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Would You Like Some Fries with That Sales Hire?

By Barry Deutsch

We’ve put over 35,000 hiring executives and managers through our Hire With Your Head workshop . Our executive search firm has been involved in thousands of executive searches over the last 30 years. We’ve collected an impressive array of anecdotal and quantifiable data on the success and failure of hiring practices in many different companies. One of the most difficult hires for an entrepreneurial or middle-market company is either choosing an internal sales hire or picking an independent rep organization.

The most interesting trend we continually observe is that hiring executives and managers often approach the hiring or selection process as though they were ordering fast food at the drive-through, particularly for sales hires. First they scan the menu to see what’s offered, then they pick the top three or four things they want. “I’ll take one MBA, with a BSME, a 3.5 GPA or better, and don’t forget three years of sales experience in the machine tool sector.” While ordering this way at local hamburger joint almost always produces exactly what you want, it doesn’t work nearly as well for hiring.

When I teach hiring executives and managers about the hiring or selection process, whether they are picking internal sales people or external reps, I always ask, “How many of you have ever hired a partially competent sales person?” The answer is frequently YES for a majority of the workshop participants. Why? Because the current process of defining what the hiring executive or manager is looking for is hopelessly flawed.

The typical hiring executive or manager, and in truth many recruiters, approach each new hiring assignment with a list of qualifications. This list becomes codified in the official job description which includes some level of education (an MBA from UCLA), some level of experience (three years of sales experience), and some core traits or characteristics (self-starter or good communicator). What they don’t tell you is what the person actually needs to DO in the job to be a superior performer. As it turns out, these lists of attributes are poor substitutes for superior performance.

For example, the typical job description for a sales rep position might include a list of criteria such as: MBA, five years sales experience in a particular industry, good product knowledge, an available “rolodex”, good organization skills and closing capability. Each of these descriptors focuses on the candidate HAVING certain skills or levels of experience. But the don’t say anything about what the candidate has been actually DOING. And it’s PAST PERFORMANCE, not past experience, that is THE BEST PREDICTOR OF FUTURE PERFORMANCE.

The next time you recruit for a new position, particularly in sales, try this first:

Take a list of the HAVING job criteria and convert it into a DOING-oriented statement, covering how you expect the candidate to actually perform.

When you take this approach, everything changes. Instead of asking in the interview, “Do you have five years of sales experience in our particular industry?” you can now ask something much more revealing: ” Can you give me an example where you joined a new company and had to come up to speed on their product offerings in an abbreviated timeframe, and where you had to quickly develop a plan in the first 30 days to meet quota. The answer to the second question will uncover true past performance faster — and much more accurately — than simply checking off a list of HAVING-oriented job criteria.

Taking the time to define superior performance allows you to focus on what a candidate has done in the past that is directly relevant to the job you are asking them to do for you.

Here are some hints to help you get started defining superior performance:

First, make a list of the top 5-8 things a person must DO to be successful in the job. These are called performance objectives, and could include some of the following key areas:

Management or Organizational Issues
Changes and Improvements you’d like to see implemented
Problems that might arise (or ones that already exist)
Technical Issues
Team and People Issues
Projects and Deliverables

Once you have a list of objective you need to prioritize them.

Focus only on major objectives and the interim steps necessary to achieve them. We call these S.M.A.R.T. objectives (S for Specific, M for Measurable, A for Action-oriented, R for Results, T for Time-based). An example of a sales objective might be: Develop a plan of action within 60 days to increase sales by 15% at the top 20% of accounts within the Western Region within 12 months. Another objective might be: Be prepared within 30 days of start date to make a formal 30 minute Powerpoint presentation to your first major customer – create a fast-track learning process to fully understand the customer benefits of our equipment within the first 2 weeks.

Writing SMART objectives isn’t as easy as ordering fast food . It takes practice, some effort, and a little time. But it’s well worth the investment. Your definition of superior performance becomes the basis for writing great ads, assessing true competency during the interview, and courting the right candidates. And you’re hiring mistakes won’t have you reaching for the Tums so often in the middle of the night.

To further reduce the “Tums Syndrome”, it’s wise to include during the interview process an in-depth work style and personality assessment. (Note: Please use an assessment that has a minimum of 164 questions. Otherwise, you will not get a complete picture of the candidates.) You will be provided with a plethora of insights that could be missed during the interview process as well as interview questions based on the candidate’s personality to probe deeper into areas of interest.

Barry Deutsch is a principal with Impact Hiring Solutions. His phone number is 310-378-4751 and his email is [email protected]. He is co-author of the book You’re Not The Person I Hired!

Lighthouse Consulting Services, LLC – Testing Division provides a variety of services, including in-depth work style & personality assessments for new hires & staff development. LCS can test in 19 different languages, skills testing, domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication. Business Consulting for Higher Productivity Division provides stress & time management workshops, sales & customer service training and negotiation skills, leadership training, market research, staff planning, operations, ERP/MRP selection and implementation, refining a remote work force, M&A including due diligence – success planning – value creation and much more.

To order the books, “Cracking the Personality Code”, “Cracking the Business Code” and “Cracking the High-Performance Team Code”, please go to www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact Lighthouse Consulting Services LLC, Santa Monica, CA, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Overcoming Hiring Mistake #1: Inadequate Job Descriptions

By Vistage International, Barry Deutsch and Brad Remillard

What’s the most common hiring mistake?

According to Vistage speakers Barry Deutsch and Brad Remillard, it’s using inadequate job descriptions to guide the hiring process.

In fact, after conducting a survey of 225 executive level hires in 134 different companies, the two partners found that a staggering 93 percent of searches that resulted in new executive failure made this critical mistake at the outset of the process.

“The first thing most companies do in a job search is throw together a very generic job description,” notes Deutsch. “Or worse, they pull an old, outdated job description off the shelf, dust it off and pronounce it fit for hiring the new executive. Nine out of ten times, that’s a sure recipe for failure.”

Why?

Because most traditional job descriptions consist of vague, nebulous terms that lump together a mishmash of skills, knowledge, abilities, attributes, responsibilities, experience, education and behavioral adjectives — none of which are consistent predictors of on-the-job-success.

“Traditional job descriptions don’t help to align organizational goals with individual or departmental goals,” adds Remillard, “and they don’t help to clarify expectations or create a roadmap for the hiring process.

“Worse, when you define a job in mediocre terms, as most traditional job descriptions do, you tend to attract mediocre candidates. When all you have to interview is mediocre candidates, you end up hiring mediocre people.”

Success Factor Snapshot

The solution to this quagmire, suggest Deutsch and Remillard, is the Success Factor Snapshot™, a powerful hiring tool that breaks down a position’s requirements in terms of specific, measurable deliverables, benchmarks and timetables.

The Success Factor Snapshot™ (or SFS) serves as the cornerstone of the Success Factor Methodology™ (Deutsch’s and Remillard’s trademarked hiring system) and offers several advantages over traditional job descriptions. The SFS:

• Makes it easier to define a position in terms of the candidate you need rather than the skills and experience someone has gained over the years.
• Serves as the foundation for the compelling marketing statement, a description of the job designed to attract top candidates.
• Provides the basis for a scorecard with which to evaluate and compare different candidates.
• Leads to a final, specific set of verification questions to ensure that the candidate being offered the position can actually accomplish the established goals.
• Allows a new hire to start the job knowing exactly what is expected of him or her.
• Provides a vehicle for managing the performance of individual employees and retaining top performers.

In addition, the process of putting together a SFS assists with the recruiting process by prompting hiring managers to think about where to look for top talent. The SFS shapes the structure of the job interview and helps the hiring team focus on what needs to be done. Finally, the SFS provides the substance for core interview questions that ensure a high-quality interview.

“Perhaps most important, the SFS serves as a unifying tool throughout the hiring process,” states Deutsch. “It directly ties the individual goals of the position to the company’s strategic goals, so that you can hire to the specific results and outcomes the position needs to achieve.”

Creating the Success Factor Snapshot™

To create a Success Factor Snapshot™ for a specific position, suggest Deutsch and Remillard, first toss the outdated, generic job description out the window. Then use the SOAR technique to define success for the position:

• Substantial goals. Identify the substantial goals you are trying to achieve in the position.
• Obstacles. Identify the obstacles standing in the way of accomplishing each substantial goal.
• Action. Identify the quantifiable, measurable action items that the person needs to take to accomplish each substantial goal.
• Results. Identify the metrics you will use to measure success in the position. In other words, what results are you looking for?

