Hiring strategy drives tactics

- In the late 1990s, there was hope that the war for talent would be won using the latest HR technology, new job boards, better assessment tools, and updated hiring techniques. Yet little has changed despite the promises and enormous annual spend in the billions of dollars. It turns out that hiring managers still make the same hiring mistakes. Bias still permeates the decision making process and the best and most diverse candidates are still not applying to boring job postings that seem nothing more than ill-defined lateral transfers. This course describes a different approach to finding and recruiting talent using performance-based hiring that virtually eliminates these problems. It starts by recognizing that when the demand for talent exceeds the supply you can't use a process designed to weed out the weak, instead, you must use one designed to attract the best. And the process used to attract the best should be based on how the best people change jobs and why they thrive in their new roles. A good way to understand this approach is to first recognize that most hiring processes emphasize what a person must have to even be considered a viable candidate. This is all the skills, experiences, and must-have competencies listed on the traditional job posting. What a person gets on the start date is also very specific when an offer is made in terms of compensation, title, location, and benefits. Unfortunately, even with a good interview process, this approach isn't very predictive in terms of success and satisfaction when the actual job, the doing and becoming, isn't what the person expected. This left to right, weed out the weak, surplus of talent strategy, also suffers in practice by putting a lid on quality of hire and diversity, by excluding strong people who could do the work but who have a different mix of skills and experiences. A scarcity of talent strategy or attract the best strategy is different. This is a right to left process, with more clarity around what a person needs to do and what the person could become if successful. By clarifying expectations upfront, post-hire performance and satisfaction will improve. Since you'll be assessing people who can not only do the work, but also see the role as a good career move. This focus on doing and becoming is not unusual since it's the exact same process used to hire and promote people who are known to the hiring manager, with very predictable performance. What is unusual is that acquaintances are hired based on their past performance and potential and offered career moves while strangers are hired based on their skills, experience, and personality, and are offered lateral transfers, but not so predictable results. By assessing strangers based on their past performance doing comparable work, and offering them true career moves, it's possible to get the same results as when hiring acquaintances, more offers accepted, more predictable performance, a huge increase in job satisfaction and far less turnover. Achieving these types of win-win hiring outcomes is what this entire program is about. Let's begin.