Hiring The Right People - Leadership & Management Essential Skills | Paul Banoub | Skillshare

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Hiring The Right People - Leadership & Management Essential Skills

teacher avatar Paul Banoub, Leadership, Coaching & Productivity ACE

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

32 Lessons (1h 33m)
    • 1. 1a - Introduction To The Course

    • 2. 2a - The Interview Process

    • 3. 2b - The Importance of the Interview Process

    • 4. 2c - What's Wrong With The Interview Process?

    • 5. 2d - Human Vs Algorithm

    • 6. 2e - Unconscious Interviewer Biases

    • 7. 3a - Be Data Driven

    • 8. 3b - Let's See You In Action

    • 9. 3c - Keep it Relevant

    • 10. 3d - Seriously Avoid These Topics

    • 11. 4a - Benefits of a Diverse Workforce

    • 12. 4b - How To Hire a Diverse Workforce

    • 13. 4c - Hunger And Desire Over Skills

    • 14. 5a - Culture Addition Not Culture Fit

    • 15. 6a - Compliment, Backup or Add To The Team?

    • 16. 7a - Hiring The Right Rank

    • 17. 8a - What Are Your Location Restrictions?

    • 18. 8b - Where Are Others Based?

    • 19. 9a - The Risk Of Delivering Less

    • 20. 9b - The Risk Of Overwork

    • 21. 9c - The Risk Of Losing The Headcount

    • 22. 10a - Confirm The Job Is What They Think It Is

    • 23. 10b - Sell Yourself, The Team & The Company

    • 24. 10c - Don't Be A Jerk

    • 25. 10d - It's Not About Making You Look Good

    • 26. 11a - Managing Recruitment Agencies

    • 27. 11b - Communications With The Candidate

    • 28. 12a - Be Ready

    • 29. 12b - Assign A Buddy

    • 30. 12c - Your Team Isn't Happy With The Choice

    • 31. 13a - You Got It Wrong!

    • 32. 14a - Concluding Remarks

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About This Class

In this video series I'll talk about one of the most important aspects of being a people manager or leader in any organisation. HOW TO HIRE GREAT PEOPLE - The RIGHT people!

From my 20 years experience of hiring people, I've developed a successful process that will enable you to recruit QUALITY hires that take your team to a new level. 

Course sections; 

  1.  Introduction
  2. What's wrong with the interview process?
  3. How to hire the right skills
  4. Hiring the right people
  5. Hiring the right fit for your organisation
  6. Hiring the right role for your team
  7. Hiring the right rank
  8. Hiring in the right location
  9. Hiring in the right timescale
  10. Key hiring manager responsibilities
  11. Essential post-offer tasks
  12. Quality onboarding
  13. What to do if you get it wrong!
  14. Conclusion

I've been hiring people for over 20 years and have developed my process into a successful system that regularly hires GREAT people and takes a lot of the pain out of the interview process. 

This course will significantly improve your understanding of the recruitment process and allow you to evaluate, assess and onboard new people that will fit into your team and enhance the culture of your organisation. 

Any questions - let me know. I love answering your queries. 

Thanks for signing up - enjoy the course. 

Meet Your Teacher

Teacher Profile Image

Paul Banoub

Leadership, Coaching & Productivity ACE


Hello, I'm Paul - a technologist, people manager, blogger, YouTuber, public speaker & productivity enthusiast!

I have over 20 years experience as a people manager and leader at some of the world's biggest companies. I've led teams large and small. spoken at international conferences and delivered for high-pressure clients.

If you want to be more productive, a better leader, manager, coach & mentor then you're in the right place.

I'm dedicated to making work a great place to be by removing blockers, empowering people and creating a safe place for people to express themselves and innovate. 



We focus on these areas; 