Next, create a Success Factor Snapshot™ (using the SOAR methodology) with four basic steps:

Identify the top departmental goals. Assemble the entire hiring team and, beginning with the annual operating plan, identify the three or four substantial departmental goals (S) that must be accomplished over the next 12 to 18 months in order for the department to achieve its portion of the operating plan.
Identify the obstacles. For each of these goals, define two or three short-term obstacles (O) that must be overcome in order to achieve the goals. Identify specific actions (A) that will be taken to surmount the obstacles, and define measurable, time-based results (R).
Clarify the Success Factor. The SOARs represent the individual Success Factors that, when achieved, ensure the department meets its goals. For each departmental goal, consolidate the SOARs into one coherent statement, which becomes the Success Factor.
Compile the Success Factors. Create a different Success Factor for each key departmental goal and compile them into one Success Factor Snapshot. You now have a clear description of success for the position.

A Picture of Success

What does a Success Factor Snapshot™ look like? Consider the following example for a vice president of operations:

Success Factor 1: Within 12 months, improve on-time deliveries from 90 to 95 percent.
• Within six months, develop and implement a vendor qualifications program that will achieve zero defects and 100 percent on-time deliveries.
• Within three months, improve machine utilization to 98 percent.
• Within three months, implement quality controls and procedures to ensure less than two percent defects.

Success Factor 2: Consolidate plant operations within 18 months.
• Within three months, develop and present to the CEO a plan to consolidate two plants with no down time.
• Within four months, complete a new plant layout that includes work cells for all manufacturing processes.
• Within nine months, have the first cells up and running and producing at levels prior to the move.

Success Factor 3: Reduce manufacturing costs by 10 percent.
• Conduct a SWOT analysis in the first three months and present a plan of action to reduce costs by 10 percent based on this analysis.
• Within six months, reduce machine setup time by 30 percent.
• Identify main drivers of overtime and within six months present a plan that will address these issues and a timeframe to eliminate them.

“Clearly, this looks very different than your typical job description,” notes Deutsch. “With the Success Factor Snapshot™, both you and the candidate know exactly what results are required from the position and what actions must be taken to achieve them. More important, because those results are closely aligned with the company’s most important objectives, achieving them means that everybody wins.”

Ultimately, the Success Factor Snapshot not only paints a clear picture of success, it also helps to attract a higher caliber of candidate.

“The underlying principle here is that you get what you define,” concludes Remillard. “If your job descriptions focus on minimum performance (as most do), you will attract people who can only achieve that minimum. In contrast, a compelling Success Factor Snapshot™ will attract those who are driven to achieve clear and challenging descriptions of success.

“In the long run, the number one action you can take to improve your hiring process is to use a Success Factor Snapshot™ to align all of your company’s cascading goals and attract top talent to come work for you.”

Vistage International is the world’s largest CEO membership organization, helping executives become better leaders, make better decisions and get better results through a unique combination of peer group meetings, one-to-one coaching, expert workshops and access to “members only” conferences, online best practices and a global network of more than 13,000 executives. Learn more about membership at www.Vistage.com.

Examples of Success Factor Snapshots™ can be found in Deutsch and Remillard’s book, You’re Not the Person I Hired and on their website, www.impacthiringsolutions.com. In addition to the Success Factor Snapshot™ examples, you can also download a template to help create your Success Factors. Barry Deutsch and Brad Remillard of Impact Hiring Solutions are veteran recruiters, national trainers, and hiring coachs to CEOs across the country as well as Vistage International speakers. Impact Hiring Solutions is a hiring portal, training, and hiring systems consulting company. Barry can be contacted at (310)378-4571 or [email protected] and Brad at (949)310-5659 or [email protected] .

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

To order the books, Cracking the Personality Code and Cracking the Business Code, please go to www.lighthouseconsulting.com.

Overcoming Hiring Mistake #2: Superficial Interviewing

By Vistage International, Barry Deutsch and Brad Remillard

The sole purpose of an employment interview is to investigate whether the candidate can succeed in the open position. Uncovering that information requires a rigorous, disciplined interview process that leaves no question unasked and no stone unturned.

Yet, according to Vistage speakers Barry Deutsch and Brad Remillard, the second most common hiring mistake at the executive level involves just the opposite.

In too many cases, executive hires involve a sloppy, undisciplined process that fails to put candidates under the magnifying glass, verify claims or check facts. And when hiring managers accept at face value everything candidates say during job interviews, a bad hiring decision almost always follows.

“In our workshops and training sessions, we routinely ask executives what percentage of job applicants embellish or exaggerate their accomplishments during the interview,” says Deutsch. “In most cases, we hear a number from 100 to 125 percent, because many candidates embellish more than once.

“Granted, not every job candidate is guilty of what we call ‘interview puffery,’ but it does happen on a regular basis. And unless you take adequate steps to guard against it, you can easily end up with a hiring decision that ends in failure.”

The solution to eliminating candidate puffery and avoiding hiring mistake #2?

Become a great interview detective. And that, suggest Deutsch and Remillard, requires a rigorous three-step process.

Step One: The “Five Key Question” Interview

Through 20 years of experience recruiting and hiring top five percent talent, Deutsch and Remillard have identified five keys traits that are universal predictors of success at the senior executive level. To uncover whether candidates possess these essential traits, ask five key questions:

Can you give me an example of a situation where you have demonstrated high initiative? Initiative is a lifelong pattern, not an anomaly. The top performers will be able to give you example after example.
Would you please give me an example of when you have executed a project or a strategy flawlessly? Top performers don’t make excuses; they do what it takes to get the job done. They hit deadlines, achieve goals and meet budgets in spite of all the problems, bottlenecks, roadblocks and speed bumps that get in the way.
Tell me about your most successful accomplishment in leading a cross-functional team on a major project or initiative? Top performers excel at team leadership. They know how to rally the troops and motivate people (even under difficult circumstances), and will have a minimum of several examples where they have built and led successful teams. “Be sure to insist on examples of cross-functional teams,” advises Remillard, “because strong leadership requires the ability to influence others not directly under your control.”
One of our most critical objectives is <Success Factor/Outcome>. Would you please describe your most comparable accomplishment? Before you extend a high-level job offer, you need to feel confident that the candidate can achieve the Success Factors you’ve outline for the position. Comparative means “similar in scope, size, complexity, resources, budget and timeframe.” (Note: See Overcoming Hiring Mistake #1: Inadequate Job Descriptions for the importance of Success Factors in the hiring process.)
Please walk me through how you would go about achieving <Success Factor> in our environment? This question addresses the candidate’s ability to adapt to your specific situation, environment or timeline. Does he or she understand what’s different in terms of size, scope, teams, people, changes, standards, resources, values and culture? More important, does the candidate ask intelligent questions and problem-solve to answer this question?

“Often, the questions the candidate asks during this discussion are more important and revealing than any statement they make,” says Remillard. “So pay close attention to their questions and the assumptions behind them. The only real wrong answer is ‘The same way I did before.’”

Step Two: Put The Candidate Under the Glass

To validate the candidate’s answers to the five key questions, Deutsch and Remillard recommend the “Magnifying Glass” approach, a technique that involves asking for multiple examples of each answer to make sure the behavior isn’t the exception to the rule.

“Put on your reporter’s hat and ask ‘who, what, when, where and why?’ with several ‘how’ questions thrown in for good measure,” suggests Deutsch. “In other words, ask candidates to describe, in specific terms, who did what, where and when they did it, how they did it and why they did it that way. Then ask for the outcome/results to determine if their approach succeeded.”

Examples of generic magnifying glass questions include:

• Could you give me an example of that?
• Can you be more specific about that?
• Can you give me a bit more information about that?
• What were the most important details about that situation?
• Tell me about another time when you faced a similar situation.

The idea is to gather as many specific details as possible about each key question. To drill down further, ask questions more focused questions, such as:

• What was your role in the project?
• How did you define and measure success?
• Can you give me a few examples of your personal initiative on the project?
• When have you faced a comparable challenge?
• How did you and the team make midcourse corrections?
• What did you learn from this project?
• With the benefit of hindsight, what would you do differently next time?

“Be prepared to spend 15 to 30 minutes exploring the details of each example the candidate gives you,” adds Deutsch. “Keep going until you uncover what you need to know or it become apparent the candidate is being elusive or outright lying, at which point you might as well cut your losses and end the interview.”

Step Three: Homework Assignments

Once you’ve narrowed the candidate pool down to two finalists, it’s time to come up with some homework assignments to observe their thought processes, analytical skills and problem solving capabilities in real time.

According to Deutsch and Remillard, effective homework assignments involve projects of reasonable size and scope that relate to one of the most critical Success Factors listed in your Success Factor Snapshot™. The candidate should be given all the support he or she needs to complete the assignment, and should report back to the interview panel to present his or her results and conclusions based on the homework.

Examples of homework assignments include:

Bring in a sales plan/board presentation/financial statement you’ve created in a previous position, present it to the panel and be prepared to discuss it in detail. (Note: never ask candidates to divulge confidential information during a homework assignment.)
Based upon what you know about our company and our needs, create a high-level strategy to address Success Factor X. We will give you access to the personnel and materials you need to complete the assignment.
Take home this set of financial statements and analyze them. When you return, tell us where you see problems and how you would go about fixing them.
Prepare a PowerPoint presentation on how you would begin to approach each Success Factor if you were offered this position.
Outline the steps you would take to crate a vendor qualification program.

