, interview, and references you usually include as…
When I started looking for a job last year, it was the first time I’d done so in more than five years, and I was overwhelmed. Thinking about new routines, new commute, new people, new coffee machine, new set of work passwords. It was daunting. I’m what we at PI call a Controller pattern, a key…
All jobs require some level of cognitive ability, and research has demonstrated time and time again that cognitive ability relates to higher job performance in all roles (although the relationship is stronger in more complex job roles). But is there an upper limit? Can you be too smart for a job?
What do you do when you have a candidate with the “perfect” behavioral needs and drives for a position—you know they can handle the work, culturally it’s a match, they are driven and determines—but their overall cognitive score, their capacity to learn, adapt, and grasp new concepts in the workplace, is falling short. I have had…
Think about this: When you interview a candidate for a position, a primary input in the decision-making process (the resume) is provided by the candidate. While the resume certainly gives you an overview of experience, education, and skills, it’s still information that’s curated by the candidate. This is equivalent to a used car salesperson handing…
For too long hiring managers have relied on gut feel to assess candidates for a job. They’ve relied on what they believe to be tried and true methods for predicting a candidate’s success only to be met with mixed results. A resume is great but it only tells part of the story. Relying on factors…
There’s an old consumer-protection saying that “if a deal looks too good to be true, it probably is.” For hiring managers I’d amend that adage slightly and say, “If a candidate seems too charming to be true, he probably is.” Don’t get me wrong—there’s nothing wrong with charm in business. But there’s also data suggesting…
Have you ever witnessed someone trying to tell a spooky ghost story, only to be silenced by someone matter-of-factly stating that they don’t believe in ghosts? This situation has always been a somewhat annoying one to me because, while I’m personally very skeptical of the existence of ghosts, I like to hear a good ghost…
