38 of 280 Articles Found

• Oct 2017

  Early Social Competencies Lead to Success

  A joint project of researchers at Duke and Penn State found that kids who showed specific social competency traits in kindergarten were four times more likely to graduate college and have a full-time job by age 25.

• Jan 2016

  Competency Interviewing Narrows Skill Gap

  Some argue there are currently plenty of qualified individuals in the workforce and that employers routinely overlook top candidates and artificially create a skills gap.

• Sep 2015

  Pitfalls of Competencies in Behavioral Interviews

  Selecting competencies as part of the hiring process can be a problem for hiring managers and interview teams who jump on the "competencies bandwagon" too quickly.

• Jun 2015

  Increase Team Performance By 40%

  If you don't think a single lazy or incompetent employee can damage an entire organization, think again. Research conducted at several major universities shows that adding just one "bad apple" to a group can drive down performance by 30 to 40 percent.

• Mar 2014

  Top Business Leaders Hire for Competencies

  A growing number of top business leaders are endorsing hiring practices similar to our Effective Interviewing!® techniques, which emphasize behavioral qualities over conventional accomplishments.

• Dec 2013

  Getting Beyond the Resume to Predict Success

  Shift focus away from resumes and credentials and learn more about how and why a recent graduate excelled in their studies and relevant activities.

• Aug 2013

  Competencies for an Evolving World

  To make successful hires, organizations should be determining the competencies they need to move into the future.

• Aug 2012

  CEO Competencies Needed at Yahoo

  After running through six chief executives in five years, struggling web giant Yahoo hired a seventh: Google veteran Marissa Mayer. Although some pundits are betting against Mayer, we think she stands a chance of turning Yahoo around—but only if she was vetted properly.

• Aug 2010

  Hiring at Apple for Culture Fit

  The cultural or organizational fit of a candidate is a critical element in any hiring decision. Let’s look at Mark Papermaster, who left Apple just fifteen months after joining them from IBM.

• Jan 2007

  Interviewing the Real Candidate

  The problem interviewers face is getting beyond the flawless facade to the real candidate. One extremely effective way of doing this is to make behavioral events the focus of the interview.

• Jul 2005

  Interviewing a Supreme Court Justice

  We view the assessment of Judge John Roberts for the next Supreme Court position as falling into two phases - credentials and competencies.

• Apr 2003

  Hiring for Credentials vs Competencies at the NYSE

  The March, 2003 scandal at the New York Stock Exchange underscored the importance of defining competencies before you interview a candidate.

• Apr 1998

  Taking Guesswork out of Hiring

  According to a recent article in The Harvard Business Review, nearly 40% of new management hires fail within the first year. Why the high failure rate? Research suggests, in the majority of cases, the answer lies in a poor fit between new employees and their corporate cultures.

• Apr 1998

  Competency Madness?

  We have been promoting competency-based interviewing skills for so long, we sometimes forget how new and exciting this approach is for some companies. And while we're happy that so many businesses are adopting what we believe is a superior approach to interviewing, we're also disturbed by the extremes to which some organizations have gone.

• Jul 1997

  Competency Cards

  Once again, necessity proves to be the mother of invention. In this case, one of our clients wanted our menu of behavioral competencies on forty-eight separate cards. They thought – and they were right! – that this would help their employment group and department managers reach a quick and clear consensus about what qualities an ideal candidate should have.

• Jan 1997

  Behavioral Interviewing Assesses Management Style

  Management style matters. What works in one theater of operations can bomb in another. That's one reason why behavioral competency interviewing is so important and effective.

• Jan 1996

  Executive Recruiting - How To Spot A Falling Star

  Former Kodak CEO Christopher Steffen is a prime example of what can happen when management focuses exclusively on the contributions a strong candidate can make and ignores that candidate's inevitable limitations. We believe that in evaluating any candidate - no matter how desirable or dazzling - it is essential to consider limitations as well as strengths.

• Jan 1996

  Competency Chasers

  We believe in scheduling interviews so each interviewer learns as much as possible about every candidate. All interviewers elicit a wide range of competencies that reveal strengths and limitations, and they look for repeated patterns of both.

• Jan 1996

  Detecting Derailers in the Interview

  In our ever-optimistic American culture, the emphasis is usually on the positive. It's no wonder, then, that most hiring decisions focus on a candidate's strengths. But as several articles in this issue show, it's imperative also to consider limitations - things that can really derail someone on the job.