“Homework is one of the best ways to assess how a candidate thinks,” points out Remillard. “It also provides useful ancillary information about the candidate’s current work environment, resources, communication capabilities, strategy and planning techniques.

“In addition, some of the most qualified candidates are poor interviewers, while others are great at giving interviews but not so good when it comes to actually tackling problems. Homework levels the playing field and allows every final candidate the chance to demonstrate his or her aptitude and work style in your work environment.”

Some candidates may balk at the homework assignment because they perceive it as unpaid work. However, most top five percent talent, because of their self-motivated nature, will embrace the challenge and jump into the assignment with gusto. Either way, it helps to reassure the candidate that you don’t expect them to come up with the “right answer.” Instead, your goal is to assess their analytical, problem solving and presentation skills in your work environment.

“Successful interviewing is all about drilling down and getting to the facts,” concludes Deutsch. “By asking for example after example, you will discover a critical truth about the interviewing process — that candidates can’t make up false answers quickly enough. They have either done what they say they have done and can describe it in infinite detail, or they will implode in front of you.

“To ensure that your interviewing process uncovers the information you need to know, ask the five key questions, probe for relevant details and give a meaningful homework assignment. You’ll get a very accurate picture of the candidate’s ability to perform on the job and, more important, you’ll make better hiring decisions.”

Vistage International is the world’s largest CEO membership organization, helping executives become better leaders, make better decisions and get better results through a unique combination of peer group meetings, one-to-one coaching, expert workshops and access to “members only” conferences, online best practices and a global network of more than 13,000 executives. Learn more about membership at www.Vistage.com.

More interviewing information can be found in Deutsch and Remillard’s book, You’re Not the Person I Hired and on their website, www.impacthiringsolutions.com. Barry Deutsch and Brad Remillard of Impact Hiring Solutions are veteran recruiters, national trainers, and hiring coaches to CEOs across the country as well as Vistage International speakers. Impact Hiring Solutions is a hiring portal, training, and hiring systems consulting company. Barry can be contacted at (310)378-4571 or [email protected] and Brad at (949)310-5659 or [email protected] .

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

To order the books, Cracking the Personality Code and Cracking the Business Code, please go to www.lighthouseconsulting.com.

How Robots Will Change the Future of Small Business

By Dana Borowka

Are robot employees in your future? Robots for small business have moved from science fiction to science fact.

Science fiction author, Isaac Asimov introduced The Three Laws of Robotics in his 1942 book, I, Robot (the basis for a 2004 film adaptation starring Will Smith.) Asimov’s Three Laws are:

1. A robot may not injure a human being or, through inaction, allow a human being to come to harm.
2. A robot must obey the orders given to it by human beings, except where such actions would interfere with the First Law.
3. A robot must protect its own existence as long as such protection does not conflict with the First or Second Law.

For a small business, I would like to add three more laws:

4. A robot must not call in sick.
5. A robot must not request a vacation day.
6. A robot must not ask for a raise.

When most people think robots in business they naturally form a mental picture of manufacturing industries such as automotive, electronics and consumer goods. However, small non-manufacturing businesses with fewer than 100 employees and 10 robots or less represent a growing segment of today’s market for robots.

What Exactly Is a Small Business Robot?

In practical terms, a robot usually refers to a machine which can be electronically programmed to carry out a variety of physical tasks or actions. The word robot can refer to both physical robots and virtual software, but the latter are usually referred to as bots. There is no consensus on which machines qualify as robots but there is general agreement among experts, and the public, that robots tend to do some or all of the following: move around, operate a mechanical limb, sense and manipulate their environment, and exhibit intelligent behavior — especially behavior which mimics humans or other animals.

The International Organization of Standardization (ISO) sets a standard for what constitutes a robot. ISO defines an industrial robot as being an “automatically controlled, reprogrammable, multipurpose manipulator” that is “programmable in three or more axes.”

However, a robot is more than a mere programmable machine like a Mr. Coffee. According to Majid Abai, Chief Sherpa of the IT and robot consulting firm, The Abai Group, to qualify as a robot requires a mechanical component and some level of programmable intelligence.

Abai is the founder and CEO of The Abai Group, Inc. He is a senior executive with a 30-year track record of building, transforming, and leading domestic and international organizations. Majid is focused on innovation, strategy, and execution in tech companies and IT departments. He speaks to technical and non-technical executives on how an effective IT organization and robotics could help increase business efficiency, revenues, and customer loyalty while reducing the costs for the company.

Abai says a true robot includes “the capability to add analysis to its tasks, not just serving as an automatically operated machine that replaces human effort.” Therefore ATM machines are not robots that replace bank tellers, and not because they do not resemble human beings in appearance or perform functions in a humanlike manner. A device that automatically performs complicated and often repetitive tasks is not what Abai would call a robot.

By Abai’s definition, a Roomba robotic vacuum cleaner, would qualify. A Roomba features a set of basic sensors that help it perform tasks. For instance, the Roomba is able to change direction on encountering obstacles, detect dirty spots on the floor, and detect steep drops to keep it from falling down stairs. It uses two independently operating wheels that allow 360 degree turns. Additionally, it can adapt to perform other more “creative” tasks using an embedded computer.

Forget the cyborg imagery of sci-fi too. A Roomba, for instance, does not have to look like a domestic servant with a vacuum cleaner, like Rosie the robot from the 1960s animated TV show, The Jetsons. While a robot can be a machine that looks like a human being and performs various complex acts (such as walking or talking) of a human being, that is not the true difference.

Future Small Biz Jobs for Robots

Robots are best applied in any fixed, purely repetitive task where the motions involved are predictable and routine. These include the four Ps of picking, placing, packaging and painting, as well as some forms of assembly, ironing and welding. Compared to humans, robots are faster, have almost unlimited endurance, are more predictable or just provide outright superior precision. They are also very useful in jobs that are too dangerous for humans, such as handling containers of molten metal in foundries or radioactive substances at nuclear power plants.

Fast food workers, tax preparers and cashiers will be replaced by robots in the future. Here are just some of the other ways small business will use robots.

Nurses and Healthcare Worker. According to MSN Innovation writer Mark Hattersley, the Japanese are taking auto line production and delivering it straight to the hospital bedside. HStar Technologies is now taking orders for its Robotic Nursing Assistant (RoNA) and Serbot, and researchers from Carnegie Mellon University are putting the final touches on a nursebot called Pearl. According to the sales brochure, RoNA is a “stable, highly mobile, dexterous, autonomous, bi-manual humanoid robotic nursing assistant. Equipped with highly dexterous robotic arms of payload up to 10 lbs.” The Serbot is designed to monitor and transport elderly patients with limited mobility. Pearl even has built-in telepresence functionality, which essentially allows the patient to talk through the robot to a physician or nurse. The nurse or physician can control the robot remotely using a tablet device. When not being controlled remotely the robot performs routine caretaking tasks and checks on the status of patients.

Attorneys and Paralegals. The rise of the machines in the legal world is coming. According to Jordan Weissman of The Atlantic, attorneys have employed manual keyword searches to sort through the gigabytes of information involved in these cases. Now more firms are beginning to use a technology known as “predictive coding,” which essentially automates the process at one-tenth the cost. “Several studies have shown that predictive coding outperforms human reviewers, though by how much is unclear. A widely cited 2011 article in the Richmond Journal of Law and Technology analyzed research on document review and found that humans unearthed an average of about 60 percent of relevant documents, while predictive coding identified an average of 77 percent.”

Truck Drivers and Chauffeurs. An autonomous car, or robot car, is an autonomous vehicle capable of fulfilling the human transportation capabilities of a traditional car. As an autonomous vehicle, it is capable of sensing its environment and navigating without human input. Today robotic cars exist mainly as prototypes and demonstration systems. The Google driverless car is a project by Google that involves developing technology for autonomous cars. The software powering Google’s cars is called Google Chauffeur. The U.S. state of Nevada passed a law in 2011, permitting the operation of autonomous cars in Nevada. Florida became the second state to allow the testing of autonomous cars on public roads and California became the third state to legalize the use of self-driven cars for testing purposes as of September 2012 when Governor Jerry Brown signed the bill into law at Google HQ in Mountain View. Michigan Governor Rick Snyder followed suit by signing legislation allowing the testing of automated or self-driving vehicles on Michigan’s roads in December 2013, but this legislation requires a human in the driver seat at all times while the vehicle is in use. For now.

Journalists and Copywriters. According to The Guardian, Forbes.com already uses an artificial intelligence platform provided by the technology company Narrative Science to generate automated news from live data sets and content harvested from previous articles. What makes it possible is that business news content tends to be formulaic and data-heavy, listing places, stocks and company names. The Los Angeles Times, meanwhile, uses robots to report on earthquakes: the organization relies on an algorithm that pulls in data on magnitude, place and time from a US Geological Survey site. NPR has reported on the use of robot sportswriters producing coverage of games.