Leadership, Coaching & Management

Using workplace psychology and emotional intelligence ... See full profile

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1. 1a - Introduction To The Course: Hi, I'm Paul. In this video series, I'm going to talk to you about one of the most important aspects of being a people manager. And that is hiring people and specifically hiring the right people. We're going to take a deep dive into the hiring process. We're going to look at the issues around Rank, around location, around salary, how you ensure that you hire a diverse workforce. And all of the pitfalls and trials and tribulations of bringing the right people into your team. I've been a people manager for over 20 years and massive companies. I've hired hundreds of people, have been involved in hundreds of different interview processes as a co interfere or as an interviewer myself. And it's an area that I put a lot of effort into refining. So whether you're just starting out on your journey or your inexperience later already. Well, this guide is bound to give you some really useful tips to hire the right people to ensure you bring the right people into your team. How do you ensure that you get the right people into your team, that they've got the right skills. Add two and gel with your company culture in your team, that they hit the ground running and they bring something to the party. And we'll see how you as a hiring manager, have a really important role to play in ensuring that in the interview process, your company, in your team and you as a manager, stand out from the crowd to compete for skilled resources in a competitive marketplace. Over those 20 years of hiring people, I've made all the mistakes it's possible to make, but I've come out the other side and I've designed my own process which now works really well. So I've made the mistakes, so you don't have to. I've always been a huge fan of people focused leadership. And that starts with the hiring process. I'm a huge advocate of bringing people into your team that don't just fit with your team's culture and team skills were actively add to it and allow you to evolve as a team or company as well as the senior leader. There's an awful lot you can do to make sure you get quality through the doors. And that all helps with team morale, keeps a cohesive unit and really helps you deliver and have a look at my YouTube channel. It's called productivity ace. The link is down there in the description. There's lots of good stuff about leadership, people management, productivity, and how to navigate that crazy corporate world. So thanks for watching this video on hiring the right people. Let's get stuck into it. 2. 2a - The Interview Process: The interview process, something that all hiring managers go through at some point. Sometimes they go through a lot, sometimes it's only occasionally, but you're gonna go through it. And generally, it's not a pleasant experience. We've been doing interviews all wrong for so long. The job interview process, as you might typically think of it, is completely broken. We asked the wrong questions, we focused on the wrong skills, were affected by unconscious biases. There's so much work involved. And effectively you get two people lying to each other for an hour over the phone or face-to-face. And the chances of getting the right person in really, really low. I've totally reinvented the job interview process at my organization. And for teams, the Ireland, I've spent 20 years making mistakes. So 20 years fixing those mistakes. And I think that the process that I've got now works really well and has resulted in a lot better quality hires coming through the door. The job interview process is fraught with penn. We're gonna take a deep dive into exactly why it's broken, exactly what's wrong. And we're going to give you a whole lot of tips to allow you to fix, refined, and amend the process so that you get quality through the doors every time. 3. 2b - The Importance of the Interview Process: The job interview was born in 1921, according to history, when Thomas Edison designed a written test to enable him to get better people through the doors. And as it turns out, Edison was inundated with candidates, inundated with graduates coming to want to work for him. But he was a little bit of a genius and become incredibly frustrated, increasingly frustrated with the quality of people, people not being able to live up to the standards that he had. And as a result of that, he designed a written exam, written test, which was the forerunner of the modern job interview process. Sort of Edison's questions were related to the skills needed for the job, but apparently some of them were more esoteric and related to world geography and history and philosophy and also other topics that Edison was interested in. And apparently it was really hard, is said that only 7% or so of people could actually pass Edison's test. Since then the process has come a long way. Well hazard while we nailing every time if the process is developed so much, why is interviewing such a difficult process still to this day? Why are so many hires not successful? Why is it so much work to get the right people in through the door? I don't think we've got it nailed yet. I've been hiring people for over 20 years and put a tremendous amount of effort refining the process to make it suit my needs. I've taken a look at every single interview I've ever done, every type of process I've ever run. I've used data analysis and visualization to work out what went well, what didn't go so well, and use all of that evidence to design a better process. Every candidate you interview, regardless of whether they're successful or not, is an opportunity for you to look, gathered data on your interview technique, your interview process, and work out what's successful and what's known. So one crucial tip for every hiring manager is to treat every person that you interviewed as a learning experiences, a chance to collect data, as a chance to refine your process and learn from what might have gone well or what might not have gone so well for the good ones. Why were they so successful? Why did you find them compelling? Why did they get in the door with skills with personality? Was it even some form of unconscious bias that you are affected by the ability take a holistic look at your interview processes top-down view, and honestly ask questions about what went well, what didn't go so well allows you to refine your process each time. Once it didn't go so well, we're too quick to judge. Why did you reject them? Did you jump to any conclusions that you maybe shouldn't have jumped to? Were you affected by other aspects that were not necessarily to do with the job skills? Were you affected by unconscious bias? Or we're going to take a look at the job interview process from start to finish, from the perspective of a hiring manager, to ensure that you can get the best people through the dough. 4. 2c - What's Wrong With The Interview Process?: So we've established the job interview process is necessary and very, very important. If it's so important, then why do firms never, in my experience give you any guidance on how to conduct a good job interview, you just pretty much left to get on with it yourself. I've never worked anywhere where any formal interviewing training has been given or coaching on how to conduct an interview, how to get the best out of your hiring process the most others in is a form that you might fill in after an interview that you sent HER that captures a few metrics or some free text about the candidate. The Certainly no structure behind it and certainly no formal training or guidance The I've ever seen given, maybe in some firms. That's the case these days, but I think it's pretty rare. And in truth, the job interview process is probably one of them was broken processes in any workplace. Let's take a look at some of the reasons why the job interview process is so bad and what's wrong with it? Inconsistency. Many job interview processes follow no formal structure whatsoever. There are different each time they have inconsistency of timing and consistency of former inconsistency of personnel. All sorts of different aspects are not consistent, not standardized. The more consistency you've gotten your process, the easier is to make an informed judgment bias, especially unconscious bias. Unconscious bias and bias in general is one of the biggest problems in the interview process. Interviews can make their minds up or be affected by all sorts of aspects that are nothing to do with the job. It's just human nature and understanding unconscious bias is one of the most important things any interviewer can do to ensure a fair process. Fatigue. Interview processes take a long time, not just to interview one person, but you might be interviewing 1050 candidates, a 100 candidates who knows. That can weigh you out. It can take a long time and fatigue can affect not just the performance of candidates, but the performance of interviews as well. Preparation. We talk all the time about candidates need to be prepared for interviews, but the same goes for the interview themselves. I've seen it many times where interviewers just turn up completely unprepared and just wing it. And lack of preparation really shows and ultimately means that the interviewer will get a worse result, will have less ability to Georgia candidate properly. But questions I've been in interviews before where as a candidate, I've been asked questions that have really, in my opinion, not given any indication as to whether I could do the job. The questions themselves have been of extremely poor quality. Many interviews still asked questions that just don't matter. I've seen people get fixated on grades at school or college or a small Korea gap or something like that. Doesn't matter what grade you got at school. It doesn't matter what university you went to. People evolve in their careers and picking up on small details from years gone by can often be a complete red herring and just know important stupid questions. If you are an animal, which animal would you be? How many golf balls could you fit in an Olympic-sized swimming pool? What's your favorite color and why? Who would your ideal dinner date be? No, Joseph? No. I can't believe these sorts of questions still get asked. And I do think that the frequency of them is tailing off, but I've still seen it before. It doesn't matter. Don't ask stupid questions. They gave no relevance as to whether somebody can do the job or not at all, inappropriate questions, believe it or not, Interviews still ask about ethnic origin, sexual orientation, family history, geography, personal lives, marital status. These topics still get asked about, stay away from them. You're not gonna get anything. In some countries, it's even illegal to even go into those subjects. But the worse thing it's gonna do is make the candidates feel extremely uneasy, uncomfortable, and they probably won't want to come and work for you if you spend your time grilling them about those subjects, I'm not suggesting you will have seen it happen. And another reason why that job interview process is so broken. Lack of urgency. Processes takes so long. I've seen it where a good candidate has been identified and then the hiring manager has Sutton on it, not go back to the candidate, not given them the right information, not kept them updated, hasn't acted on the process quickly and you know what, the candidates off somewhere else. No connection. Making a connection with the candidate is absolutely curve it. We're often told that candidates need to come in and press and sell themselves. But really it's a selling game or both ends are candidate has got to want to work for your company, got to want to work for your team and got to want to work for you. So it's really important as a hiring manager that you make some effort to connect with the candidate, to form some sort of rapport, some sort of relationship, and make the interview more of a connected feeling. That way. They'll really want to work for you and you really want them to work for you as well. Dishonesty has been said before that job interviews are just two people telling lies to each other for an hour. And studies have shown that 81% of people lie in a job interview. That's pretty high. History doesn't necessarily predict the future just because somebody had a bad role, a bad experience or a particular company may be a short tenure. They didn't quite go right. They might have fallen out with somebody or even being fired. Well, that doesn't necessarily mean that they're a lost cause. It doesn't necessarily mean go into our problems at your organization. Some interviews fixate on historical events or other not-so-good things in the CV will have problems. We've all had issues in our career. We've all had gigs that haven't gone so well, but that doesn't mean that we're not up to the job now, what else is wrong with the job interview process? Well, it takes a lot of time, recruitment, getting the job spec constructed, getting it out to the market, collecting candidates, sifting through the CVs, scheduling interviews, sometimes those interviews you've got multiple rounds, maybe 1234 rounds of interviewing. Then making the offer in the HR process for onboarding eight takes ages, we concentrate on things that don't matter. Like I said before, who cares what grades you got a skill. Because if you even went to school, who cares if you play sports? Interviews still fixate on things that don't matter. I've known interviews who will not hire somebody unless they play a team sport because they believed teams for brings a certain resilience to a character and that, that may be true, but it's not arrays into no hire somebody. Interviewing is a skill just like any other job skill, any other management skill, any of the people management skill, interviewing and hiring. It's a skill that needs to be learned, practiced, evolved, and refined. As an interviewer myself, I'm always looking for ways to improve. I'm always studying the good and the bad interviews of doing. If I make a mistake, I'll learn from it. If I have an interview process that goes well, I'll make sure I take the learning lessons from that. Interviewing is a skill just like any other. So you can say there's a lot wrong with the job interview process. We're going to dive into a lot of these problems later in the videos. So stick around and we'll get stuck in to see what you can do to avoid some of these pitfalls. 