Explorez tous les épisodes du podcast Hire Power Radio Show

Greg Cleary is a business coaching expert with over 20 years of experience helping leadership teams achieve their goals. As the founder of Pinnacle Business Guides, a former Certified Scaling Up Coach, and a record-setting Certified EOS Implementer who has worked with over 500 companies. Greg knows exactly what it takes to build elite teams! His mission is simple: to help his clients summit their business mountain with PINNACLE. Guest Links: LinkedIn: Greg Cleary Company: www.PinnacleBusinessGuides.com Book: Peak Performance: Five Principles Every Great Business Lives By  Host Links: LinkedIn: Rick Girard Company: Intertru, Inc. Job Description Builder Podcast: Hire Power Radio Show & Podcast Book: Healing Career Wounds (Amazon)   Powered by Intertru

Ghost Jobs Aren’t the Problem: Beat Auto-Apply Bots by Creating Your Own Referral Rick Girard argues that the silence after hundreds of LinkedIn Easy Apply submissions isn’t mainly caused by “ghost jobs,” but by overwhelming hiring noise from auto-apply bots, keyword gaming, and fake candidates that clog ATS systems and bury real applicants. He challenges the “badge of honor” mindset around high application volume, warns that auto-applying and not following job-post instructions can get candidates filtered out, and says resumes and keyword matching are increasingly ineffective. Girard explains how candidates can bypass job boards and HR gatekeepers by acting like a referral: pick five aligned companies, research the business, identify a specific gap or “leak” (revenue, execution, people, or customer issues), then contact the decision-maker—ideally starting at the CEO/executive level—with a value-first message that links problem X to how you solved it with Y to produce Z. He outlines how to present a succinct solution in a meeting and ask for the opportunity to solve the problem, positioning the candidate as a problem solver who can be hired into the role or have a role created. He closes with three takeaways: stop using Easy Apply, target the problem not the position, and bypass gatekeepers by going directly to decision makers with demonstrated value. 00:00 Why 300 Applications Get You Silence (It’s Not Just ‘Ghost Jobs’) 01:22 The Real Enemy: Auto-Apply Bots, Keyword Games & Candidate Fraud 02:58 Inside the Hiring Black Hole: Why ATS Filters Out Real Humans 05:09 Reject the Status Quo: Stop Being Applicant #347 and Think Referral 06:02 Create Your Own Referral, Step-by-Step (Bypass the Portal) 07:21 Sniper Strategy: Pick 5 Companies and Stand Out on Purpose 08:25 Find the Business ‘Leak’: Research Gaps and Build a Hypothesis 10:07 Reach Decision-Makers with Value: Call, Don’t Beg for a Job 12:23 Win the Meeting: Present a Clear Solution and Ask to Solve It 13:48 3 Key Takeaways + Final Wrap-Up Host Links:  LinkedIn:  Rick Girard Company: Intertru, Inc. Job Description Builder Podcast: Hire Power Radio Show & Podcast Book: Healing Career Wounds (Amazon) Powered by Intertru 

You’ve been here before—hiring a “rockstar” salesperson who dazzles in the interview but fails to deliver. Flat revenue, missed targets, and excuse after excuse. Sound familiar? This week on the Hire Power Radio Show, Rick Girard digs into the root of this all-too-common issue with sales leadership expert Gary Braun. Together, they break down why small businesses consistently hire the wrong type of salesperson—and what to do about it. Gary brings deep expertise from his time growing a company from $1M to $400M in revenue, and now helping 400+ companies build high-performing sales teams through Pivotal Advisors. Key Takeaways Sales roles aren’t one-size-fits-all: Define your specific sales needs—hunter vs. farmer, service vs. product, inside vs. outside, and more. Most interviews fail at the basics: Without a structured interview process tailored to sales, poor hires are inevitable. Positioning is everything: Ensure candidates are positioned properly for your company, not just anyone’s. Stop relying on interviews alone: Incorporate assessments, real-world activities, and informal settings like dinners to evaluate the whole person. Build a multi-touch hiring process: Involve multiple perspectives, clear expectations, and defined next steps. Actionable Advice for Your Business Define the role with precision. Don’t settle for vague traits—outline the exact skills needed for your ICP (Ideal Customer Profile). Design a repeatable interview process. Go beyond gut feelings and surface-level charm. Leverage data-driven tools. Use assessments and scenario-based activities to test real-world selling skills. Focus on alignment. Ask: is this candidate the right fit for the sales environment I’ve built? Guest Links: LinkedIn: Gary Braun Company: Pivotal  Advisors YouTube: Pivotal Advisors Facebook: Pivotal Advisors  Host Links: LinkedIn:  Rick Girard Company: Intertru, Inc. Podcast: Hire Power Radio Show & Podcast Book: Healing Career Wounds (Amazon)    Powered by Intertru