Customer Service and Marketing Reps. Why outsource to India when you can use a robot instead? Another area where businesses use robots is in their marketing to consumers. Technology companies produce robots to demonstrate new devices or inventions and to create a sense of innovation and progress. Robots are part of interactive displays at trade shows where they compete with more traditional marketing tools for attendees’ attention.

Call Center Staffers and Outbound Callers. Every business needs some form of telecommunications infrastructure to communicate with suppliers and customers. Robots can simplify a business’ call center and handle incoming phone or Internet traffic to keep the channels of communication open and running smoothly. Automated calling robots place prerecorded calls, including appointment reminders and customer satisfaction surveys. Likewise, an automated call center uses a programmable interface to greet callers and direct them to the appropriate information or department.

Inventory Takers. Robots also perform inventory tasks for businesses with large warehouses or sorting facilities. Inventory robots are essentially driver-less vehicles that can navigate a warehouse and select specific pieces of merchandise, bringing them to employees who enter product requests into an automated system. Inventory robots save time and also reduce the likelihood of human error that can cause inconsistencies in inventory tracking.

Entertainers and Performers. Another class of robots used in business are those that entertain audiences. Robots and robotic displays appear in storefronts, in theme park attractions and in television and film programs. Some of these robots are skillfully crafted to resemble real people while others represent fantastical creatures or mechanical robots from a fictional world. Robot characters populate science fiction narratives while special effects robots endure hazardous conditions that would be unsafe for human or animal actors.

But Who Takes Care of the Robots?

Typically, many small business leaders today are not interested in using robots for three reasons: expense, lack of expertise, and fear. All of these will be overcome. As the price of robots continue to fall and functionality continues to rise, the robot employees are coming. The jump in productivity will demand it.

The answer to the lack of expertise and fear objections is to hire the right employees to help with your robotics. Without a doubt, a tough challenge for small business managers with robots is consistently hiring quality people to take care of the robots. These devices need to be set-up, programmed, monitored and repaired. No benefit comes without a price.

Hiring the wrong people to handle the robots will create many problems: reduced time to market, a loss of market share, higher turnover rates among productive humans on the payroll, lost management time, lost customers to the competition and the tremendous opportunity cost of unmet sales goals.

To improve any hiring decision, many companies have found they need to crack the personality code by using robust personality testing. Personality tests are a standard recruiting practice for many branches of the government and military, as well as many Fortune 500 companies when assessing potential hires for key or critical positions. This is not guesswork or an untested science.

Therefore, when hiring robot handlers the secret is to cultivate top performers through a three-step process: assess candidates with an in-depth work style and personality assessments, screen candidates for behavioral tendencies, and manage more effectively based on behavioral styles. The goal is to base your hiring and managing decisions on the best data that can be collected about the best personalities to work with the robots. The same you do for any employee.

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

Hiring Sales People & Attracting Top Talent!

By Dana Borowka

In this day and age, making the wrong hiring decision can cost you $50,000 to multiples of millions of dollars!! That’s a high price to pay, and it’s a conservative figure when you factor in the emotional pressures of training, evaluation, termination and then starting the hiring process all over again. By refining your hiring process, you can turn hiring into a profitable and successful venture.

Creating an Effective Recruitment Program

There are several steps to creating an effective recruitment program. The first starts with the basics – the job description. Many companies don’t even have job descriptions for their positions and that’s one of many hiring pitfalls. It’s very difficult to describe a position to a candidate, without having it well defined. The next problem with job descriptions is that they are usually not definitive enough. It’s important to detail the expected job performance outcome, and be very specific in what is needed and expected. The job description should have 30-, 60-, 90- and 180-day objectives, so the candidate has a clear understanding what is expected for the job. Be sure to review and update job descriptions regularly, as company needs and expectations for a position are bound to change.

The next step is to define where to recruit candidates or target your recruiting process. Now that you have an idea of what you need and expect for the position, where do you find this treasured person? There are many resources: Referrals, recruiters, ads, college placement centers, .com listings, etc. Of course, referrals are usually one of the best sources for candidates and giving out the job description to business associates and friends may reveal the perfect candidate. When working with recruiters, it is very important to be as specific as possible to avoid your time being wasted with unqualified candidates.
The same is true for ads so that the ad is as definitive as possible. College placement centers are not only good for recruiting college grads, but usually have facilities to list positions that require extensive experience too. They can be especially helpful if they are in close contact with the alumni association.

Resumes, Resumes… Piles of Resumes

Soon in your hiring process, you will be faced with a big pile of resumes. Look for resumes that are specific to your needs and notice the presentation style, which will tell you a great deal about the candidate. It is helpful to decide what the priorities are for the position and look for those first in the resumes. Once you have settled on a few resumes, we suggest the two step approach to interviewing. The first is the telephone interview, which can save you valuable time and effort. Ask the candidate a set of specific questions, such as: Why are you interested in this position? Please describe three key attributes that you have to offer to our company? Give me one significant program that you had an impact on in the last six months? Listen carefully to the candidate to see if the response fits the job description. This process allows the candidate to earn a face-to-face interview.

Interviewing – The Art of Listening

When interviewing in person, it is important to listen and not let emotions take over. The candidate should talk about 80 percent of the interview and the interviewer only 20 percent. The goal for interviewing effectively is to note their thinking patterns, and not get caught up in appearances, impressive schools or companies. During the interview, questions that are more specific are helpful in making successful hiring decisions. Some examples are: What significant impact have they had at three or more companies on their resumes – ask for specifics, percentage of change; Please describe in detail what brought about the change; What was their process, from A to Z? and ask how the candidate would handle a specific problem that you have seen in the position.

Identifying the Inner Traits of a Candidate & How to Best Manage the Individual

Once a candidate has been selected, then the most difficult part of the hiring process begins – reference checking. Many firms find professional organizations helpful when making background checks. Yet, as the old saying goes, “You never know someone until you work with them, travel with them or live with them”. Through in-depth work style and personality testing, you can reduce the possibility of making a hiring error. An in-depth assessment can identify inner traits of a candidate if the appropriate assessment is selected.

The following are some things to think about when reviewing various work style & personality profiles:

Training or degrees required for interpretation of the data. Weekend training programs can be problematic since testing and human behavior is a very complex subject. When making hiring or internal decisions, organizations need as much information and understanding as possible as the consequences can be very costly.
A copy of the resume should be supplied to the testing company to review when discussing the assessment results. We suggest to make sure that the testing company uses resumes as part of the process when reviewing the assessment on a candidate.
Scale for “Impression Management” to understanding accuracy of results and if someone is trying to ‘fake good’. The questionnaire needs at a minimum of 164 questions to gather enough data for this scale.
Common warning signs: When a representative uses absolute statements when describing human behavior, like ‘People are all the same’ or ‘People don’t change.’ This will convey what their level of understanding of the human personality is. Or when someone claims that their profile is 98 or 99% accurate, which rarely can be clinically supported. If you hear this, ask how the data was collected.
Career Matching: Some organizations claim to know what the perfect “sales person” or “secretary” is from a personality perspective. Ask how many careers and occupations have been studied; is the data base validated by outside organizations or only by “applied in-house studies”. “Ideal” is very difficult to define due to the variance of geography, job history and education. What is most important is if the individual has a similar thought pattern that meets the criteria within the job description.
Number of clinical studies conducted by major universities and there should be multiple studies for validation purposes.
How long has the profile been used – what is the history.
How often is the normative database updated and where is the data coming from. (For example, U.S. Census 1990, 2000)
Cultural bias – is it built into the profile and for which countries.
Does the profile meet U.S. government employment standards? Has it been reviewed for ADA compliance & gender, culture & racial bias?
Reading level required (5th grade English, etc).
Number of profiles administered.
Number of actual primary scales as defined by the “Big 5” testing standards. Many tests will claim to have more scales than they actually have – this can lead to misrepresentation of data.
Does the data provide the depth necessary, to understand how an individual is wired inside?
Validity, reliability and basis.

These are some general questions and if a profile falls short in any one area, we strongly suggest additional research into the accuracy of the data being generated.

Legal Guidelines & Other Important Stuff

A common inquiry from companies and organizations is about the legal guidelines in providing assessments to candidates. Since industries vary, it is always best to check with a trade association or a legal representative. The general rule is that a test or any set of hiring questions needs to be administered to all final candidates in order to assure that discrimination is not taking place. More information may be found at the EEOC website, in the Disability-Related Inquiries and Medical Examinations of Employees section.

Another question is how do new hires usually feel about taking an in-depth work style assessment. It shows that a company is serious about who they hire. If the company presents the testing program as a method of assuring both parties that they are making the right decision, the individual usually responds very well. The bottom line is that hopefully turnover is greatly reduced.

