Do you want to eliminate the most common hiring mistake employers make?

October 25, 2019 by Don Jasensky

Mistake: Passing on a high performing candidate because they did not “blow you away” or “show a lot of enthusiasm” during the 1st interview.

I know this goes against what most of us have been taught. However, 30 years of interviewing and several thousand successful placements have taught us this very valuable lesson that I want to share with you.

Let me show through example, by looking at two candidates – Bill and Mary.

Bill is under a lot of stress at his current job and may soon be terminated for poor job performance. Doesn’t this put a lot of pressure on Bill to find a new job? How might it affect his interviewing?

Mary is excelling at her current position, just as she has in her past positions. She does not need a new job but is open to seeing what your opportunity is about and make a smart decision if it is worth pursuing further. How will the fact that Mary is under no pressure affect her interviewing?

Bill and Mary will interview very differently!

Bill will look at your interview:

As possible relief from the pressure of being terminated for poor job performance. Bill will be in “sales mode” and compliment you, your company, and its product or service. Bill will be enthusiastic and ready to jump through any hoop, take any test, and will start very soon with you. Bill wants to impress you! Yes, Bill will interview very hard for your job. Bill will have no concerns about your position, its work content, or driving distance. Bill will work hard to cover up the fact that he is a low performer. Usually, by compliments, enthusiasm, and lack of job performance specifics. Bill will likely continue to be a low-performer if he gets your job.

After the interview: Bill will be answering many other job postings in his search for another job. He will likely call you frequently about getting your job and will look very enthusiastic to the interviewer.

Mary will look at your interview:

As a learning and fact-gathering process. Mary isn’t trying to “sell” you on herself nor impress you. She will tell you about her role and successes’ with pride, but she will not attempt to “blow you away.” Mary will likely be more pensive and ask thoughtful questions and probe you about issues she may see with your company, position, product, or service. She will openly express these concerns. This is how “high performers” interview and make value judgments. Mary will likely continue to be a high performer if she gets your job.

After the interview: If Mary is interested, she will conduct more research about your company and let you know if she is interested in a second interview.

Don’t confuse Mary’s behavior as being aloof nor low energy. Mary is in thinking and fact-gathering mode, whereas Bill is in “sales mode.” If Mary becomes more certain that she wants your position, her interviewing will change, and she will switch gears and become more expressive and enthusiastic during follow up interviews.

Lesson: The best indicator of future job performance is past job performance. High performers tend to be high performers throughout their careers, and low performers tend to gravitate towards low performance. So invite Mary back for a second interview and spend the time learning about her past and current job performance while checking references. You may even need to “do some selling” to entice Mary to your company. Many managers loathe the thought of having to sell the position or the company. However you are not looking for a BFF, you are looking for a person to help your company. In a competitive job market, some “selling” by hiring managers is very beneficial in landing the best personnel.

Note: Do not confuse someone like Mary, who is quiet and gathering facts (not trying to sell), with poorly prepared candidates, bad attitude, disengaged, disinterested, disrespectful, unmotivated, or uncooperative, etc.

Don Jasensky is the Founder and President of Automotive Personnel, LLC

Look for Don’s book “Hire Like A Pro” at Amazon.com

Reach Don at 216-226-8190 Don@AutomotivePersonnel.Careers

Mistake: Passing on a high performing candidate because they did not “blow you away” or “show a lot of enthusiasm” during the 1st interview.

Let me show by example with looking at two candidates – Bill and Joe

Joe is excelling at his current position, just as he did in his past positions. He does not need a new job but is open to seeing what your opportunity is about and make a smart decision if it is worth pursuing further. How will the fact that Joe is under no pressure affect his interviewing?

Bill and Joe will interview very differently!

Bill will look at your interview:

As possible relief from being the pressure of being terminated for job poor performance. Bill will be in “sales mode” and compliment you, your company, and its product or service. Bill will be enthusiastic and ready to jump through any hoop, take any test, and will start very soon with you. Bill wants to impress you! Yes, Bill will interview very hard for your job. Bill will have no concerns about your position, its work content or driving distance. Bill will work hard to cover up the fact that he is a low performer. Usually, by compliments and enthusiasm and lack of specifics. Bill will likely continue to be a low performer if he gets your job.

After the interview: Bill will be answering many other job postings in his search for another job. He will likely call you frequently about getting your job.

Joe will look at your interview:

As a learning and fact-gathering process. Joe isn’t trying to “sell” you on himself nor impress you. He will tell you about his role and successes’ with pride, but he will not attempt to “blow you away.” Joe will likely be more pensive and ask thoughtful questions and probe you about issues he may see with your company, position, product, or service. He will openly express these concerns. This is how “high performers” interview and make value judgments. Joe will likely continue to be a high performer if he gets your job.

