Articles & Resources

We have been publishing articles for over 30 years to address the myriad of issues that interviewers encounter in the process of hiring top talent. Our library of articles is available below for your review.

37 of 286 Articles Found

  • Oct 2016

    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.

  • 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

    Hiring 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

    Unfit for Apple

    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.

  • 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

    Credentials, Competencies, and Common Sense

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

  • Jan 1999

    Pitfalls of Competency Selection

    Selecting competencies can be a problem for people who jump on the "competencies bandwagon" too quickly.

  • 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

    Not Winning the Gold

    "You don't win silver, you lose gold."

  • Jan 1997

    Identifying 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

    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

    Detecting Derailers

    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

    When Bill Walsh Speaks, Business Listens

    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

    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.

  • Jan 1995

    Genius Competency

    What could Thomas Edison, who was known as the "world's greatest inventor" a century ago, have in common with today's top software developers? Quite a lot as we recently discovered.

  • Oct 1994

    Competency-based Interviews Predict Job Success

    In our last issue, we promised to 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. Here is that discussion.

  • 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 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

    Lessons From a Sixteen 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

    Down In Dallas

    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 Teams

    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

    Value(able) Predictions

    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

    Executive "Fit"

    The recent 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

    Can They Really Do It?

    In The Career Makers (Harper & Row, 1990) author John Sibbald profiles the top executive search professionals, many of whom claim to measure an amazing array of qualities in the candidates they present to their clients.

  • Apr 1991

    Leaders or Managers...

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