5. 2d - Human Vs Algorithm: In an interview process, should we be turning to the machine? Should we using artificial intelligence? There's a big school of thought that says, we should use artificial intelligence and other AI technologies. You'll see many algorithms in daily life in your interactions with technology. It's just a way that a computer evaluates data and makes a decision. There are plenty of arguments that suggest that algorithms are much more efficient and Paypal or predicting the correct outcomes for particular situations. And that's led to an explosion of artificial intelligence technologies, machine learning and algorithms in daily life. And it's only recently that artificial intelligence and algorithms have entered the hiring process. Some companies use AI technologies to make sure that the Jobs Bank hits the right audience, hits the right market and gathers the right number or the right quality of CVs. Others will use AI technologies and machine learning to sift through the CVs that come in and make sure that only the really relevant ones reached the interviews themselves. But relatively few companies use modern AI technologies in their interview process, and certainly not in the real decision-making aspects of an interview by that stage, it's all down to the human with all those unconscious biases and prejudices and inconsistencies. Having said that, the use of AI is growing in interview processes. And as we'll see later, using algorithms using AI technologies is a good way to reduce as much unconscious bias as possible and take out the prejudices or however unconscious they may be from the interview process. But even so, algorithms are not fool-proof. Do a quick Google, you'll find many instances where algorithms have known to exhibit racist or sexist behavior or other forms of bias. Because after all, it's just a humanist designing and programming the algorithms. After all, some of those biases can find them where for the program is brand into the code. But as a hiring manager, especially if you're into technology, it's always a good idea to see how AI technologies and machine learning and other artificial intelligence is being used in interview processes. Check it out or your company may be, HR was trying to bring some more modern techniques then, because in the next five to ten years, I think you're going to see machines playing a very large part in all interview processes. 6. 2e - Unconscious Interviewer Biases: One of the biggest influences on any process, and especially the interview process, is that unconscious bias. This is where people make decisions, make judgments without even realizing it based on some other factor. And there are many, many types. Some of the more common ones that you see in interviews are as follows. Familiarity bias. It's scientifically proven that we favor people who are similar to yours. If you meet somebody who has been to the same school as you grew up in the same town, supports the same sports team, is into the same technologies and ideas and has the same scales. Well, you naturally have more of an affinity with them, moreover, relationship and build up more of a report in an interview situation that's classic familiarity bias, recency bias. We tend to remember people in an interview process that we've interviewed recently. So people at the latter end of the interview chain, or also correspondingly at the early end of the interview chain. So first and last are the ones that generally leave more of an impression in people's brains. People in the middle are less memorable. And that's recency bias, beauty bias proven the people we find more attractive, live a more favorable impression in an interview process, name bias, candidate's name can affect whether they are vital for interviews or it can affect the success rate in interviews, both male and female, and names of different backgrounds, different countries, different cultures. The name has a big impact, the halo effect. This is a type of confirmation bias. If somebody's done something really, really impressive, one particular item on their CV, that's a real showstopper, we tend to forgive some of them are less successful interactions that they've had as well because the halo effect takes place and we're constantly fixated on this amazing thing that they once did. That's just a few unconscious biases that affect all processes in the workplace, not just interviewing. And it's safe to say that removing these are moving as many as possible is most definitely a good thing. And the more unconscious biases you can remove, the more you'll build up a diverse workforce. And diversity in our workforce is great with different perspectives, different ideas, different ways of thinking, and different aspects of culture. Boat removing unconscious bias is really, really hard. After all, we don't know what we don't know. I've said it several times where people who have had all the right intentions have got involved in forums to deal with buyers, to do with diversity, right? Motivation to take things forward and make a difference. But because of biases affecting them, they've made a complete mess of it. And when it's been pointed out, they've actually got very upset because that's not their intention. But again, they don't know what they don't know. The nature of unconscious bias is. It's so hard to understand it, so hard to realize what your own unconscious biases are. Unless you're a fly on the wall, you've got to take a step back and really look honestly at your own character and say, what am I missing here? So it's a really difficult thing to get right. But the more you can learn about unconscious bias and the more you can learn to try and take unconscious bias out of your interview process, the better it will be, the better your success rate will be, and the better quality of hire you gonna have. 7. 3a - Be Data Driven: One of the major problems with assessing the right skills of a candidate is a lack of consistency in terms of trying to work out whether a candidate has got the right skills for the job. Well, it's a really good idea to formulate a set of standard questions, each with a point score. So that you can ask a consistent set of questions of every candidate and generates a score that can be compared against each candidate. And if you can combine that with a bit of data visualization, and it's a really effective way to work out which candidate has got the edge on skills. Again, data doesn't have bias. So it's a great way to cut through some of that unconscious bias that we talked about earlier. Let's take a look at an example from a higher That I made some years ago. This is the data visualization we use to analyze the skills to work out who had the best skills. The height of each bar corresponds to a more positive score. You can see the different categories of skill involved. And you can see how very easily as I flip through the candidates, you can see the difference in candidate profiles, skill profiles from each candidate makes it very easy for me and the team to understand which candidates fared better on the skill and not just their overall schools. The visualization allows us to understand very easily which areas they were strong in and which areas that were not so strong it you're interested in this, then the tool that I use to create this is called Tableau is a fantastic data visualization application. Check the description for some more links in the teams are managed. I've been using this process for around about the last six to seven years. And since I implemented this data-driven approach to interviewing, the quality of hires has gone through the roof and we've used it to make effective decisions. There has been some occasions where the team has actually favored another candidate. Maybe they've gotten better with them in the interview. Maybe they had that good fail or something was just better or different vibe that they couldn't put their finger on. And we've had to look back at the data and said Actually, well, the data says that decision or brands are making here is wrong. So let's be informed by facts, let's be informed by data, and let's go with what the datasets all we've had situations where we've not been able to make our minder between two candidates that we've had very good feelings about. Again, we turned to the data to act as a tiebreaker. Another positive about using a data-driven approach and using data visualization to inform your decision in hiring is, if you're ever scrutinized or quizzed by senior management about your hires and how you make the decisions. Sometimes headshot come to teams and say, Explain your hiring process, explain the rationale, how you choose people. It does happen and it's a really good thing to demonstrate to senior management or to HR or look how objective we are basing our highest on the facts. There's no finger in the air still fit our hiring process. It's all data-driven, revaluate everybody with the same criteria fairly using data. And that's how we come to our conclusions. So a super consistent approach to evaluating skills is absolutely critical. Give everybody the same chance to same questions, Coppola out with a bit of data visualization to help you understand the results better and you're onto a winner. 8. 3b - Let's See You In Action: In the last video, we talked about using data and a consistent approach, being data-driven as a really effective way to evaluate skills. Well, that's true, but there is a better way. And that's to get somebody in and get them to demonstrate their skills in front of you, show what they're made of by seeing them in action. If you can see a candidate in a controlled environment actually demonstrating their mastery of the software that you want them to come in and support or demonstrating that business process that you want them to come and do. Well, that's obviously the best way that you can see whether they know what they're talking about, especially when it's a pressure environment. They really have to know their stuff to respond, performing under pressure in front of an audience. But in reality, that approach doesn't get used very often. And there's a very good reason for that. It's a lot of work, as we've already established, the interview process is a lot of work in general. So adding another component y, you have to set up a controlled environment workout the tests, get people access to the systems and the application that they might need to use. Sign people into a building, gets a whole lot of governance, Don't you might need to do a risk assessment. There's all sorts of factors involved in getting somebody to show what they're made of. And in reality that extra work can sometimes stop this happening. I know in interview processes that I've done has been a factor not to do that sometimes. And because of this extra work, generally, a live demo seeing people in action isn't something that happens if you can build it into your process. If you want to put the working to implement something and you're not hampered by compliance and governance hurdles that you need to jump well, by all means do it because it's the best way you can evaluate candidates skills. But again, it's work and it takes time. So the extra effort in putting this step into your process can prove extremely useful. So this is a step I'd recommend highly, maybe not forever body maybe for the cream of the crop that make it through the initial technical screening. But certainly when you're about to make a decision, then it's probably an important step to factoring. 9. 3c - Keep it Relevant: If you were a song, what song would you pay? What's your favorite animal? And y, how many marbles can you get in an Olympic-size swimming pool? No, no, no, no, no. These type of questions are a thing of the past or that should be. As a hiring manager, you need to keep every question that you ask. Can they absolutely relevant to the job that they're going to be able to do. All that you want them to be able to do. Every single question that you ask that is not relevant or not directly relevant. Capabilities of skills is a waste of your time and really is not the way interviewers should be conducted. I've been asked all of those questions in interviews in the past, and I've heard of candidates being asked even crazier questions, that those kinda questions used to be really popular in the eighties and nineties, but I really thought that died out, but apparently they haven't fully they either. Yep. The good news is they're on the decline, but you still might get some HR Manager or hiring manager trying to show off by asking some crazy question that's supposed to give some sort of indication as to how somebody might fit within a company. In reality, you're not gonna learn anything from their ability to work out how many marbles can fit in a swimming pool? Best? You're gonna get an answer that takes a long time to work out and doesn't mean very much unless you're some kind of psychological genius, then you're not gonna be able to infer any kind of meaning from the answer that they give. And at worst, you'll really embarrassed the candidate might put them in a very uncomfortable position and create tension in the interview process. I've heard of candidates that just flatly refused to answer questions like this. And as a candidate, that's quite a risky strategy, but it's one that I can understand some people might want to employ. And the truth is, as a hiring manager, you're just not going to find out much relevant information from these type of questions. So stick to the relevant questions, stick to the relevancy of the skills that job capabilities, and use the time, the precious interview time that you have with the candidate to get to the nuts and bolts of their core capabilities. Knowing what somebody's favorite colors isn't really going to help you understand whether they're going to be able to do a job for your team. 10. 