After the interview: If Joe is interested, he will conduct research more about your company and let you know if he is interested in a second interview.

Don’t confuse Joe’s behavior as being aloof nor low energy. Joe is in thinking and fact-gathering mode, whereas Bill is in “sales mode.” If Joe becomes more certain that he wants your position, his interviewing will change and he will switch gears and become more expressive and enthusiastic during follow up interviews.

Lesson: The best indicator of future job performance is past job performance. High performers tend to be high performers throughout their careers, and low performers tend to gravitate towards low performance. So invite Joe back for a second interview and spend the time learning about his past and current job performance while checking references. You may even need to “do some selling” to entice Joe to your company. Many managers loathe the thought of having to sell the position or the company. However you are not looking for a BFF, you are looking for a person to help your company. In a competitive job market, some “selling” by hiring managers is very helpful in landing the best personnel.

Note: Do not confuse someone like Joe, who is quiet and gathering facts (not trying to sell), with candidates who are poorly prepared, bad attitude, disengaged, disinterested, disrespectful, unmotivated, or uncooperative, etc.

Don Jasensky is the Founder and President of Automotive Personnel, LLC

Look for Don’s book “Hire Like A Pro” at Amazon.com

Reach Don at 216-226-8190 Don@AutomotivePersonnel.Careers

Part 1 of 7 components of all top candidates:

April 26, 2017 by Don Jasensky

The 7 components we look for in candidates are :

Competency
Capacity
Teammate Factor
Drive
Ability to motivate
Judgement
Resolve

In today’s edition let’s focus on Competency .

In 28 years of executive search, no one has ever asked us for an average candidate. Client’s come to us when they are looking for a “high performer”. The higher level the position the more important their competency is. As an example, a Director of Credit impacts a company much more than one Credit Underwriter. The high up the food chain the more critical competency becomes.

The best indicator of future behavior is past behavior. Human behavior is fairly consistent throughout our adult lives. Winners show themselves early and consistently throughout their careers. Laggards do too !

Learning about competency is part of the interview, evaluation and reference checking process.

Keep these factors in mind :

Interviewing questions can include:

What are your performance standards with your current position?
How are they measured?
How are you doing with them?
Show Me : awards, commission checks, reference letters, etc.
References – trust but verify

Knowing what you are looking for at the start of your search will add direction and confidence in your decision making. Review our article on Deciphering a Candidates Employment Record Made Easy and

Intelligent Interviewing Produces Intelligent Hiring Decisions to help you discover if your candidates have these components.

Donald Jasensky

CEO / Automotive Personnel, LLC

216-226-8190

don@automotivepersonnel.careers

www.automotivepersonnel.careers

Twitter : @DonJasensky

“We Find The People Who Drive The Automotive Industry”

VIDEO : Don Jasensky on your challenges finding qualified employees

Deciphering a candidate’s employment record during the interview – made easy !!!

March 14, 2017 by Don Jasensky

Deciphering a candidate’s employment record during the interview – made easy !!!

The best indicator of a candidate’s future performance with you is their past performance . But you have to know what to look for !!!

Employment behavior tends to follow consistent patterns. A low achiever has a record of low achievement and a high achiever has a record of high achievement. The confusing part is deciphering a candidate’s employment record during the interview and evaluation process!

Low achievers are usually very good at “hiding” in successful departments. As an interviewer it is your responsibility to find out the actual contributions, accomplishments and employment record of the candidate to determine if a high or low achiever is sitting in front of you. In 28 years of recruiting we have learned that one of the most common mistakes employers make is hiring low performers from successful companies.

As the interviewer, you must ask the questions that will yield the information you need to make a smart hiring decision.
During the interview, probe candidates about their accomplishments, their specific role, dates and time frames, awards, bonuses, promotions, attendance and good teammate traits. Then verify with references. Do not miss the “verify with references “ part! Learn from the automotive finance and banking industry – they do not just ask customers “how they pay their bills” do they? No, they verify – so should you!

Don’t allow important questions to be answered with soft answers. They provide you with no real assessment value. Ask for facts, details and information to support their contributions and references who will verify them.

Revealing Questions:

In a quarter of a century of recruitment we have found certain questions can be very revealing. Of course many question will be asked, but keep the 80/20 rule in mind when it comes to revealing questions! Following is an example that I use when interviewing Sales Managers. Whether your position is a National Sales Manager over the entire US, or a Sales Manager for an automotive dealership, a few intelligent questions reveals so much from the interview.

Now watch as I drill down for specifics and remember that the devil lies in the detail !