An in-depth assessment can be very helpful for personnel development and succession planning. As a hiring tool, they can be used to develop additional questions for interviewing and confirming the interviewer’s intuition that might be overlooked. This process gains more reliable and accurate data in order to effectively manage individuals to make hiring and personnel decisions a win-win for everyone.

If you are a hiring manager and would like to see a sample of an in-depth work style and personality profile or get more information, please contact Dana Borowka at Lighthouse Consulting Services, LLC, (310) 453-6556, extension 403 or email at [email protected].

The key to onboarding is to understand what the individual needs in order to be successful. The information collected from an in-depth work style assessment can be used as a caching and management tool in order to reduce the learning curve and help the individual hit the ground running!

As you have seen, a successful hiring program requires many components that work together to provide the needed information for difficult personnel decisions. Combining a well-defined job description, targeted recruiting and focused interviewing with an effective in-depth work style and personality evaluation program, turns hiring into a profitable and rewarding process.

Permission is needed from Lighthouse Consulting Services, LLC to reproduce any portion provided in this article. © 2014 This information contained in this article is not meant to be a substitute for professional counseling.

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

Raising the Hiring, Productivity and Retention Bar by using In-depth Work Style & Personality Assessment Tools

By Dana Borowka, MA

The wrong hiring decision can cost your company well over two to three times the individual’s salary according to Vistage International speaker, Barry Deutsch. This figure may be a conservative estimate because of factors like training, evaluation, termination, re-initiating the hiring process, and lost opportunity costs. There is also an emotional factor involved in a bad hire situation. Not only can it cause stress and anxiety for both management and employees, but it also takes away focus from your company’s primary goals. Essentially, a bad hire can have a negative impact on your company’s bottom line and that won’t benefit you or your workforce.

These circumstances can be minimized during the initial hiring process by using several techniques including effective recruitment programs, skilled interviewing and in-depth work style and personality assessment tests. An in-depth assessment is a highly effective tool and an efficient use of company resources at this crucial point of the decision making process.

This article focuses on in-depth assessment tests and how your company can benefit from them during the interview process, before a potential new hire turns into the wrong decision. An in-depth profile, in conjunction with a thorough interview process and good background check, can reduce the possibility of a hiring error. It also can provide your company with quantifiable information on a candidate’s specific strengths and weaknesses. Moreover, an assessment will offer objective, expert guidance on how best to manage and place that individual within your organization.

Personality Assessment Testing – A Standard in Recruiting

In-depth work style and personality assessments are a standard recruiting practice for many branches of the government and military, as well as many Fortune 500 companies when assessing potential hires for key or critical positions. They are used to reduce employee turnover and improve department effectiveness. Correctly interpreted, professionals can help guide your organization on how to best manage, communicate and train new hires and staff members.

As with any business decision, having the right information is critical. Work style and personality assessment testing can provide insight into potential hires, as well as your current workforce, in several ways:

Identify potential red flags: An in-depth work style and personality assessment can discover issues that are sometimes overlooked during the interviewing process and can quantify an intuition or feeling the interviewer may have about a particular candidate. It can be used to identify potential red flags concerning behavioral issues, help understand how to manage individuals for greater work performance and compare interpersonal dynamics of teams, departments and candidates.
Learn how to optimize employees’ work performance: An in-depth assessment can provide extensive information on an individual’s ability to work with their job responsibilities, team dynamics and company culture. Additionally, the assessment can show effective strategies to gain optimal performance from that individual within their particular work environment. It can also be employed to quickly identify the most effective management style for a new employee or predict how team members are likely to interact.
Ensure you have the right people in the right positions: Additionally, personality assessments can be utilized in rehires, or situations which call for employees to re-apply for their current jobs, as in the case of a corporate merger or restructuring. A personality assessment test can also ensure that your company continues to have the right people in the right positions and distribute assets & talents effectively.

Which Assessment Tool Should My Organization Use?

The following are some things to think about when reviewing various work style & personality profiles:

Training or degrees of those who are providing the debrief/interpretation of the data.
A copy of the resume and job description should be supplied to the testing company.
Scale for “Impression Management”
What is the history of the profile?
Cultural bias
Does the profile meet U.S. government employment standards? Has it been reviewed for ADA compliance & gender, culture & racial bias?
Reading level required (5th grade English, etc.)
Number of actual scales (minimum of 12+ primary scales – 16 is optimal)
Does the data provide an understanding on how an individual is wired?

These are some general questions and if a profile falls short in any one area, we strongly suggest additional research into the accuracy of the data being generated.

Frequently Asked Questions

A frequent question from companies and organizations concerns the legal guidelines in administering assessments to potential employees. Industry regulations can vary and the best option is to consult with your company’s trade association or legal department. As a general rule, if your company uses an assessment, any test or set of hiring questions must be administered to all of the final candidates in order to assure that discrimination is not present. Additional information can be found online at the EEOC website, in the Disability-Related Inquiries and Medical Examinations of Employees section: http://www.eeoc.gov/docs/guidance-inquiries.html.

An additional question concerns how a new hire may feel about taking an in-depth personality and work style assessment. There is a certain amount of “test anxiety” that can be common. However, the test demonstrates that your company is serious about who they hire. If your company explains that the goal of the assessment is to reduce turnover and is only one of several factors involved in the hiring decision, the individual usually responds very well. In many cases, the candidate may accept a position from the organization they perceive to be more thoughtful during the hiring process.

Conclusion

An in-depth assessment is only one component needed for a successful recruitment and hiring program. It can provide valuable information for critical personnel decisions. Combined with an effective recruitment program and skilled interview techniques, it can benefit your company as a whole, in addition to your individual employees. Armed with accurate and quantifiable data from an in-depth personality assessment, the interview process becomes much more reliable. Ultimately, this only adds to your organization’s bottom line, allowing more effective management of your existing workforce and limiting the potential for wrong hiring decisions. For more information, please call (310) 453-6556, ext. 403 or email us at [email protected].

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development. LCS can test in 19 different languages, provide domestic and international interpersonal coaching and offer a variety of workshops – team building, interpersonal communication and stress management.

Attract the Best Talent by Writing Outrageously Creative Ads

By Barry Deutsch

[dropcaps type=”circle” color=”” background=””]I[/dropcaps]f you’re only seeing the bottom third of all possible candidates, that’s who you’ll hire, even if you’re great at using all the other techniques we’ve mentioned, such as defining superior performance or conducting a performance-based interview. As a manager or executive, don’t assume that your current candidate sourcing programs are adequate to find the best people. A good sourcing program is a critical component of an effective hiring program and it needs to operate on several levels. Attracting the interest of top people right from the start is the key to eventually getting the right person into the job. Our experience in conducting hiring process audits over the last 10 years has shown that most companies are only using at best 20% of their internal candidate sourcing capability. Many of the techniques for acquiring top talent are simple to implement and do not require a large investment of time or expense.

The best candidates don’t look for jobs in the same way typical candidates do. A new job for a top candidate is always a strategic decision based on an opportunity for personal growth. For the typical candidate, the primary motivating need is to get another job. Most sourcing programs don’t take this difference into account, and as a result never attract enough top candidates. Managing motivation is a critical aspect of every successful search assignment. You must focus on the needs of the best to attract a bigger pool of talented candidates.

The primary method of getting the attention of top candidates is through writing outrageous and compelling marketing statements (we don’t call them ads since we’re going to use them on an escalating level that transcends simple classified job advertising).

Here are the five key ingredients to writing outrageous and compelling marketing statements that will dramatically increase your pool of candidates:

1. The Doing

Get as much action into your compelling marketing statement as possible; focus on what the candidate will have to do once they’re hired. This is the heart of your compelling marketing statement – setting up what you expect the person to accomplish. If you make the “doing” sound exciting, you’ll prompt all of those qualified candidates who aren’t actively job-seeking to sit up and take notice. (You’ll also discourage people who don’t want to work very hard.) If you want to motivate people to excellence, devote at least 50% of the ad to the “doing”. Add lines like this to your compelling marketing statements: “Get set to rebuild a electro-mechanical consumer product line with lots of potential, but little direction.” or “Take over a customer service department of 10 people that needs an energizing force and a new direction.”

2. The Becoming

Use your imagination to paint a clear and attractive picture of how the person can grow and develop over the first year. Give them something to reach for. People stay at jobs when they can see a compelling future. Often they’ll take less of a salary increase: The career opportunity more than compensates for an additional 10% salary. The “becoming” needs to be mentioned subtly in line with some salesmanship about the company. For example, “Become an e-commerce guru as you lead the launch of our state-of-the-art Internet application.” Here’s another, “Enhance your UNIX Systems Administrator skills as you take on one of the biggest IT challenges to come to Austin.”

3. The Having

Don’t pack your compelling marketing statements with lists of requirements, skills, academics or duties. These are a big turn-off and exclude the best from even applying. Not surprisingly, unqualified people, who often only read the title, apply in great numbers (Do you get too many responses?). “Experience” is a poor predictor of on the job success, so minimize this in your ads — no more than one general sentence. Something like, “Send in your resume if you have a few years in our industry, solid academics, and a track record of building awesome teams” works best, we’ve found. Keep this part simple and vague.