3d - Seriously Avoid These Topics: So in the previous video, we talked about questions you shouldn't ask the relevant questions, the stupid questions, they old-fashioned questions used to be asked. Well, there's another whole raft of questions that you should stay well away from. And that's the questions that you might not actually be legally allowed to ask. These are all questions related to an employee's personal life, private life, diversity, ethnic origin, and even more personal details. And to stay well away from the following types of subjects. Ethnicity or place of origin, religion, marital status, family, sexual orientation, gender or age, lifestyle choices, physical appearance or disability related questions. These questions won't give you any useful information to understand whether the candidate is capable of doing the job and you're more likely to cause offense or embarrassment. And even in some countries you actually legally not allowed to ask those types of questions. And if it gets back to headshot that you've proved a candidate on any of those particular topics. Likely not to be particularly impressed and you probably find you phone ringing or Monday morning. As a hiring manager, it's really important to think about the candidate the whole time. Your first job is to put them at ease, make them feel relax, make them feel comfortable. Make them have an enjoyable interview experience. The quicker you can put a candidate to ease, the more relaxed they'll be, the more you'll get the best quality of answers, the more you build up a better free-flowing dialogue with them. Probing any of those types of subjects is likely to make candidates feel very uncomfortable and you're not gonna get the best out of them. And if you do it at the star, it's going to set the tone for a poor quality interview. So stay well away from those type of topics. I've heard of candidates actually terminating interviews if they've ever been asked any questions around ethnicity or gender or the private details. And I wouldn't blame anybody for doing that these days. I once had a bizarre reverse situation where I was interviewing a female candidate for a role. And halfway through the interview, she made it very clear to me. I went to great lengths to point out that she didn't want to have any more children, so she wasn't going to go off on maternity leave. And she said that that's not something you as a manager have to worry about. I'm not going to go off on maternity leave anytime soon. And I was actually a little bit upset that she'd even insinuated that that might be something that I was considering because they absolutely wasn't. It's not of interest to me. If somebody takes a job and goes on maternity leave straightaway, fantastic for them. That's, that's modern life. These things happen. It's no reason to know, employ somebody is a subject you shouldn't touch. And I was a little bit defensive about why she'd even insinuated that I might be thinking about. So stay away from these type of questions. So as a hiring manager, these type of questions most definitely off limits, stay well away from them. 11. 4a - Benefits of a Diverse Workforce: So this section is all about how to hire the right type of people. And in particular, how to hire a diverse workforce. And before we talk about how to hire diversity, Well, let's talk about the benefits of hiring diverse workforce. There's no doubt that hiring a diverse workforce brings a richness to accompany, not a richness of background and experience, but a richness of thoughts, diversity of perspective, a diversity of leadership style, a diversity of ways of working, all sorts of aspects to somebody's character can be diverse. And the more diversity you bring entertain, the more you create variation in your team that can lead to innovation, culture change, and some fantastic ideas. And by diversity, I don't just mean gender or race. There's diversity of experience, diversity of thought. There's different orientations, different perspectives, all sorts of different diversity metrics that can be applied. There's all sorts of different diversity metrics that you can look at, experimented with and bringing into your team. So let us take a little look at why a diverse workforce is beneficial to you. No one variety of different perspectives, different backgrounds, and experiences lead to different observations, different viewpoints on a particular subject. If you've got a diverse group of people in your team, well you'll avoid group think innovation can flourish and your team may end up progressing that project down and having you'd never thought of simply because somebody's gotta a different tag to the rest of the group. You've got a workforce that can offer a different take to the rest of the group. Will you be a creative advantage? And that kind of thing is great for the evolution of culture, evolution of strategy, long-term strategy changes and taking your company down a completely different road. Increased innovation studies have shown the inclusive companies have a 1.7 times chances of being more innovative in the industries and more thought leaders in their particular industries as well. The diverse backgrounds in our workforce can lead to novel ideas and new perspectives. People bounce off each other and ideas and innovation flourish faster problem-solving, according to Harvard Business Review, teams with more diversity are better able to solve problems. The more homogeneous teams, better employee engagement. At Deloitte study of over 1500 employees in Australian workplaces showed that there was definitely a link between employee engagement in the employee survey and having a diverse workforce. It leads to a friendlier workplace with more interactions, higher employee satisfaction, and a January more engaged workforce. And in diverse workforces, you'll see a lower employee turnover, higher employee satisfaction, better interaction with each other. That's a hiring results. Being known to have a diverse workforce makes your company much more attractive in the marketplace. That way, you'll have better quality hires coming in, more able to attract quality graduates or quality intakes. And people will really want to work for your company. And if your team has a reputation for being diverse and hiring diverse where people will want to work for you as well. So it's quite clear, diversity is a great thing for productivity, innovation, employee satisfaction, and number of other reasons. Try your best to make sure that the hiring process that you design is focused on bringing in a diverse workforce. 12. 4b - How To Hire a Diverse Workforce: So we've seen diversity is good. In fact, it's great. But how do you hire a diverse workforce? For me in 20 years of hiring people are found. This is one of the biggest challenges. I have traditionally worked in the technology sector, investment banks where jobs are traditionally male-dominated, populated by type one personalities and real alpha characters. And there have been issues with not being a welcoming place for females to join, especially, and I found it really difficult to actually hire a diverse workforce. This type of environment is now attractive to many females into many introverts as well. People don't find it welcoming, don't find the inviting. And as a result, you tend to get type one personality bubbling to the top. As a hiring manager, I've desperately tried to improve diversity in my hiring over the last five to ten years, especially under a number of things that you can do to maximize the chances of bringing in diverse hires. So here are some of the lessons that I've learned about diversity in the hiring process. The first one is unconscious bias. We've spoken about this already a few times. Make sure that you as a hiring manager, study the subject of unconscious bias and apply that to your own hiring process and yourself. Understand any biases that might be a play in the selection process or in a way you treat your candidates. You never know there might be something happening that you're not aware of at all. So take a step back, look at your own performance, your own personality, your own way of working, and see if you can identify any biases that might be creeping in, but just the job tone of voice. Many companies are undergoing initiatives driven by HR where job advertisements, job specs, worded in software, tone of voice, more inviting tone of voice. A lot of jobs talk about fast-paced and dynamism and all these kind of heavy duty buzzwords. But that can often put introverts, often can often put females office well. So writing job specs in a slightly different tone of voice to be more welcoming, to be more inviting is something that a lot of companies doing. I'd recommend that as well. I found many more females on younger candidates applying for jobs since we amended our job tone of voice, reach out to your existing diverse population. So there's no doubt that you probably will have some diversity in your existing workflow as well. They are a great source of inspiration, a great source of other candidates reach out to the diverse populations that you do have an ask them, Is there anything you can do to help us hiring diverse people? Do you have any friends that might be interested in joining us? Do you have any societies or forums that you're involved in that we could advertise. That's a great way to spread the word diverse people, generally hanging about with more diverse people. So if you can use them as an avenue to help bring talent in, then by all means, go for it. And this creates a good impression with your employees. They'll feel involved. They'll feel that they're contributing towards the overall hiring of diverse population at their workforce with your HR department, makes sure you're plugged into your HR department to understand what that policy is on diverse hiring, they'll have to be driving a diverse hiring policies to make sure you understand what they're doing, see if you can contribute to their initiatives with any ideas. Offer to test out the, the early adopter of any of their programs and get more involved in the diversity strategy that HER half find out how hedgehogs are tracking the diversity of the existing population war is the data. What areas do they feel they need to work on if it's not confidential, I'm sure they'll be willing to share it with you and take up your offer of assistance as a hiring manager, do you think your company is bought Into Diversity? Are you hearing the word diversity being spoken about thrice senior management newsletters in town halls or other forums is it's something that's always in the news at your company or radio silence, do you never hear about that subject that could tell you something. So have an ear to the ground and keep it your finger on the pulse of what your company is doing for all sorts of diversity related initiatives. And then take the best of those initiatives and bring them into your own hiring process. And if you are doing something in the hiring process that's working in terms of diversity. Well, I'm sure hedge, I'll be very interested to hear about it. Give them a call, say look, this is what we are doing, these are the results we're having its working. Would you like to adopt it in a more firm-wide approach? Amend your interview technique makes you the problem in the interview isn't you have seen it before where some interviewers can come across as extremely intimidating, aggressive, loud, talking A-law, fast-paced, and making the interviewer really uncomfortable experience for introverts, for females and for other people who might not be that type one personality. So make sure that everything you do in the interview process, from your own conduct to the way you bring people into the type of questions that you ask. If there's any thought based questions or situation based questions, made sure that everything is designed to make candidates feel as comfortable as possible. Interviews in the old days used to be very aggressive, stressful, painful experiences, the more you can get a free flowing dialogue going on, the better things will be. So makes you the whole atmosphere around your interview process from the tone of voice of the job spec, right the way through to the way the process is conducted in the questions that you asked is all set up to help hire diverse people. And then if you can get the diverse people into your team and build a tameness truly diverse in terms of all sorts of different metrics. Well, you will find innovation will absolutely flourish. Plus L by a much more interesting place to work. 13. 