After a general discussion about our client’s sales staff and its strengths and weaknesses

I ask : Now that you know the issues our client has with its sales staff tell me how you will help their sales staff perform much better for you than they are now.

Candidate answer : I will motivate them to sell

My follow up – Walk me through the details how you have done that in the past …

Candidate answer : I will train them to be better, I’m a great trainer

My follow up – Share some significant details about your training program and walk me through your ” from-to “results …

Candidate answer : I will hold them accountable for their results

My follow up – That sounds great, let’s talk about your current system to hold your people accountable …

I do not allow for soft or generic answers to specific questions. You shouldn’t either. The high performers will have specific answers and be able to support their “from – to” results.

You as the interviewer must lead and ask the questions that will yield the information you need to make a smart hiring decision. Become great at developing these revealing questions and pursuing details so that you can decipher a candidate’s true employment record. We have a separate article devoted to “Intelligent Interviewing “ that goes into more detail.

Please keep in mind we are not trying to stump a candidate, we want to learn about them so we can make an astute judgement on how they will perform in the future with our client.

Donald Jasensky

CEO / Automotive Personnel, LLC

216-226-8190

don@automotivepersonnel.careers

www.automotivepersonnel.careers

Twitter : @DonJasensky

“We Find The People Who Drive The Automotive Industry since 1989”

Essence of Executive Recruitment

April 12, 2016 by Don Jasensky

Over a quarter of a century of recruiting experience has taught us that there are 5 distinct stages to superior employee recruitment. In future articles I will delve into more details on each aspect.

Understanding what to look for – We start a search by asking “What will the candidate need to accomplish in 1^st year to be considered a great hire”. Then we focus on finding the personnel who can accomplish this.
Knowing where to for look the High Performers – they are always out there but infrequently looking, we learned how to find them
Understanding how to recognize High Performers – Smart interviewing and diligent reference checking are essential to recognizing the High Performers from the rest
Knowing how to appeal to the High Performers – Understand that High Performers choose positions based on criteria not used by average performers such as ; what career value would your position have, what will they learn and grown into with your position. Additionally High Performers will want to know about your company, your industry and the person they will be reporting to.
Ability to close / overcome issues – all deals have them and we learned how to work through them

Donald Jasensky

CEO / Automotive Personnel, LLC

216-226-8190

don@automotivepersonnel.co

www.automotivepersonnel.co

Twitter : @DonJasensky

“We Find The People Who Drive The Automotive Industry”

Executive Recruitment Quiz – Test your recruiting knowledge

May 27, 2015 by Don Jasensky

Prepared by Donald Jasensky Founder and CEO Automotive Personnel, LLC

1) The best indicator of a candidate’s future performance and success with your organization is:

1. How well they present themselves during your interview?

2. They say all the things you were looking to hear?

3. Strong record of successful past performance?

4. Aced your corporate testing?

2) The best indicator that a Sales Representative candidate will be a great hire for you is:

1. Blows you away during the interview?

2. Toss a stapler in his lap and ask him to “sell it to you” and he does very well selling it to you?

3. Past record of high performance?

4. Aced your “Profile Assessments”?

5. If they can “sell you” during the interview they will sell to your clients as well?

3) Which point is often overlooked by employers when creating a winning job posting to attract a superior candidate?

1. Very detailed job description covering the duties and responsibilities of the opportunity?

2. List of stringent qualifications to ensure the best candidates will reply?

3. A description of your company and what a person can accede to in this position?

4) The best method to delegate responsibilities to hiring committees is:

(Example is 5 people on hiring committee deciding between 4 candidates interviewed)

1. Majority rules?

2. Unanimous or keep looking?

3. All committee members have a say, but final decision rests with the member who the candidate will report to?

5) When you are interviewing a Sales Rep or mid-level manager, the best sign that you have a good candidate is:

1. Willing to start right now with you?

2. Cautious, asks a lot of questions, needs time to think about it?

3. Blows you away during the interview?

6) Which is correct – What a candidate wants from a career move, ( candidate’s mindset ) is:

1. Just as important as their education and experience?

2. Not your problem and should be left to the candidate to sort out?

7) Which is more reflective of a Career Seeker Vs a Job Seeker?

1. Come to your interview enthused and willing to jump through any hoop for you?

2. Willing to commit to your position during 1st interview?

3. Wants time to reflect on your opportunity and where it will lead them?

8) Check each that apply – When interviewing candidates in-person:

□ You are able to spell out a compelling reason why any candidate should consider leaving their current position to join your company.

□ You can explain “what the candidate can become” by taking your position.