4. Outrageous Titles

Use interesting and exciting titles for your positions. Be a bit creative here. Instead of “UNIX Administrator” use “UNIX Guru”. Instead of “Sales Manager”, use “Sales General” or “Decorated Road Warrior”. An “Inside Sales Person” could become a “Tele-sales Wizard”. This causes candidates to read the advertisement or compelling marketing statement to learn more.

5. Qualify Candidates Right from the Start

At the end of your compelling marketing statement, ask the candidate to submit a one-page write-up of their most significant comparable accomplishment (or add this request to an auto-email response). This is a more meaningful way to filter candidates. The quality of the accomplishment is more predictive of success than all the degrees and experiences in the world.

You can also take this document and pass it out to all your employees, asking them to forward it to individuals who might like to hear about the compelling opportunity in your company. Using this compelling marketing statement will dramatically boost your internal employee referrals. We’ve always felt that the greatest source of new candidates can come from your existing group of employees. Your best people already know other great people. Unfortunately, most companies don’t give their employees a vehicle (such as the compelling marketing statement) to distribute to people they know. When your employees start emailing this compelling statement of work, you’ll be amazed at how many great candidates start raising their hands to be considered for the position.

This compelling marketing statement you’ve just written can be used far beyond simply placing the ad in the newspaper or on-line. Once you’ve prepared this document, you can send it to a specialty trade organization, user forum, or other special interest group, both on-line and off-line. We call this approach “Sourcing by one degree of separation”.

Final Thoughts

According to Dana Borowka, CEO of Lighthouse Consulting Services, LLC (www.lighthouseconsulting.com), hiring the right people is key to future growth. If you would like additional information on hiring, please click here to see an article on this subject.

Barry Deutsch, MA is a well-known thought leader in hiring and peak performance management. He is a frequent and sought-after speaker for management meetings, trade associations, and CEO forums, such as Vistage International, formerly known as TEC, a worldwide CEO membership organization of more than 15,000 CEOs and senior executives. Many of his clients view him as their virtual Chief Talent Officer. Vistage International named Barry “IMPACT Speaker of the Year”… Barry is also frequently asked to present IMPACT Hiring Solutions award-winning programs on hiring, retention, and motivating top talent and leverages a vast knowledge base of 25 years in the executive search field, with a track record of successful placements in multi-billion dollar Fortune 100 companies, entrepreneurial firms, and middle-market high-growth businesses. He has worked closely with thousands of CEOs and key executives to help improve hiring success, leverage human capital, and raise the bar on talent acquisition. Barry earned his BA and MA from the American University in Washington, D.C. Prior to his executive search career, Barry held positions of responsibility in Finance and General Management with Mattel, Beatrice Foods, and Westinghouse Cable. Barry is a co-author of the book, You’re Not The Person I Hired. You can reach him at [email protected].

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

To order the books, “Cracking the Personality Code” and “Cracking the Business Code” please go to www.lighthouseconsulting.com.

Having Problems Finding Qualified Candidates?

By Dana Borowka, MA

[dropcaps type=”circle” color=”” background=””]W[/dropcaps]elcome to the 21st Century! We are hearing from many of our clients, both domestically and globally, that it is getting to be more and more difficult to find qualified candidates. A number of years ago while attending the Milken Global Conference, one of the speakers projected this very issue and commented that it would likely get worse. With so much unemployment, that didn’t seem to make sense, but that is what we are starting to see right now.

According to Barry Deutsch of Impact Hiring Solutions a number of factors are causing this situation:

“Fewer top talent candidates are using job boards to respond to job advertisements, which are the primary method by which companies use to attract candidates. Increasing top talent is turned off and disgusted by the traditional approach of a posted job description masquerading as an job ad. Many companies are recognizing the importance and impact of top talent, are doing everything within their power to motivate, empower, engage, and stimulate their best performers. Finding and attracting these “game changers” requires a completely different approach to sourcing and recruiting. If you desire to attract better performers, you’ve got to have a hiring process designed for top talent. Great performers respond to compelling marketing-oriented ad copy, they get excited to learn about the challenges and obstacles in their new job, and they want to know they’ll have a significant impact on the success of your company, department, or team. A process lacking the ability to communicate and discuss these issues in-depth results in hiring average and mediocre candidates.”

A New Perspective

Many companies are realizing that they are going to need to look from within and identify potential talent that they can nurture. Albert Einstein provides some insight as to what an organization needs to do when looking at future talent: “The significant problems we have today cannot be solved at the same level of thinking with which we created them”. Talent acquisition will need to be reviewed through a new set of eyes and ears. The following is an exercise that you can use to begin this process.

Pick three A, B and C players that are currently in your organization and list out their key characteristics:

[ws_table id=”19″]

Exploring Different Avenues

Take a close look at the characteristics and look for commonalities. In order to attract those individuals, you will need to market, brand, network and reach out to those that reflect what you want. A few questions to ask:

Why are those individuals staying with our organization?
What attracted them in the first place?
Have they grown from within and what helped them to get to the next level?
Why would they leave?

In order to begin to develop a coaching plan, you can consider what would it take to help a C Player to become a C+ Player or a B Player to become a B+ Player, etc. To design a retention and succession plan, you’ll need to know your people by understanding why they are with you, why they stay, where they want to go and then manage to all three areas. It is vital to know the strengths and weaknesses and to help them to fulfill their vision.

Some Tools To Cultivate Your Future Team Players:

Define who you’d like onboard – look at the characteristics that you want in your organization.
Define expectations by creating a 30-60-90-180 day expectation list (3-6 items under each timeline).
Develop a PR and advertising plan around what you want to attract.
Interview to those standards.
Manage to the individual’s vision and help them to succeed based on their strengths and weaknesses.

A Perceptive Tool

In-depth work style and personality assessments can reveal deep insight into new hires and mentoring current team members. Assessments can help in:

Gaining insights into strengths and weaknesses of candidates and staff.
Providing probing interview questions that might be overlooked.
Identifying potential red flags for human behavioral issues during the hiring process.
Reducing the learning curve for understanding how to manage individuals for greater work performance.
Comparing the dynamics of teams, departments and candidates.

One of the best ways to learn how to use an in-depth work style assessment as part of the hiring, mentoring and managing process is to take a few minutes to listen to our podcast interviews at the following links:

“How to Lose your Most Valuable Resources” – This interview is about keeping employees engaged, respecting them for their talents and allowing them to contribute and participate in the growth of the company. Please click on the link below or copy and paste the link into your internet browser address bar. It will start Media or Quicktime Player and play the interview for you.
https://lighthouseconsulting.com/Radio/Vistage-HiringRecruitingandRetention.mp3

“Putting In-depth Work Style & Personality Assessments to Work” – This interview is about utilizing in-depth work style and personality assessments in the hiring process. Please click on the link below or copy and paste the link into your internet browser address bar.
It will start Media or Quicktime Player and play the interview for you.
https://lighthouseconsulting.com/Radio/2005-11-07.mp3

If you would like to learn more about in-depth work style assessments, please contact us at [email protected] or (310) 453-6556, ext. 403.

Final Thoughts

Finally, hiring the right people is key to future growth. If you would like additional information on raising the hiring bar, please click here to see an article on this subject. By using these tools and exploring the characteristics and needs of your top performers, you can then design an effective plan to finding and cultivating qualified candidates.

Dana Borowka, MA, CEO of Lighthouse Consulting Services, LLC and his organization constantly remain focused on their mission statement – “To bring effective insight to your organization”. They do this through the use of in-depth work style assessments to raise the hiring bar so companies select the right people to reduce hiring and management errors. They also have a full service consulting division that provides domestic and international interpersonal coaching, executive onboarding, leadership training, global options for expanding your business, sales and customer service training, operational productivity improvement, 360s and employee surveys as well as a variety of workshops. Dana has over 25 years of business consulting experience and is a nationally renowned speaker, radio and TV personality on many topics. He provides workshops on hiring, managing for the future, and techniques to improve interpersonal communications that have a proven ROI. He is the co-author of the books, “Cracking the Personality Code” and “Cracking the Business Code”. To order the books, please visit www.lighthouseconsulting.com.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com.

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

The Remote Worker Dilemma

By Dana D. Borowka, MA

Why You Should Desire, Hire, and Inspire Remote Workers

[dropcaps type=”circle” color=”” background=””]M[/dropcaps]elissa Meyer will long remember the firestorm she created over remote workers. Soon after starting her position as the new CEO of Yahoo, Mayer instituted a policy to eliminate remote working and bring employees back to the offices. This caused quite a bit of anger among employees, who leaked the memo to the press. A major debate on the issue ensued in the media with the merits of telecommuting being discussed from the front page of the New York Times to parenting blogs.