While everyone is chasing the same people, ie: those who work for competitors or the 3-7 year up-and-comers, there is a huge pool of talent that are on the sidelines waiting for a well positioned opportunity to present itself.  I’d like to challenge you to think about the concept that outstanding talent comes from the most unlikely places.  Last week we heard the story of a top sales performer at Swag.com who had no sales experience at all. But the Desire alignment was through the roof and now this person is absolutely thriving in their organization. The creativity & outside the box thinking is what sets the stage for success!  Today is all about hiring outstanding sales people in an environment that is ridiculously competitive.  Our guest today:  Chris Beall, CEO of ConnectAndSell For 30 years Chris Beall has led software start-ups as a founder or early-stage developer. He believes the most powerful part of a software system is the human being, and that the value key is to let the computer do what it does well — go fast without getting bored — in order to free up human potential.  Chris and his team provide a SaaS solution for sales teams to talk to more prospects, and hosts a podcast, Market Dominance Guys. Today we discuss: Why you are looking in the WRONG places for sales talent How to adapt your hiring model to uncover high performing sales people Challenge today in hiring sales people? Can't find people Everyone is chasing the same (wrong) people Get bid up (too expensive)  Takes forever to train  They bounce Not interested in the job Huge untapped pool of talent (over 40) Why is this important to the company? Adopting a 2 tier model you  Flow rate of meetings is a bottleneck of almost every company Always invest in the bottleneck Rick’s Nuggets Value alignment within the organization is more important than ever before Connecting the dots between values & desire avoids bidding wars Creating value above and beyond the paycheck People do not leave when they are in alignment How do we solve the problem?  Change your model  Make SDR as a real professional job Look at different age demographics Identify people who come from the industry you sell to  Huge untapped pool of talent (over 40) Interview like you mean it Test people. Have them do some work Have 10 conversations Good voice Can you make people laugh Modulating your voice Listen to the conversation Coachable Length of time you keep people on a call Rick’s Nuggets “Walk me through the process how you closed your last deal” Scripts are king! Align your interview process with your company values To properly assess people you need to be able to evaluate them for alignment Key Takeaways that the Audience can plug into their business today!  - Value: Take the SDR role seriously and not just as a stepping stone. (your company’s bottleneck Embrace real management for sales- pay attention to process The only thing a SDR needs to do is sell a meeting… not the product. Guest Links: LinkedIn: https://www.linkedin.com/in/chris-beall-7859a4/# Company: https://connectandsell.com/ Twitter: https://twitter.com/chris8649 Blog: http://blog.connectandsell.com/ Podcast: https://www.marketdominanceguys.com/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/  

Growing your company from 2 to 10 people is the most critical time in your company's life cycle. The reason for this is every single hire that is made can make or break the company.  Every founder I meet has a story of “we hired a person that we thought was going to be a rockstar and it turned out to be a disaster”.  So where do things go wrong when a bad hire is made?   The interview was run from a position of need;  where we focus on selling the opportunity. So excited to get this new rockstar on board that we totally forget to take the time to understand if the person aligns with the values of the organization. The good news is there is a solution to avoid these sometimes deadly mistakes and it just requires structure and developing your listening muscle.  Our guest today:  Jeremy Parker, Co-Founder and CEO of Swag.com Swag.com is the best place for companies to buy and distribute quality swag that people will actually want to keep. We work with 5,000+ companies including Facebook, Google, Amazon, Netflix, Spotify and Tik Tok. Jeremy was named to Crain's NY 40 under 40 (Class of 2020) and Swag is #218 on the Inc 500 (2020) and #368 (2021)- Fastest growing private companies Today we discuss: The importance of the first 10 hires Process to avoid making the wrong hire Challenge today? Hiring for the resume People who have done it in the past Not about the skills but the culture One bad hire can destroy a business Why is this important to the company? Story:  First 2 years just the founders. Then scaled quickly to 14 people Who you hire in the early days is super important.  Need to be the right fit, for the right time.  They could be a great person and extremely talented but if they are not the right fit for the time it can go sideways.   