4c - Hunger And Desire Over Skills: I've been interviewing people for over 20 years. I've done literally hundreds of interviews. And over that time, while I look for in a good candidate has changed, it's evolved. I've modified my expectations to chain what I'm actually looking for. And I'll tell you, Well, one thing I have concluded is that I would take hunger and desire over skills. Anytime somebody can be the best in the business at technical skills or core capabilities of the job. But if they're not interested in self-learning and if they don't have that desire to work as a team, work collaboratively. I'm just not interested as a hiring manager. I absolutely love it when candidates can demonstrate to me examples of self-learning. Maybe they branched out into a new skill. Maybe they can demonstrate examples of when they've taken courses or certifications or really skilled themselves up to achieve a certain technical excellence or solve the tricky problem, or even learning new skills outside of work, such as running a YouTube channel, do in courses like this one. Taking other kinds of hobbies and interests. Constant path to self-learning is the ideal characteristic that I look for in any candidate. And it really can be anything, anything, so long as they can show me that they're passionate about self-development and learning. Some of the best candidates that I've interviewed and actually hired, haven't actually known that much about the core job capabilities. I've taken a couple of gambles on people that really haven't had the best level of skills, but have impressed me enough with their self-learning methodology and and determination to be better and work as a team that I've taken a chance and within a couple of weeks, they're up to speed on the skills. And after that there absolutely flying. It's a much better situation when you bring somebody in who's got the core skills for the job, but isn't interested in bettering themselves and isn't interested in working as a team. When you bring a group of self-learners together in an organization together into a tame, Well as a manager, it's a beautiful thing to behold. You can sit back and watch as they bounce ideas off each other. Innovation flourishes, challenge flourishes. They test themselves, the core capabilities improve, thereby day the team gets stronger and stronger, what your team is capable of delivering expands and evolves, like you'll never see. And then as a manager, you supply the direction and the motivation and the strategy to allow them to execute on their excellence. So the hiring manager Be on the lookout for those people who want to be better every day. Look for in CVs, probate, in interview questions, try and get a sense of somebody's self-learning ability, whether they're really our true self learner, where they want to be better all the time. Because getting people like that into your team is absolutely great. 14. 5a - Culture Addition Not Culture Fit: Most of the time in an interview process, companies are not just looking for people who have got the right skills for the job, but they're looking for somebody with the right culture, the right DNA. The rationale behind this is that they can fit into the team, bond with the culture of the team and the organization, fit in and work seamlessly right from the start. Sharing the values, sharing the philosophies, sharing the culture of the rest of the organization. But as we talked about, familiarity bias, adding people to your organization that have exactly the same values and same culture can be dangerous in cases like that, it's easy to create an environment where everybody thinks the same way, where group think beats innovation, beats originality, and people all tend to follow the same path. It's not great for innovation and it tends to stifle the variety of things that team can come up with. So instead of looking for people that fit your company's culture, I prefer to look at it a little bit differently. Looking for people that fit your company's culture puts you at the mercy of familiarity bias. That's a type of unconscious bias. That means we tend to favor people that think, look, act the same way, have the same ideals, have the same philosophies and culture as ourselves. It can even extend to whether somebody's got a similar background or even look similar to us. And so by hiring people that fit the same culture as the company has the organization, we do solidify that culture, but we miss out on the diversity, the diverse perspectives that people with different cultures and different viewpoints can bring. I prefer to look for people that can supplement our culture that not only have core ideals, but have different ways of looking at things. People who can be culture nebulas, culture revolvers, that way. They are diverse perspectives to your organization while maintaining your core capabilities. Somebody that not only embraces your culture or helps to involve it and take it to a new level. For things like, does this person offer a dimension that our culture might be missing? In what ways might this person challenge our thinking and processes? Will this person bring a viewpoint or contexts to the organization that we may be missing. Now this is very difficult to screen for and an interview process because to truly understand what somebody believes, you have to work with him for some time. So you're always taking a bit of a gamble, but you can't ask some form of questions that talk about your company's culture and actually asked whether they agree or they would do differently, how they would challenge the norms that your company operates in. Most interviews don't tend to go into that level of cultural fit detail. So you're always taking a gamble. But I like to look for people that can offer specifics in their own mission, in their own culture. People like can offer specific examples of how they feel about their own culture, how they feel about the way of working, how they feel about your firm's way of working. Look for examples of candidates that can offer critique on a company culture. The ability to critique and comment on and suggest improvements to your way your company works or the way your team works shows somebody who's capable of that level of critical thinking. And they are usually people who can evolve your company, bring diverse ideas, evolve your culture, take you on to a new level. It's just the mindset of somebody who appreciates the bigger picture and isn't scared to move a culture on. So look for those diverse perspectives and cultural diversity. 15. 6a - Compliment, Backup or Add To The Team?: It's not all about the person or the skills. As a manager, it's your job to build a cohesive team with people that can work together to get the job done to achieve all of the objectives that your team needs to do. Pay the project objectives, Operational objectives, business objectives, strategy, the whole law. There's a whole lot of stuff that you need y'all to introduce as a whole and it's not all down to one person. So as a manager, when you're bringing somebody in near when you're hiring new people, it can be for a number of different reasons. First one is the skills gap. You might have had somebody leaves the tamer key SME, and all of a sudden you down on a particular skill that you desperately need to be able to fulfill. Its a core capability of your team. Maybe it's an application or piece of software or technology that you support for a large business and you've lost the k scales. So in that case, it's a skills gap. You need to get somebody who knows the subject inside out so that you can continue the business. And in cases like this, you're looking to get the role filled as quickly as possible. Time is a massive factor when you're looking to fill a skills gap. Especially if you haven't got anyone whose anywhere near the core capabilities of the SMA, you shouldn't technically be in that position of the single point of failure if you're doing your job well as a manager, but that's a different subject. The next one is capacity expansion. So things might be going well. You might be lucky enough to get the go-ahead. Hire another person to expand the capacity of your team to deliver more of what it is that you deliver. Maybe a service is growing rapidly with more and more uses all the time. So therefore, you need more people. Maybe it's expanding out into different geographies, different regions. Maybe the business is just growing utilizing more of what your team does. Well, that's great news, but you're gonna need to expand that capacity. In that case, you're looking at not team fit, but team addition, as we talked about, not just culture fit but culture expansion. Well, the same goes for skills. If you've got a capacity expansion situation in your team, well, by all means, look to bring in people that are capable to do the skills required for the job. But can you bring somebody in that add something else? Can you bring somebody in? And it's got another dimension may be another related skill or couple of skills that are related to what your team does. That where you can start branching your team's skills out into different areas and making your core capability that much more varied. And that might open up new options, new business opportunities might give your team more capabilities in different areas allowed to support different types of client. It might open doors that you never knew could be opened. So the person who you bring in there has to be able to do the job as well as the other people in the team. But let's see if they've got any extra strings to their bot. That can be really advantages, temporary highs. You might have a situation in your team or you need to get somebody in for a temporary period of time to cover a particular gap. In that case, it's not just about skills. Time is of the essence. Get that person in. There can be more of a generalist, but you need to act quickly in succession planning. All managers need to have an eye on succession planning. And there might be times where you need to get somebody into a team that you might have an eye on taking your job. Maybe the core capabilities of the team that you've got don't extend to being able to step into your shoes to take on the management role. So you might need to get somebody in that has a good understanding of the skills that the team needs to do and can do the job. They've got a history of a technically being able to do that job. Boats. They might have more management experience. They might be more strategically minded. They might be in a good position to be a potential replacement for you when you move on to a different role or further on in the organization, generally, managers will have somebody in mind from their existing team that has the potential to step into their shoes. But on occasions you might be in a situation where nobody is quite ready yet to be able to do that. And you might need to get somebody in that has a potential to take over as a second-in-command. So in cases like that, you might be looking for instant manager potential or somebody who is already a managerial husband had experience with management, that they can come into your team not only hold their own and the technical aspects with the rest of the team, be ready to step into your shoes and take the lead for necessary. So as you can see, there are a number of different roles in your team that somebody can play that you want to go out to market for. So be sure that the type of role that you're trying to fill before you start picking people and interviewing people because that way you'll have a better idea whether somebody can fit into your team and do the job and also in the future to they have an eye on strategy or their potential managers. What else have you got planned for that person? What else can they bring to your organization and your team? There's a lot to consider. It could be abandoned to fixing an existing problem or something more strategic. But the more you plan the type of role that you're trying to fill, the better chance you have getting the right person. 16. 7a - Hiring The Right Rank: For permanent employees, you've got to consider the rank that you bring people in a very carefully headcount is extremely valuable in today's organizations. And the slightest inefficiency in your ranking distribution can leave you risk in a number of areas. Most organizations will push. You manages to hire at the lowest possible grid for the role. Well, that's usually to save money. Higher rank may cause higher salary and highest salary equals higher bonus if you get on at all lies. And that makes sense. But as a hiring manager, there are a number of other considerations you will need to be aware of. What rank are the rest of the team at. If the rest of your team or say a grade two level and you somehow get approved to bring in a Grade three to do effectively the same job, then you're going to seriously upset everybody else. You've got to be aware of the grade level of others in the team and the consistency of the grading, the ranking across the team. Your team will know its very quickly if someone comes in at a different level. And even if there's a good reason for that, then if the team feels that there's a level of perceived unfairness while it can cause the morale of attain to completely unravel, it's really important to bear that in mind in the hiring process, in the interview process. And especially candidate tries to negotiate a higher rank or position with headshot or with yourself, you might feel like caving into get somebody that you really want. But while that might secure an individual candidate is likely to disrupt the whole team dynamic. Same applies for people that you might bring in a lower level to the rest of the team. They are likely to be effective quickly if they're doing the same job as everybody else. But there are a low rank that can be explained by level of tenure, company or people who have been could be longer tend to progress higher-up, but it can still be an issue. So for any higher, Make sure you ensure that their rank aligns with that of all of their colleagues based on their experience. And of course that's the fair thing to do. And we always want to be fair. But things sometimes don't turn out valley but do try higher law with a view to promote. Sometimes you might be taking a chance on a person or have some serious restrictions on the level of rank that you can actually bring in. This might mean you bring somebody in a low-rank with a view to promoting them quickly. If that's the case, then make sure you deliver on that. I've seen this kind of fast track that gets promised to interviews happen all too often. Somebody comes in at a lower rank, but they're promised a fast-track, promised a quick journey of the rungs, and it doesn't always end up that way. In fact, it is quite difficult. So in that case, you might have a situation where people are pretty disappointed and may lose faith or trust in you. If you do make a promised during the hiring process to bring somebody in and make them progress through the organization fastball, you should really make it happen. Future-proofing, hiring a to higher rank can really have consequences later on. You never know when the business is going to want to cut costs and when that time comes, they'll be looking for teams that have got imbalances in ranks if there's a spread of different ranks or people that are on a higher end rank. All ranks are perceived to be too high for the job role. And while high, higher ranks is really good for the individual, it really does put you at risk of losing headcount. When the grim reaper comes along, they're looking for people who are getting paid a lot to cook costs. And if you are running lane while you've got a little bit more protection from search cookbooks that allows you to keep your team together for longer. The best way to ensure that you don't run into any rank related issues with your hiring is to be as objective and honest as possible. Make sure you are hiring the correct rank for the job role and not trying to move the numbers artificially. It's really important that you are consistent and make sure that you are hiring accurately for the job that's going to be conducted. 