Despite the new policy at Yahoo — which Mayer defended as “right for Yahoo right now” as opposed to an industry standard (because perhaps the remote worker policy at her company was broken and needed fixing) — there is a growing body of research that indicates there are some major benefits to allowing employees to work remotely. A study from Stanford University indicated that call center employees who worked from home increased their productivity by about 13 percent and had more job satisfaction and lower turnover. The Bureau of Labor Statistics found similar results in a study released last year. These studies also suggest this may lead to longer hours worked and less sick days taken. Additionally, it can save a business real estate costs and broaden the pool of available talent (since location is no longer a major factor).

The book, “Remote: No Office Required” (fall of 2013) by the company 37Signals says, “As an employer, restricting your hiring to a small geographic region means you’re not getting the best people you can. As an employee, restricting your job search to companies within a reasonable commute means you’re not working for the best company you can.”

Could there be an opportunity for remote workers in your company? If you are interested in incorporating remote workers into your organization, it is vital that you find the people best suited to it and then manage them properly. Here are some suggestions on how you can benefit from some of that increased productivity and job satisfaction.

How to Test Potential Remote Workers

Obviously, working remotely is not for everyone. Working away from the watchful eyes of the office requires autonomy and a limited need for social interaction that, to be frank, some just do not possess. Some workers are pretty good at it and others are pretty ugly. The trick is to find the great people who are self-motivating and can concentrate better without the distractions of a traditional office. The payoffs can be huge. But how can you find the ideal people who will thrive in a remote environment?As a trial experiment, you could start with current employees who may do well working from home. Many people may volunteer to do this, but that doesn’t mean they are the best candidates for it. As part of your initial set up of remote workers, try using an in-depth work style and personality assessment to gain objective information about your employees.

Our research for our book, Cracking the Personality Code, reveals that this is not guesswork or an untested science. Work style assessments are a standard recruiting practice for many branches of the government and military, as well as many Fortune 500 companies when assessing potential hires for key or critical positions. We will discuss hiring in the next section, but you can start with evaluating current employees.

What are you looking for in an ideal remote worker? First of all, be sure to use an established assessment company that utilizes multiple rating scales and evaluators with comprehensive training. The assessment company you choose should help you create tailored interview questions based on the candidate’s specific personality. The purpose is to probe facets of the work style and personality you need more details on. The assessment organization should also have a copy of the job description and resume as part of the debrief discussion.

Here are some areas you may want to focus on for a work style assessment:

Determine patterns for coping with stress.

Stress is a force that tends to distort the body, a factor that induces bodily or mental tension, or an automatic physical reaction to a danger or demand in the environment. As one physician stated, “Stress is any demand, either internal, external or both, that causes us to mentally and physically readjust in order to maintain a sense of balance within our life.” Without a doubt, stress is a fact of life in today’s work world. So determining a candidate’s or employee’s ability to cope with stress is critical for a manager.

Assess their problem-solving resources.

Is this person a problem solver? If so, what kind of problem solver? Each of us has unique problem-solving resources on which we rely. Determine what the candidate’s strengths are when it comes to problem solving. What are the usual approaches this person will use to resolve these problems?

Examine their interpersonal interaction styles.

Breakdowns in communication are never good for an organization. So take a good look at the individual’s style for relating and communicating with others. How do they usually react in dealing with others? What is their comfort level in interacting and connecting with others? Personality assessments can tell you the person’s major sources of gratification and satisfaction when building relationships. Since remote workers are isolated, they need to be very effective at communicating when they do interact with managers and other employees. This is an area to really focus on in the evaluation.

Explore thought flow.

Of course, not everyone thinks and processes information the same way. A good personality test will give you insight into an individual’s thought flow. This not only helps with hiring, but understanding how someone’s thoughts naturally flow is also a very powerful management tool. Sharing this information amongst the team helps employees communicate more effectively with other members of the team.

Investigate career matching.

Certain personality tests help you gain information which may either support the person’s present career choices or assist them to explore, consider and plan for another career direction. Ask your assessment company if they have specific remote working questions that can help indicate this aspect of career suitability. A personality test can give you an indication of which jobs match the candidate’s personality type and which careers they may have an aptitude for. You do need to remember that the test results are only an indicator and should not be relied on as an absolute assessment of which career is best for the person.

Evaluate Strengths and Weaknesses.

Personality testing is a proven and effective way to create highly functional teams. This starts with a summary of each person’s strengths and weaknesses. Once you know which personality types work best together, you can mix and match your people so that you get the most out of each of them. For every strength a person possesses there is a corresponding weakness. Being assertive is a strength. However, a person can be too assertive and off putting for some people or in some situations. This may be useful in matching your remote workers with managers and colleagues in the office.

Since remote workers can be a bit isolated, it is essential that they be proactive, problem solvers. Additionally, they need to be happy without the social aspects of the workplace. Above all, they need to be excellent at written communication, since so much will need to done through e-mail.

How to Recruit Remote Workers

If you don’t have any suitable candidates in your office now, or you’d like to expand your remote working talent pool, you may need to recruit.

“The recruitment and sourcing is easier since you’re not asking candidates to consider relocation,” says Barry Deutsch, executive recruiter and author of You’re Not the Person I Hired. “This is particularly important to candidates with ten plus years of experience who most likely have put down roots in their local community through schools, non-profit involvement, friends and neighbors, religious organizations, and sporting organizations, such as little league or AYSO soccer.”

You can start your search in the same ways you would for in-house workers: networking, employee referrals, job board advertising, and broadcasting through social media. But since remote workers can be so specialized, you need to avoid common pitfalls of the hiring process.

Deutsch commissioned a study to identify the most common mistakes executives make in their hiring process. The top ten are:

Inadequate Job Descriptions
Superficial Interviewing
Inappropriate Prerequisites
Snap Judgments
Historical Bias
Performance Bias
Fishing in Shallow Waters
Lack of Probing Questions
Ignoring Candidate Needs
Desperate Hiring

Many of these mistakes apply to hiring remote workers as well. Here is some advice from Deutsch to improve your odds of hiring the right remote workers.

Inadequate job descriptions.

The job description you write for these positions will be extremely important. Not only does the description need to be clear about the situation, it should be crafted to entice the right kinds of people to apply.

Inappropriate prerequisites.

First, compare their resume against your job description. Sounds obvious, doesn’t it? Surprising how easy it is to blow right past this step in the hiring process. Past experience alone is not what you are looking for when you review the resume. You are looking at how well they performed, what their successes were, and how adaptable they might be to the job that needs to be done for your organization. Experience is nice, but results are what really count.

According to Deutsch, “It’s very important to understand the environment and culture remote workers come from. For example, if someone has never worked remotely before, it’s likely the transition to remote working might end up being a failure since they are learning on your watch.”

Superficial interviewing/Lack of probing questions.

To be sure they have the experience or attitudes you are looking for, ask the right questions. Ask them about working independently from home or an executive suite. Are they able to manage themselves? How do they maintain productivity remotely? Deutsch also recommends discussing how they were managed in prior remote positions to avoid clashes in corporate culture or style. “Probe for examples of how they are managed: rigor of reporting, calling into bosses for discussions – daily-weekly, formal and informal updates, tracking of activities and productivity. What are the process/tools in your company compared to their prior environments and cultures? “As a means of avoiding these mistakes, many employers are now doing “behavioral interviews.” Rather than focusing on resume and accomplishments alone, use the personality test as a jumping off point to ask open-ended questions that will cause the job candidate to describe real circumstances and their responses to them. Ask them to describe in detail a particular event, project, or experience and how they dealt with the situation, and what the outcome was. This type of interviewing is the most accurate predictor of future performance.

How to Manage Remote Workers

If you would like to use remote workers, be prepared to change your own management style. Since you can’t just walk by their desk to check in, it is crucial that tools and processes be put into place that will allow you and your employees to remain connected.

First of all, be sure that your remote worker has a dedicated workspace, whether that is a room in their home or a rented space. If they are trying to concentrate while their kids run around them playing, it simply will not work in the long run. Many companies stress that remote working should not be considered an alternative to childcare. Be sure your employee understands that they are expected to focus on their work.

Have managers and remote workers take personality tests. The results of the tests can be used as tools for productive conversations on workplace styles and expectations. Helping a remote worker understand how best to communicate with managers and supervisors can be invaluable.

Also, be sure they have all the tools they will need to complete their work. It may be a wise investment to provide the employee with a computer and printer, or whatever other technology is necessary to their job. Additionally, you should be sure they have access to online technologies that will enable you to communicate with and keep track of them. Google has some helpful free tools, but there are many other solutions that could also be helpful for your business.

Remember that communication is key. Although your remote staff will need to be able to manage their own day-to-day workflow, you and the team (whether also remote or in the office) need to be appraised of the status of their projects. Establish consistent check-ins with your remote staff (via phone or an online tool like Skype) and be sure to include them in departmental meetings, so they are in the loop.