Up to 70 people now and everyone is ability is important, skills not as important, as culture How do we solve the problem?  Stop micromanaging Guide & teach & trust that people will get it Allow people who are hiring to do the job Right mentality & Right focus (embracing failure) Failure is ok Embrace it! 4 rounds of interviews First meet with Department Head.  If that goes well, meet with someone who is currently in that same position in the company, to make sure they feel this person can do the job well.  If that goes well, meet with the COO, if that goes well, meet with CEO. If the candidate gets through all rounds and everyone feels they could be a good fit, we get at least two reference checks.  Someone who they worked under and someone who they worked alongside.   Rick’s Nuggets Evaluate everyone around your values Key Takeaways -Value: Being ok with failure! Nothing can go wrong when you are ok with it. Failure will get you where you need to go. Guest Links: LinkedIn: https://www.linkedin.com/in/jeremyianparker/ Company: https://swag.com/ LinkedIn: https://www.linkedin.com/company/swag.com/ Twitter:https://twitter.com/promotewithswag?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor Facebook: https://www.facebook.com/promotewithswag/ Instagram: https://www.instagram.com/swagdotcom/?fbclid=IwAR1TnFCOQ8kv-chtsiP5wKexliw55YISu2rESPCLGUu86tEynikmspBy9xc   This show is proudly sponsored by Criteria Corp  

4 Million Americans quit their jobs in July of 2021 , according to the U.S. Bureau of Labor Statistics. What this means is that you have a tremendous opportunity to upgrade your talent base in your organization.  The pandemic has magnified people’s career wounds in a way that every business will be impacted.  While many reasons are given as to the cause of this mass exodus, the root of the fall out is that the people leaving are no longer in alignment with the company’s values.  Value alignment is now more critical than ever to attract and hire people. Because when people align with the actual company values, they find meaning & discover their purpose.  And their purpose is far more important to them than your profits. Today is a special episode due to the massive number of requests from our audience about this little problem called the great resignation We discuss: Why it is critical to own your company values How to prosper in Hiring - TODAY! Challenge today? My people are getting poached! We have come to a point where people want meaning & purpose in their lives. Perks, compensation & benefits no longer matter People are questioning their “why” Imbalance Stress & heartache More flexibility is not the real issue Inc Article https://www.inc.com/jessica-stillman/great-resignation-work-meaning-esther-perel.html Demonstrating meaning & the company cares about them as “human beings” Why is this important to the company? Who’s leaving? Mid- career employees have the highest resignation rates! (30-45) You are positioned to heal a person's career wounds.  When you align with values and provide a solution to heal, both parties WIN People are expecting win-win relationships with their employers The Great Opportunity! Easiest time in history to engage A-Players! Raise the performance bar in your organization 4 Steps to Win-Win Talent in this Great Resignation Get solid on your Values Key to attracting top performers Who you are how you lead how people act  Understand your Recruiting Process Recruiting is how you identify people & get people to talk to you. Just because you recruited someone great, doesn't mean you should hire them Or that they will even accept your job offer What is working today Target and Contact & Reconnect Do not sell, listen Understand your Hiring Process Start with an in depth Discovery call (phone screen) Does this person’s desires align with the company  (correctly positioned) Not skills Vision for the environment in which they will excel Timed & structured Interview Values alignment first Skills second (working session) Nurture a proactive flow  - allow the person to have a voice in what happens next What would you like to do next? Heal the Career Wound Growth, Content of work, Management Value Alignment Progression, learning, flexibility If you cannot provide a path to the individual, don't hire Someone else will thrive in the role You will be just a paycheck (if the person joins)  Key Takeaways -Value: The “Great Resignation” is real and you need to be capitalizing on the opportunity that has been presented to us! Get tight on the company values… They are the key to a successful hire Don't confuse a recruiting process as a hiring process. They are two separate activities.  Rick's Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Book: Healing Career Wounds -  https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Time and People are the most precious asset your company has on the road to success or failure.  