17. 8a - What Are Your Location Restrictions?: So location is a very important aspect of hiring the right person. In many companies, you'll have to adhere to a hiring or workforce strategy from senior management. Especially if you're in a cost center function like IT, controls are very tight. Businesses tend to get a bit more freedom. Don't ask me why that is. They just seem too, but it's really important for you to be plugged into that workforce location strategy. And not just for the here and now, but for the future, things change really quickly and you don't want to bring somebody in or even have them relocate to a particular country only to discover that the location strategy isn't quite what you thought. Maybe you've got it wrong, it's changed. And all of a sudden you have to target at different location from now on location generally follows the cost. So while we're typically saying India based hiring recently for a lot of companies over the last few years. There's also been a moved at Eastern and Central European locations as well. Both of those locations can provide an abundance of quality resources. So location generally isn't something to be worried about. It's not a case. The offshore or cheaper resource areas, detrimental quality. They're actually very, very good. Just make sure you're plugged into the strategy to make sure that you're not wasting time in the recruitment process. 18. 8b - Where Are Others Based?: Another important consideration for the location of your new hire is that of the location of your existing T. So let's say you've got a couple of people in London, a man Support Center in Poland, in Warsaw, for example, where another four of your technical team might work. So as your next higher and more suitable fit for Warsaw or for London with your main technical team in Poland or with your other resources in London. It's not just a case of selecting somebody from the country. You want the role to be in. People are often willing to relocate for the right kind of job or opportunity, especially if it represents the chance to join a big organization. If you're in a big enterprise than the pole of that enterprise can be very attractive and made that someone might want to relocate. But as a manager, you need to decide where the roles should be. Where's the best location for a fit with the rest of your team? Whereas the best location to be able to provide the function that you provide and the location restrictions that you have to work with might well play a big part here, unfortunately. Another important consideration is the coverage span of your team, especially if you're in an IT support function or a global business. As a manager, you need to make sure that your whole team good coverage of all of you business hours. So if you've got a number of Europe based people than hiring into another time zone adds the extra dimension to your support capability, to your ability to serve the Global Business. Covering more time zones, expanding the coverage that you can provide. The downside can be that if you have one person operating on their own in a separate time zone, while they can tend to feel a little bit isolated, especially if it's one that's opposite to the time zone of your men team. So there's a lot of work to you need to do as a manager to create and find that inclusive team atmosphere to mitigate that issue, ideally, you want to spread your resources across all of the time zones. You business operates in with enough redundancy and resilience to cover people being off sick on holiday. That's not always possible. And sometimes you have to get a little bit creative or accept the level of risk in your coverage. Maybe I'll have a gap here and there. Maybe there'll be a couple of hours where support or coverage is not as good as it could be. So make sure you considering the time zones, the location of the role so that you can understand how your new hire will help contribute to the level of support, that level of product and service that your team can continue to deliver, especially if you're in a global business. 19. 9a - The Risk Of Delivering Less: When you bring somebody new to your team or making a replacement, it's really important to be aware of time from the moment your management give you the okay to bring somebody into go for the higher the clock is ticking. And for a hiring manager, that is a really big deal, time is of the essence. Firstly, if you're making a replacement after losing someone from your team, well, then your team is going to struggle. You, you've got capacity to make up. Everyone else will be absorbing some of the slack. At least any team in a super busy company will, as a manager, you'll have less resources at your disposal. And as such, your delivery bound to be impacted, there's bound to be a hit. And what you don't want to do is have other people picking up the slack and running the risk of burnout. Projects that you've got on the go might take longer than expected or your team might not be able to get through as much work as they normally do. Maybe response time to clients slower, who knows, it could be impacted in a number of different areas. But what is for sure is that you won't be able to offer as much in terms of delivery. First up might not really be noticed. As time goes on, you'll find that clients, peers, managers, everybody will start to notice and that might lead to some reputational damage to try and minimize that time as much as count. So be sure to get the results in as fast as you possibly can. It's really important to make sure that when the clock starts taking on a higher, you're on the ball going through the process, especially in big companies where the process can take a long time. There's no time to waste. 20. 9b - The Risk Of Overwork: So we've already spoken about a delay in headcount potentially causing a drop in the delivery that your team is capable of, a lack of productivity. I mean, after all, less results equals less and product, doesn't it? Well, that's usually true, yes, but what you'll see if you've already been hiring the right people, then you're already have a team of people with great attitudes and great determination, professional people that really don't want the reputation of your team to suffer. And what you'll say when somebody leaves is that there'll be a corresponding increase in output from everybody else. People have got so much pride for the job, for the service, for the company and your team that they automatically up their level to deliver more. That's crazy as a manager. Well, not really. While it's very admirable that the other people in your team care sufficiently to want to try to not let the teams reputation suffer and keep the delivery going. It's up to you as a manager to get cracking with that higher, as this situation is just not all sustainable. If you delay, then your team now on the red line are heading for overwork and potential burnout as they attempt to cover the gap. Because if you delay then your team and now on the red line there trying to contribute more to fill in that gap. Well, they're heading for overwork, potential burnout, stress issues, and just generally poor morale situation as they attempt to cover that gap that's left by the higher. So it's a good sign if you get a positive reaction from your team, but not something to rest on, keep the focus on hiring as quickly as you possibly can. And of course, as a manager, you need to show the appreciation TO team for their positive response, that compelling response to losing a person in the team and not wishing to have that reputation of the Team Server. It can actually be a really good opportunity to get the team together to boost morale and to bind each other towards a common goal. 21. 9c - The Risk Of Losing The Headcount: In the previous video, we talked about the occasions where you lose a person and you get that really positive response from your team as they hope their own levels to make sure the team keeps delivering and keep progressing. And we mentioned how that's good, but not for long because it can lead to overwork, burnout and morale issues. But there's also another reason why your team hoping their levels and filling that delivery gap can be a bad thing. Every headcount is hugely precious. Getting that headcount means the business is willing to fund another person year on year. Guaranteed funding for your team. That's a big deal. Headcount is super pressures. It's the first thing to get coat and the hardest thing to get. So if your team loses a person, and then it seemed to be coping just fine because everybody is up there level. While the more eagle-eyed in management might just might question the need for that headcount and question whether you need it or not because your teams doing it, doing quite fine. Thank you. And I've seen it when a hiring manager has been delayed too long, and then all of a sudden the headcount is pulled by management. And well, it's not good because the rest of the team of suddenly had to pick that slack up. Morale collapses. The hiring manager has to answer all sorts of awkward questions as to why they didn't fill a higher, why they didn't act on the headcount. And not least from their own team, that will certainly be asking questions. So another reason to make sure that when you need to hire, you get right on with it. There's no benefit to be gained from delaying and you might even lose the role completely. So make sure when you get that head count, when you get the goal, he go for it any higher as quickly as possible. 22. 10a - Confirm The Job Is What They Think It Is: At every interview I host, I opened with exactly the same question. Each and every time. First question to ask is, can you tell me in your own words, what job do you think you're applying for? That might seem strange, but I'd say that less than 50% of people get that question right, and some of them get it completely and utterly wrong. And I've even had people say they don't even know what the job really is, they don't know what they're applying for. Yes, people sometimes apply for jobs that they don't know anything about. You see from the time a hiring manager writes a job description to the timer candidate is in front of you. There's a lot that can go wrong. It's almost like a game of Chinese whispers, documents get amended, translated, filtered, the tone of voice gets changed. And especially if you're going through a third party recruitment agency are outsourcing provider, well, all sorts of things can happen. This all results in the candidate getting the impression that they're applying for something completely different to the original job spec that you put together. So if the candidate can accurately articulate the job, duties, roles, and responsibilities, well, then it ensures that they know what they're applying for. And then we can have a solid and productive discussion. If y is get crossed at the start, things can get confused and even worse, I've seen cases where people get, actually get right through the hiring process and start a new job. They take the role, their on-site, they've taken the job. And then all of a sudden they find out it's most certainly not what they expected and that's never a good thing. And I've also experienced interviews when I've had to clarify the misunderstanding in the job role and the candidate is then said, well, that's actually not what I want to do and I want to withdraw citing that it's not what they were sold by their recruitment partner, that they were misled. And that's fine by me because I wasn't candidates to be as happy as possible with the job that they're taking on. So it's a really good tip to ask this question at the very start. A ensures you're both on the same page and that everyone's happy to proceed and it avoids nasty surprises. So always ask at the start, what job do you actually think you're applying for here? 23. 