We provide competency-based behavioral interviewing training for interview teams including hiring managers, recruiters, and interviewers. We have been publishing articles for over 40 years to address the myriad of issues encountered in the process of hiring top talent.
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Given that competition for talent will remain high, to make successful new hires, organizations need to ensure that interviewers do more than just assess candidate qualifications. They also need to know how to assess candidate fit and potential, create a good candidate experience, and sell to candidates.
More and more organizations are building sustainable relationships with target customers. In this talent-scarce market, we think they should also build the same kind of relationships with candidates.
Encourage employees to think twice about changing jobs to correct just one paycheck.
An interviewer can profoundly affect top candidates decisions to join or not to join a company.
These days, interviewers need to know how to push a candidate's "hot buttons" - that is, appeal most directly to her wants and needs - by describing a job and the company in terms of that candidate's specific accomplishments, competencies, and goals.
The shortage of engineers and developers is forcing companies to woo workers with the kind of extravagant promises usually reserved for professional athletes.
It can be a real mistake to equate a lack of company knowledge with a lack of motivation. Focus instead on selling top candidates on the talent of the team they will join.
When a valued candidate shows resistance to a job offer, it is important to classify the nature of the candidate's concern. Then you can apply the most effective response.