Share this post

Tuesday, October 7, 2008

Topic: Employee Hiring

Reference: Ross, Judith. A. “Hiring for Intangibles.” Harvard Business Online’s Harvard Update. http://discussionleader.hbsp.com/hmu/2008/hiring-for-intangibles-1.php,

September 19, 2008.

Usually with chaos comes opportunity. With the financial impact of the financial services bailout still unknown, and asset values and consumer confidence in free fall, companies may be able to find a bright side in hiring. With talent being put on the street in increasing numbers (unemployment now in the 7% range), those fortunate enough to have both the need and the resources should be able to find some really good employees.

Tuesday, October 7, 2008  

Topic: Employee Hiring

Reference: Ross, Judith. A. “Hiring for Intangibles.” Harvard Business Online’s Harvard Update. http://discussionleader.hbsp.com/hmu/2008/hiring-for-intangibles-1.php,

September 19, 2008.

Usually with chaos comes opportunity. With the financial impact of the financial services bailout still unknown, and asset values and consumer confidence in free fall, companies may be able to find a bright side in hiring. With talent being put on the street in increasing numbers (unemployment now in the 7% range), those fortunate enough to have both the need and the resources should be able to find some really good employees. With such an opportunity, organizations have the opportunity to hire for tangibles as well as intangible capability and skill sets. In the referenced article the commentator delves into the issue of hiring for intangibles and lays out the case for preparing in advance. “Whether you’re trying to fill an executive-level position or one closer to the front lines, intangibles such as attitude can spell the difference between a hire who proves merely competent and one who goes on to shine”. Intangibles include things like the ability to challenge the status quo, mediate disputes, and to solve problems creatively. The commentator recommends a good approach for going after these intangibles. She suggests (1) determining what intangibles that you want (e.g. learning agility); (2) crafting questions targeted to the desired intangibles; (3) bearing down to determine real character from pure interview skills. The commentator suggests changing settings, scenarios, and asking open frank questions as ways to get at these intangibles. I’d also advise getting at least 3 people to sit in on interviews, to change the mix of perspectives, and to ask challenging scenario questions as ways to seek out these intangibles. For example, asking one person from finance and one from sales to sit in on a marketing interview can help broaden the perspective and get candidates to address different attributes of the position. It helps to discover whether the candidate can relate across disciplines, as most work today is performed in teams. However, most hiring is still done solely at the department level. “A talent for creative problem solving, the ability to maintain grace under pressure, the doggedness to persevere despite roadblocks…starts a good working relationship.” I believe that this is good advice and that it should be widely adopted. Let me know your thoughts on this subject.