10b - Sell Yourself, The Team & The Company: As a hiring manager, there's something really important that you need to do in every single interview. And if you like the candidate, then it's something that you absolutely most do. You have to, do you have to leave the candidate with a positive impression of you, a positive impression of your team, and a positive impression of the company. In fact, positive and impression as you can possibly give, you've got to sell the job as much as you can during an interview. If I realize that a candidate is very strong and there might well be some of that I want to bring in and I'll switch the focus of that interview from finding out about them, making sure that they're left with a positive impression of me, my team, my company. I'll start bringing out aspects of how I like to develop people to be better than when they joined. I'll talk about the strong skills in attainment, the buy-in from senior management for what we're trying to do to the company and to do for the company. Basically our pen as an attractive picture as I possibly can. The reason, Well, a lot of candidates, and especially those that strong, may well end up with multiple offers from their interview process or a counteroffer from their current company. Basically, you like them and you want to bring them in, but that doesn't mean they're going to like you and wanna come. They have to want to come in interview processes. One of the most frustrating things to possibly happen is if you've got a great candidate and you have a really good interview and you make them, they offered to join and then they turn it down in favor of another offer. They want to go somewhere else. Something about you and your team has put them off. And especially if the other offer pays less, that's only happened to me once in my career where somebody has been made an offer by me and the team and they've chosen to go somewhere else. And actually I think they were getting a lower salary, which is even more disappointing. And looking back on that interview, I put it down to inexperience. I put it down to a little bit of arrogance or my part, assuming that why would they want to go somewhere else where they could come and work for us? Well, the fact is they could go and work wherever they want and on this occasion they chose to. It's vital to leave the candidate with that feeling that not only is the job great, but the people, the team, and the culture will be able to make them even better than they are already. So don't forget, it's a two-way process. You've got to make the role more attractive. And you've gotta be able to compete with other offers. And it's certainly not all about money, candidates, self-worth, and ability to be developed and progression and feeling that they're wanted is very, very important. So make sure that you create a really positive atmosphere with the candidate. And especially as soon as you've made that mental decision that this is somebody who could possibly be a contender for this role. You've got to make sure that you do your job and sell yourself and sell a company. 24. 10c - Don't Be A Jerk: So this one isn't something I've ever done because well, I don't know what I'm doing or at least I think I did, but I've certainly seen it in interviews and I've attended interviews as a candidate and senior witnessed it firsthand as well. And also in the occasional interview that I've co-hosted. And that is the interview being, well, a total jerk. I'm not talking about bullying or asking personal questions or those off limits questions that we talked about in an earlier video. I'm talking about being overly aggressive, sarcastic, critical, arrogant, that kind of behavior. Basically being somebody that you really, really wouldn't want to spend much time with. Why would they want to spend much time with you? Why would they want to come and work for you? It does happen as a candidate wants to terminate an interview for that very reason. The interviewer was just an awful person. I didn't want to speak to them for a minute longer, nevermind work for them. So I walk down. It's absolutely critical that you come across a really, really nice person, somebody that they could work with. And not being a jerk might occasionally be more difficult than you might think on. Sometimes you'll encounter an interviewee that you just don't like. It might even be behaving in a bad way towards you in antagonizing you. They might be displaying some of those characteristics themselves. And it might make you want to react. Don't always stay as cool as possible. Have the emotional intelligence to be self-aware. How are you coming across the candidate? Are you working with a coach interview, for example? How are they perceiving you? There's a lot of different ways that you as an interviewer can be perceived. We've all heard about this and we all continue to have back there. So if you feel that your interview persona or performance might be impacted by your mood that day. Maybe you're not quite feeling itself is something else that is bothering you. Then by all means, postpone the interview. It's much better to bring your best self to the process at all times. And by going ahead when you're not quite on the ball and you rightfully have something on your mind. You're not being fair to yourself or the candidate. And you never know when your paths might cross again. Sometimes your bump into somebody that you've interviewed and on very rare occasions they might be in a more senior position to you. So it's very important to never come across a jerk. And it's just the right thing. 25. 10d - It's Not About Making You Look Good: Something that I've seen on the odd occasion in the interview process is the I fell on occasion, the vibe has been completely wrong. I've seen this from the perspective of a candidate and also that of a cohering manager. And that's a situation where the hiring manager seems to regard the interview as being all about them. Know about the job, not about the candidate, but a chance to show off, a chance to exaggerate, a chance to come across as a hero. And I've seen it on occasion where for some reason a hiring manager is using the interview process as a way to show off to demonstrate their own expertise and their own experiences and say Look how far my career is government on some very rare occasions, look how much I'm earning to show how good their I once had an interview is a candidate where the hiring manager did not ask me one single question. Yep. You heard that, right? They didn't ask me a single question about my skills, experience, expertise, job history, CV, nothing from start to finish. The interviewer just taught. They didn't give me a chance to say anything. They talked about their own career that whole time, their achievements, How much did accomplished, how they've gone from lowly employee to senior manager and how his salary with increasing how managing more people. I just sit there and watched. It was incredible. Now, this is a pretty extreme case. I don't know why some interviewers want to show their authority in interviews or to use it as a forum to show how good they are. So remember, it might actually feel quite good to be in a powerful position of influence. After all, you've got this person in front of you that you are judging, you're assessing that desperate to work for you. They're desperate to get the job they're trying to impress, and you have the power to give them something they really want. And for some personalities that might feel good, they're on the hook to you. They are dependent on you. And it might feel good to be in a position of power. But remember, it's not about you. If you talking about yourself in an interview AND NOT only coming across badly, but you're also wasting opportunities to engage in really effective dialogue, in really good conversation to find out if that candidate is a good fit for the job, the team, and the company. So always make sure that you're concentrating and that you're not hearing the sound of your own voice all the time. It's not about you. It's about the candidate. 26. 11a - Managing Recruitment Agencies: So you've paid through the interview process and it's all good candidate, it was awesome. And there's somebody you want to bring in. This could be a goal. This is a person who can come in to your team and really add to it. So you decide to proceed and you make them an offer. And even better than that, they accept the offer. That is fantastic for you as a hiring manager still have a lot of responsibilities. Your responsibilities are definitely not yet over. In fact, this now is a very important phase of the hiring process. And making a mess of it can result in possibly losing an excellent candidate. People will walk away at this point if they're not happy, even if they've had the offer made, they can still pull a plug. In this situation, you might have a candidate, for example, that's been hired and may be employed via third-party recruitment company or an agency with plenty of them and it's commonplace to use. Their responsibilities might include negotiation of the salary with a candidate, package, some assistance with relocation and onboarding and getting started. Now these are all very, very important considerations that have to be just right for a candidate. And if they're messed up in any way, a candidate can easily pull up book and walk away. I've seen it several times. As a hiring manager. Don't assume all is well, if you're using third party recruitment agencies or people shops, and make sure you're in touch with the point of contact in the recruitment company at all times, checking upon the status, any potential issues, war assistance to them for affording the candidate. And made sure you're always in touch with the candidates to make sure if they're experiencing any issues with recruitment and onboarding process. Don't take the third party recruitment companies work for it. Recently, I had a candidate walked away from an interview process after an offer because they were unhappy with the assistance that the recruitment Third Party was offering with relocation, and he wasn't upset about anything to do with money. It was all about the logistics, communication, and being made to feel looked after. And I, as a hiring manager, heard assume no as well. And I didn't keep in close contact. I didn't make enough effort to keep on top of the situation. And then just as I was preparing for the candidate to arrive, he called me and said thanks, but no thanks. And when I drilled into the weight being treated, I really couldn't argue with him. He'd been treated appallingly. And most of the time, third parties do a great job. I have to say that I've used in many times, many different companies and most of the time they're excellent, do a great job in handling the processes for bringing people on board once they've accepted an offer. But don't assume that will always be the case. Stay in touch and make sure the candidate is being looked after the whole time, called the recruitment agencies, called the candidates, check in with them on a very regular basis. Starting a new job is a big deal for everybody. So make sure you're overseeing the happiness of your new team member before they've even signed a contract that where the candidate will feel wanted, will have their decision to join you validated and they'll feel wanted and loved before they even walked through the door. And while I'm on this one, I was just reminded of an even more extreme example. Probably the most extreme example I think I've ever had in my career. I was trying to hire somebody for a roll and I interviewed somebody that was very good. And there are actually coming over to London from the US to relocate and take the job and offer was made and the recruitment company called me and said, Yep, they're going to start on September the fourth. I think it was. And great. I got his IT desk setup. I got in the PC is name badge on the desk. His security patch was ready. He's email account was created. Brilliant. September the fourth Kim, I prepare everybody for the guys arrival. No sign. Very strange. Ok. So cola recruitment company and I couldn't get through to the person who had been dealing with they're gone missing. Afternoon came and went September the fifth, September sixth, seventh, still no arrival and eventually called the Candidate in the States. I got through to his personal number and I said, Where the hell are you? And he said, I didn't even accept the job. Recruitment company had strongly along for months saying that the candidate had accepted the job when he hadn't he had no intention of joining. It didn't even want the job. But I'd been spawned a completely different story. And I think that's a bit of an extreme example, but it did happen. And make sure you're always in touch with the candidate to make sure if they're experiencing any issues with the recruitment and onboarding process. 27. 11b - Communications With The Candidate: One thing I always do after offering a candidate a role is to make sure I get their details and give them a call or an email after couple of weeks. There are a few key messages that really want to get through to the candidate. And I feel that a really, really important. Firstly, I always say thanks for accepting the offer. I know it's always a gamble when people make a decision to join a new company and I totally appreciate it. I appreciate they're taking a risk go and gamble with those. And it takes commitment. It's always a risk for the individual just as it is for a company, our hiring manager. So when somebody accepts, I think it's always a great idea to say, thank you. We appreciate your confidence in us and we thank you for making the decision to join the team, who joined the company. We believe that you're the right person for us and we really want you to join, but we're very thankful that you feel that with the right company for you. Also, we really, really wanted you. It's critical. Candidate fields wanted vital, that they don't feel that they're just a non-bonded spreadsheet or just a headcount. And that your company and you as a manager, really wanted to join an ad to the team. And if you get any issues at all with a third party recruiter or company, HER on boarding or anything else that close contact and care will give you the ability to ping and sought out any issues before they become real problems. The five-year inconstant contact with the candidate is really valuable and relationship. Another useful benefit of that close contact in the post office stage is that you're continuing to build up a relationship between you and the candidate over and above what you've established in the recruitment process. This is going to be a future team member. It's important to get to know them as quickly as possible. And if you can do that before they even joined, brilliant. You're establishing that connection and honest and open conversation at this stage that's really positive for the candidate and it makes them feel at ease, super comfortable before they even walked through the door. I've seen people walk away from jobs at this stage when they feel that the post offer care hasn't been good enough. People have felt that although they want to join their team, actually, now they don't feel wanted, you don't feel wanted enough. So make sure that you are all over this and being mindful of what the candidate is going through, how the candidate is worried, maybe apprehensive of joining a new company and what they're going through. All of the above is even more important when a candidate is relocating cities or even countries and sometimes even o polluting their entire families to join, bringing their entire families, children and all to a different country to start a new job. It's a really big deal. So in situations like that, that closed post offer care is even more important. Make sure in constant contact with the candidate. Make them feel wanted, establish that relationship. 