Although they may be fine without the daily water cooler conversations of an office, you want to ensure that your remote staff can maintain social connections with the other employees of the company. Encourage them to have discussions with other staff members so that they can continue to collaborate. Also, it would be wise to bring your remote workers together at the office a couple times a year so that they can have some face time with you and their colleagues.

Since you won’t interact with them daily, it is important that you are clearly setting goals and measuring results to evaluate remote worker progress. It is important that you give feedback to remote workers, either as part of your regular check-ins, or in established performance review sessions. This will obviously require more effort on your part but will help your remote workers understand how they are doing and how they can improve.

Lastly, don’t let your remote workers be “out of sight, out of mind.” One of the biggest challenges to job satisfaction for remote workers is the perceived lack of advancement in the company. Be sure you are evaluating their results and considering them for work that would help them with career development. Do not forget to include them on projects or committees where their expertise would be useful.

To get a copy of an action item list, 10 Things to Do for Managing a Remote Workforce, please click here and sign up for our Keeping on Track Newsletter.

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement. To order the books, “Cracking the Personality Code” & “Cracking the Business Code” please go to www.lighthouseconsulting.com.

Are You Being Commoditized?

By Patrick McClure

[dropcaps type=”circle” color=”” background=””]T[/dropcaps]he number one issue I hear about from associates, clients, and partners is a very real and growing fear of becoming commoditized.

Here is an all-too-familiar scenario:

After numerous meetings with your client, detailed fact finding, many internal team planning sessions, and a heck of a lot of hard work writing and submitting your proposal, you have been given the distressing news that the business was awarded to another vendor. You thought you had the best solution and a good price, excellent relationships and a good team in place. So why did you lose?

During your follow up investigation, you find out your prospect went out on the internet, researched all your competitors and “shopped” your proposal seeking a lower price. At the last minute, another company who knew nothing about your customer and their business needs submitted a lowball bid and snatched the deal away. In short, you were lumped into the mix and got commoditized.

Is there anything you could have done to change the outcome? What steps could you take to avoid being treated as “just another vendor”? Is there any way to separate your company from the pack? Read on…

The Commoditization Conundrum

In his recently published book “Entering the Shift Age”, futurist David Houle writes about the epic transformations that are changing our lives as we proceed into the 21st century, shifting from the Information Age into the “Shift Age.” In this age (circa 2010-2050), change is the norm, the individual has the power, and traditional methods of decision making and authority are disappearing just like dinosaurs.

One of the biggest changes (no surprise here!!) is universal access to massive amounts of information instantly available on any device, located anywhere and at any time globally. Even ancient “Baby Boomers” such as myself have learned how to quickly navigate the internet to find information about practically anything. Quick access to business data via Google, LinkedIn, Facebook and hundreds of other information portals guarantee that we never go into a business meeting unprepared. It is staggering how much information exists and is being created in this “Big Data” environment. And the future generations – the Millennials and the Digital Natives – demonstrate amazing familiarity and expertise as they effortlessly cruise through Cyberspace.

Since anyone can access this vast amount of free data, it’s a snap to check out competitors and shop for information and bids online. There are dozens of apps available to help with reverse auctions, finding discounts or deals, and evaluating the best bargains. In short, the Internet has trained all of us to shop online and to research online to find the best deals. Why would we expect our prospects to be any different?

The problem, it seems, is how to differentiate yourself and your company from “everyone else.” Since everyone is online, and everyone is offering very similar products/services at basically the same price (or cheaper), what can we do to stand out? How can we avoid being made a commodity? Furthermore, if your entire sales effort can be negated with someone else’s cheaper price, why bother to hire and train a sales team? Why not just sell everything as cheaply as possible on the internet? Why not eliminate sales entirely and do everything over the web?

The Difference is You

Despite all of the self-serving attempts being made to commoditize everything, I maintain that business is personal. People still buy from people they trust and respect, and I hope and pray that will never change. There are millions of real estate agents, bankers, insurance agents, financial planners, dentists and doctors. So why do we stay with the same company year after year? It’s because someone inside that company at some point made a personal impact on our lives, and we made an emotional decision that we could trust that person, and therefore we could trust that company.

In the B2B world, most businesses pretend to make acquisitions based just on the facts. They put together complicated RFP’s, assemble selection teams to evaluate and score each and every buying criteria, and they pride themselves on making decisions completely devoid of “personalities.” Yet in almost every major decision, we find that it comes down to one person (CEO, President, key board member) deciding that they like and can trust another person. At the end of the day, we need to trust that that company will honor their commitment and will deliver what they promised.

One of my former clients was an international oil company. On the day before Christmas, there was a significant incident at one of their refineries, and my company received the emergency call. Our service department (personally assigned, on a first name basis, on-call 24×7) responded immediately, called in top level software engineers over the holiday, and fixed the problem within a few short hours. That prompt action saved our client almost $1 MM in what would have been lost revenue. What do you think happened when that service contract came up for renewal? Do you think our client would seriously entertain a lower cost bid?

The major difference between your company and the competition is YOU! Part of the unique value proposition (UVP) that you bring to the market is yourself. The biggest challenge we all face as sales professionals is how to differentiate ourselves and show our unique value. If we understand that we are a key part of the business solution, then we need to figure out how to tell our story better. If business is personal, what are we doing to make it MORE personal? How are we improving our relationships with our existing and future clients? What steps are we taking to connect with our clients in a meaningful way? How are we adding value to the relationship?

Your major defense against losing business, and your chief weapon at winning new clients, is your ability to establish trust and rapport. As we enter the Shift Age, and more and more prospects are learning about you online, it’s important to use online tools to help create this positive image and visibility. If you’re getting introduced “online”, then make the effort to present a professional image which builds trust and rapport. This will lay the proper groundwork for future personal interactions.

Remember, the initial impressions your prospect receives are critical, so make sure that your online impression is positive.

There are dozens of ways to improve how you connect with your prospects and customers, limited only to your imagination. Business people make decisions emotionally, and then justify them with the facts. Make sure you’re establishing trust and rapport — online and personally – and you’ll win a greater share of those deals!

Final Thoughts

According to Dana Borowka, CEO of Lighthouse Consulting Services, LLC (www.lighthouseconsulting.com) and author of Cracking the Personality Code, hiring the right people is key to future growth. If you would like additional information on raising the hiring bar, please click here to see an article on this subject.

Patrick McClure is a Senior Sales & Customer Service Training Consultant of Lighthouse Consulting Services, LLC, and is a speaker, trainer, consultant, and author who enjoys working with individuals and corporations to help them achieve maximum performance. He has dedicated his practice to helping others become more successful. To learn more, email [email protected].

If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, [email protected] & our website: www.lighthouseconsulting.com

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, workshops, and executive & employee coaching. To order the books, “Cracking the Personality Code” and “Cracking the Business Code”, please go to www.lighthouseconsulting.com.

By Barry Deutsch

By Vistage International, Barry Deutsch and Brad Remillard

Success Factor Snapshot

Creating the Success Factor Snapshot™

A Picture of Success

By Vistage International, Barry Deutsch and Brad Remillard

Step One: The “Five Key Question” Interview

Step Two: Put The Candidate Under the Glass

Step Three: Homework Assignments

By Dana Borowka

What Exactly Is a Small Business Robot?

Future Small Biz Jobs for Robots

But Who Takes Care of the Robots?

By Dana Borowka

Creating an Effective Recruitment Program

Resumes, Resumes… Piles of Resumes

Interviewing – The Art of Listening

Identifying the Inner Traits of a Candidate & How to Best Manage the Individual

The following are some things to think about when reviewing various work style & personality profiles:

Legal Guidelines & Other Important Stuff

By Dana Borowka, MA

Personality Assessment Testing – A Standard in Recruiting

Which Assessment Tool Should My Organization Use?

Frequently Asked Questions

Conclusion

By Barry Deutsch

1. The Doing

2. The Becoming

3. The Having

4. Outrageous Titles

5. Qualify Candidates Right from the Start

Final Thoughts

By Dana Borowka, MA

A New Perspective

Exploring Different Avenues

Some Tools To Cultivate Your Future Team Players:

A Perceptive Tool

Final Thoughts

By Dana D. Borowka, MA

Why You Should Desire, Hire, and Inspire Remote Workers

How to Test Potential Remote Workers

Here are some areas you may want to focus on for a work style assessment:

Determine patterns for coping with stress.

Assess their problem-solving resources.

Examine their interpersonal interaction styles.

Explore thought flow.

Investigate career matching.

Evaluate Strengths and Weaknesses.

How to Recruit Remote Workers

Inadequate job descriptions.

Inappropriate prerequisites.

Superficial interviewing/Lack of probing questions.

How to Manage Remote Workers

By Patrick McClure

The Commoditization Conundrum

The Difference is You

Final Thoughts

In-Depth Work Style Personality Testing

Talent Development

Lighthouse Consulting Partners, LLC

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