□ You tell her about the team she will be joining

□ (If candidate is from a different industry) You have compelling reasoning for him joining your industry.

□ Provide literature for candidate to take home to review and share with spouse/mentor.

9) To save everyone’s time, do you prepare a list of “knockout factors” when beginning a search such as:

– Candidate’s ability to commute to your office daily or relocate?

– Non-compete exists that may affect their current employment

– Specific knowledge necessary such as “EXCEL Expertise”

– Needed licensure (driver’s license needed to do job, CPA required?)

– Credit and criminal background checks needed before offer letter

– Ability to travel as required

□ Yes

□ No

10) Post interview – Check all which you do regularly in your post interview meeting with your hiring committee:

□ Ask what concerns exist for each candidate?

□ Ask how candidate will fit into your corporate culture?

□ Ask if candidate can duplicate their past success in your position?

□ What obstacles will candidate have in achieving the same level of success with your opportunity?

□ What help – training – investment will candidate need from you and can you pay that price?

□ Does candidate have a compelling reason to take your opportunity?

□ What concerns does the candidate have and can you overcome them?

Suggested Answers

Answer is #3. In this question we are asking for the “best indicator” not just a positive sign. After 26 years of executive search and following several thousand candidates, it is clear that the best indicator of one’s future performance is their past performance. People’s behavior follows distinct patters most of their adult life. If they are a “hard charger” they will likely be a hard charger for you. If they were a low performer in past positions you are not likely going to turn them into a hard charger.
Answer is #3. The biggest misconception about hiring – especially hiring sales people – is if they “blow you away” in an interview they are going to great selling for you. We have found no positive correlation with blowing you away in an interview and being a day to day, bell to bell consistent high performer. They may possess sales talent, but sales is hard work and a great deal of self-motivation. After interviewing thousands of sales personnel , (high through low performers), we notice that the top sales people certainly possess a lot of energy but they have a very high work ethic and are very driven. This shows in their past positions.
Answer 3 is correct. Most job postings are a boring job description and list of qualifications. They only attract that 5 to 10% of people currently looking at that time. Unless you are a marquee company like Wells Fargo, Ford Motor Credit, etc. you have to tell people who you are, what you do and what they can become by taking a position with you. The best candidates are not looking for a “lateral move” they want a position and a company that will enhance their career.
Answer #3 is correct. I have a long winded philosophy on this but keep these points in mind. One person will be managing the new hire and that person needs to take ownership of the hire. I have frequently seen other committee members vote down a very strong candidate because he or she seemed felt threatened by the candidate’s experience, education, drive etc. “ Majority rules” and “unanimous or keep looking” often provided for vanilla hires.
Correct answer is # 2. I have seen many Sales Executives and Managers fall into the trap of hiring a candidate who “blows them away” only to see the Sales Rep fizzle in the field. Wanting to start right away means they are looking for a job not a career – bad sign. The best Sales Reps are smart, thinkers and will only move for a better opportunity and will need time to review your opportunity – good sign even though it is counterintuitive .
Correct answer in #1. In the past 26 years, most of calls to us from people who are doing very well, in a good position with a good company. However the position is lacking something such as interesting day-to-day work content or career opportunity . The superior candidates are looking to increase their knowledge, challenge themselves, take on more responsibility etc. Learn what you top candidates are looking for and show them how that can be met with your position.
Correct answer is # 3. A Job Seeker will is looking for a job now and will jump through any hoop, commit to position very early on. They are likely to leave you just as easily in 6 to 12 months! A Career Seeker is looking for career growth and will take time to reflect on your position and company, talk to a mentor and want more information. Give it to them!
I hope you checked all. You should be able to tell the candidate about your industry, company and specific opportunity and where this can take them. Candidates should research your company on the internet and call colleagues to learn about your position to prepare for the 1st interview. However you know your company much better and you need to “connect the dots” for them and put your opportunity in a positive light. You need to do this to attract the best candidates – assume your completion will be!
Correct answer is Yes. Preparing a list of knockout factors will save you time, aggravation and professional embarrassment . I know of a search a company, (not us ), did hiring a CFO. They met a candidate they really liked. Had multiple interviews, met with members of the Board of Directors, important investors. Negotiated an extensive and detailed employee agreement only to find that the CFO had a non-compete that his current company wasn’t going to let him out of! Yikes, heads rolled on that one. We always asked upfront if there is a non-compete .
Answer is again all. Take the time to meet with the hiring committee members . Don’t just ask who they like best . Take the time to figure out if candidate will fit into your culture. Are your processes similar enough to help the candidate succeed or will they impede their success? What will be cost to get each candidate “up to speed”, who will be responsible and how long will it take?