• Jul 1995

  Bill Walsh on the Hiring Process

  Former San Francisco 49ers coach Bill Walsh considers the hiring process "possibly the single most important act of top executives," but he also calls it a "crap shoot." He has some sound advice for improving the odds.

• Apr 1995

  Spotting Competencies in Harvard Graduates

  John Kotter, Harvard Business School professor, spent twenty years tracking the careers of 115 MBAs from the Harvard class of 1974. In his book, The New Rules: How to Succeed in Today's Post-Corporate World, he describes how these students survived the downsizing, restructuring, and globalization that characterized two of the most volatile decades in American business history.

• Oct 1994

  Competency-based Interviews Predict Job Success

  We explore Harvard behavioral scientist D. C. McClelland's work on competency and predicting job performance based on people who are clearly successful in their jobs.

• Oct 1994

  Conducting the Behavioral Event Interview (BEI)

  One method of developing the competencies described by D. C. McClelland is by conducting Behavioral Event Interviews. The objective of a Behavioral Event Interview (BEI) is to get very detailed behavioral descriptions of how a person goes about doing his or her work.

• Oct 1994

  Making Competency Work

  The first annual Competency and Performance Conference (Boston, November 1994) revealed the growing interest in competency-based tools by private and public sector organizations in America and internationally. Related issues in the use of these tools were also highlighted at this meeting.

• Oct 1994

  World Cup Competency

  When Brazil defeated the U.S. team in the World Cup Soccer playoffs this summer, they illustrated a key principle behind the focus on competencies.

• Apr 1994

  Organizational Culture and Candidate Fit

  Despite the importance of the concept of organizational culture, many companies find it difficult to accurately define theirs. In his recent book, The Reengineering Alternative: A Plan for Making Your Current Culture Work, William E. Schneider, Ph.D., uses four models or types to define corporate culture.

• Jan 1994

  Just Wondering...Who's Interviewing?

  When Bobby Ray Inman withdrew his candidacy for the post of Secretary of Defense, Senator Bob Dole of Kansas remarked, "You kind of wonder how they picked this person. Seems to me that maybe the President or somebody who recommended him to the President should have had a closer look."

• Jan 1994

  Behavioral Interviewing Lessons From a 16 Year Old

  An effective interview progresses from knowing what someone did to understanding how and why he or she did it. This second level of understanding adds value to any interview and is the basic premise behind behavior-based interviewing.

• Jan 1994

  Jimmy Johnson's Resume Doesn't Predict Success

  The Resumé Factor is least likely to predict on the job failure. A better predictor is the Performance Factors - Intellectual, Interpersonal, and Motivation.

• Oct 1993

  Hiring Committees Shared Values

  Much has been written recently about the need for shared values as a way to provide direction in reorganized companies. If all hiring committees shared certain values, we predict there would be fewer meetings, faster decisions and better selections.

• Oct 1993

  Values Can Prediction Motivation and Behavior

  Effective interviewers know that learning a candidate's values can lead to better predictions of motivation and behavior.

• Jul 1993

  Talent...It's the Real Thing

  Have you ever wondered why some highly experienced people you hired in the past simply did not work out? Sure, experience is important ­ but what's often more important is the talent to do the job.

• Apr 1993

  An Optimistic Outlook

  Dr. Martin Seligman's research shows that success is not necessarily achieved by the most talented individuals. Rather it is realized by talented people who are also very optimistic.

• Apr 1993

  Behavioral Qualities Required for Culture Fit

  The turnover of an Eastman Kodak CFO after just three months on the job dramatizes the issues companies face when hiring outside people for senior positions.

• Apr 1992

  The Billion Dollar Parking Ticket

  When America worries about quality in the workplace it really is an issue of quality service as well as quality products.

• Oct 1991

  Hire to Your Weaknesses

  Interviewing is something you do for the rest of your career.

• Jul 1991

  Search Firms Assessing Competencies?

  In The Career Makers, author John Sibbald profiles the top executive search professionals, many of whom claim to measure an amazing array of competencies in the candidates they present to their clients.

• Apr 1991

  How Management and Leadership Competencies Differ

  For certain clients, we use Professor Kotter's concepts in our Effective Interviewing!® seminar to define the competency differences between Managers and Leaders.