28. 12a - Be Ready: When someone joins a new organization, they are full of excitement, energy, and vibe. You really want to get stuck in there. Very excited, a bit apprehensive, especially if you've been making them feel so a wanted poster of a care before the, before the job. Then brilliant from interview time, they really want to join. There'll be nervous that first days, a nerve-wracking experience, and then maybe even slightly unsure about that decision. You never know they might have actually taken a big gamble on you and had other offers and apprehensive or whether they made the right decision. So it's up to you as a hiring manager to look as professional as possible and the same for your organization. So make sure you've got everything ready for them to get stuck into some work. And there's a lot of security pass, email, desk space, other admin access to all the systems, all sorts of stuff needs to be sorted out for someone to join sometime. This is all taken care for you. And that's great. But most of the time it'll be a number of tasks that use and managing your team perhaps have to do to help onboard the new hire. Now, sometimes I'll be a lot of tasks or the times it won't be so many, but please make sure they're all done. By the time the person arrives. I was joined a new company. I was very excited, couldn't wait to get stuck in. And I have to say a desk with no Pasi no email, no phone for the best part of a week before I was able to do anything. I joined that company because nobody had actually been bothered to do the onboarding admin on time. I was left with no access and sat there reading books, which was great, but it didn't leave me with a good impression of the new company, didn't leave me with a good impression of the manager, and I didn't feel it was inefficient style. Luckily, it was all good after that, but it wasn't brilliant stuff. It's also really important to continue the spirit of making the candidate feel wanted to be there to greet them on day one, if not in person, than make sure you've got calls lined up to on the first day to fix any blockers. Make sure you've got 12 ones in the calendar. Make sure they've been introduced to the rest of the attainment stakeholders and that they've been welcomed into the tape. And surely that you send emails or messages to key stakeholders or interested parties, people they're going to be working with, people that are going to be interacting with, say, hey, this is our new joiner looking forward against cocaine and working with them. The more communication you can do to highlight the rival, the better the employee will fail. You'll feel more wanted, more special, more appreciated before they even stop. I've said it before where a new arrival has no one to meet them on their own, nowhere to sit, and no contact from their manager that was previously so keen to get them on board and now is nowhere to be seen. And that initial impression is super, super important. Candidates are nervous, candidates are apprehensive as well as be excited, enthusiastic, that came to impress and that first few days is so vital. So make sure that you are there professionally prepared, ready for them to get stuck in, ready them to hit the ground running. 29. 12b - Assign A Buddy: Many companies provide a degree of assistance for each new person. There might be a partner in HR or in another team. I personally find it useful to assign a buddy from my team, a partner buddy, you usually call it somebody that stays really close to the new hire, checking in with them very regularly helping them with anything they need, any access than aid fixing any blockers. Let me know how they fail. The person is getting on. It's pretty standard practice, but something that I've always found useful when STI and new rule or bringing new people into my teams is assigning this partner or this buddy. But do be careful to choose the right person. Some of you on it. Some of your today may not be famed for their intrapersonal skills. It just so happens. Everyone's different. So try and pick somebody that's kind of good at that sort of thing. Somebody you feel is more of a personable person that can welcome. Now everybody's that kind of person. Or maybe you pick somebody with similar skills so they can start that rapport over common aspect of their job roles. Maybe they're both experts in a particular technology or business process. It's something they can bond with straightaway. So get that body system going right at the start. Because that is when issues can frequently happen with onboarding, access, getting side provisioning, hitting the ground, getting involved. It can be a difficult time, so it's always a good idea to have somebody on hand to assist and remove as much friction as possible from that new joiners starting experience. Your new startup will certainly appreciate it. They'll fail much more prepared and much more ready to get stuck in. 30. 12c - Your Team Isn't Happy With The Choice: With most interviews, it's likely that the other members of your team have played a part in the selection process. Maybe they've given the candidate that technical assessment of the health devaluate some type of company fit or, or other characteristics of the candidate. So in that case, generally going to be in agreement with the person that you select to join the team. After all, they've approved the technical skills themselves. They've approved the person, they've fed back to you. And as the person's progress through the interview, they've been in agreement. So all good, they're ready to welcome that new person. But what happens when the team opinion is split on a candidate? Or even worse, they don't want the candidate, but you do, they don't agree with you. They don't think this is the right person. It's not somebody they went through it with. Well, you're the boss and it's up to you. So listen to you to listen to their opinions and arguments as to why this candidate isn't a good option in their opinion. Why don't they like this person? What do they fail? That's wrong. And that might be compelling enough for you to change your mind. But also remember your manager, your boss, and you have a different take on things. You might see the candidate through a different lens. You've got more experience, you'll see a different perspective you considering a whole load of the fact is that the rest of your team might not be experienced enough to immediately detect. So ultimately, it's your choice, it's your call. And if you make the coal against the wishes of your team, then you've got another important job to do. And that is to reinforce that the decision has been taken to, decision has been done being made, and now it's up to the team to get on with it. They need to commit, help the new high settling, help the new hire succeed. And if they have any doubts about any particular aspects of the higher, then it's their job to help them get up to speed and resolve those issues. But what absolutely cannot be allowed to happen is for the team to not fully commit and to let their earlier doubts affect their interactions with that new person. So as a manager, you do need to stamp some authority on the situation and make it clear to him that they need to support, help, and make the best of it. And usually that's fine. That's why you have a manager, you need to make their decisions based on your own judgment. Have confidence in your ability to make it happen. As a manager, you'll usually have more experience in the rest of your team. You'll see things through a different lens and a different perspective. You'll see things that the rest of your team might know, say. So I may not be as obvious as it seems that this person actually is a good fit. So if you've decided, make it happen. 31. 13a - You Got It Wrong!: Okay, so after all that careful consideration and thought, all our process and time, all interviewing and skills and data analysis. Well, you get somebody in a hey, it doesn't work. It's the wrong decision. The person either turns out not to be had that skills that you thought they had. Sometimes that can be the case, but unlikely if you've been through much of the process we've discussed generally, if you've been through the data-driven process, then you'll see that that person does have the skill capability, but they might not have the right attitude. Again, unlikely but possible. But if it's definitely a dude, well then you have a couple of options. Is the skills gap or a motivation thing. You can work with that skills can be taught and good managers can help with motivation, help with inspiration to really boost somebody in a team and help them contribute, help them feel part of the team, help them improve their motivation and gets stuck in. This might take a bit of time investment, but the situation can certainly be rescued. Getting started in a new role is a super tough thing to do for most people. And they could be a number of factors at play that might be contributing to this person having a weak style. You don't know, maybe they're struggling to adjust if they've relocated, brought the family may be the things at home making it difficult for the person to stop. But if they've really got the wrong attitude, if you've really got it wrong. And they end up disrupting the team, disrupting the delivery and disrupting the team morale. Then it's usually a good idea to pull the plug on them pretty quickly. If you've established for the disruptive and they're not working, then it's better to Binet and continued in 20 years of hiring people. I've only had to do this a couple of times. Most of the time my house had turned out pretty well. And that's pretty much because I follow a consistent, measurable and thorough process. And also I involved my existing team a lot and for my existing team members to provide their insight, their opinions, their evaluations, and I take their opinions very, very seriously before I make a decision. But don't get it right all the time. Following processes and attention to detail will keep the number of goods down to a minimum. But you will occasionally get one. You will occasionally get it dude higher will occasionally get somebody that you have to pull the plug on. And that's a lot of wasted time, a lot of wasted effort, but it's a better idea to accept. Got it wrong, learn the lessons, and move on. 32. 14a - Concluding Remarks: Thank you so much for watching this course on how to hire the right people. How to hire great people. As you can see, there's an awful lot of things to consider. Hiring people is one of the most time-consuming, demanding, difficult tasks that any manager needs to do. But it's also one of the most important. You've got to get it right. If you get it wrong, you're in a world of pair. It's one of the most vital task any manager will do it. And it's also a skill that needs to be learned, evolved, and refined is not just something that you can turn off and when something that you need to practice, practice, practice, and learn and improve. If you follow a thorough and detailed and consistent process well, that will allow you to properly evaluate candidates skills. It'll allow you to evaluate how likely that candidate is going to be able to enhance the culture of your company. You'll get a good feeling of how they fit into your team. And all of that process is designed to reduce the level of risk, that level of gamble that you're taking with the new hire. So always a gamble, but if you follow these consistent processes, you can reduce the level of risk significantly practicing this process and seeing great results means that you can interview and hire with confidence. There's nothing better in team managing, bringing people in and having them succeed, having them at malty or to in culture and develop into even better individuals so that when they leave even better than they were. And being great at bringing people in serves your company time. It saves your company money and it builds your reputation with senior leadership as a manager that really knows how to efficiently handle the ebb and flow of headcount in an organization. People come, people go, people come and go. A happens continuously all the time. If you're good at senior management will totally appreciate that you understand the company people strategy to location restrictions and you'll respect the rank that you're mindful of cost, that you are emotionally intelligent, self-aware, and aware of your people. And ultimately your maintain team morale. Yellow, add to your company culture and you build for the future, you'll construct a better team with each person you bring in. Thank you very much for watching this course. Do have a look at my other courses on this platform, including how to smash job interviews from a candidate's perspective, as well as a load more videos to help you smash it in the corporate world. Check out my YouTube channel link is down there. There's loads more stuff on there. And we'll see you next time. Thanks for watching.