As leaders, It is our responsibility to protect the time of our team to ensure that projects are delivered on time. It is also our responsibility to put processes in place that ensure that the strongest people are in the right seat! Shouldn't each step of the interview process have a purpose and save time for everyone involved?   Yet Interviewing is the single point of failure in almost every company.  Too long.  Too short.  No clear direction. Or riddled with boobytraps that repel strong people from even engaging with your company!  Our guest today:  Andrew Bartlow, Founder & Managing Partner of Series B Consulting. Which helps businesses to articulate their people strategy and accelerate their growth while navigating rapid change. He also founded the People Leader Accelerator, which is the foremost development program for HR leaders at startups. Andrew Bartlow has 25 years of Human Resources and Talent Management experience at organizations across a wide spectrum of sizes, maturity stages, and industries. He is the co-author of “Scaling for Success: People Priorities for High Growth Organizations,”  Andrew has worked with clients like MasterClass and many others to help them overcome obstacles in a hyper-growth phase.  Today we discuss: Why your timing kills hires How to Time out your process in the most effective manner Challenge today? Filling roles with good people with less of an internal organization tax Too many interviews, too much time - I’m out Over emphasis on consensus, 10-12 people over multiple rounds Giant time drag on a company   People fall out  Offer to close rate 60% is not good! Why is this important to the company? Time - interview time takes away from productivity Rapid growth is usually essential. Time burns cash runway, employee time and goodwill, and competitors keep coming.  Efficiency matters - particularly at the early growth stages Don’t let perfect be the enemy of good. Should be able to make rapid hire / no-hire decisions, and fair/reasonable separation decisions without months of agony.  “Hire slow and fire fast?” I’d suggest looking for a goldilocks zone on both. Take the time necessary, but not one minute more than what is net value-adding to do both.  Rick’s Nuggets All that is needed is: Discovery Call Value Alignment Interviews  Working Session (skills) 10 business days max How do we solve the problem?  Start by clearly defining the roles that you want to fill Source candidates in a scalable way Expand the pool Employer branding @ Series A should get beyond friends & family network Hire a dedicated recruiter Need a screen / filter before the manager sees the candidate Passive candidate magnet Check for compensation expectations & role interest; initial assessment of required skills, knowledge, and experiences Goal is that ZERO candidates make it to the hiring manager who have out-of-bounds pay or role expectations, and all of those candidates moving forward have experiences that reasonably match the role   Manager vetting before meeting the team One and done interview process ~30 minutes 1on1 via video Confirm that the candidate is interested in the role and the comp budgeted - preclose the candidate Ask for references here! A candidate shouldn’t come meet with a team until / unless the hiring manager is a strong advocate to hire them. Don’t waste the broader team’s time. Work Product Sample (optional - often good for technical roles, but rarely for G&A) Give a real problem - don’t spend a lot of time coming up with hypotheticals, too many variations which will change Faster / easier / more accurate to work on a real problem. Just get an NDA. Related alternatives - Can review Github rather than request a project. Can conduct a live shared-screen working session. Can ask for examples of prior work that demonstrates a good fit for the role. LOTS of candidates drop out at the project stage. Don’t let this become a barrier! Team Screen One and done over video, with multiple people involved Cultural (watermelon @ Gusto) interviews have a risk of being counterproductive. To be effective it should be structured, interviews have good training, and the traits assessed should be really clear AND ALIGNED with the future needs of the org. Danger of holding onto the past - what got you here, won’t get you there.  Decision After the team screen, there should be a hire / no-hire decision. Lots of organizations get hung up comparing candidates, not sure what they are looking for. You need to fill jobs with good people and KEEP MOVING. A hiring manager / hiring team which isn’t sure what they are looking for is the single largest waste of time and energy in the company-building process. Can have a calibration meeting. Maybe the recruiter supports it, but really, the hiring manager should own the decision and have the most energy around moving forward. Offer & Candidate Closing Rick’s Nuggets Reverse engineer the time to hire and set timelines for each stage Set process before you define roles Train your people on “how you hire” Gain commitment from interviewers for excellence Key Takeaways -Value: Streamline your process. Fill jobs with less time from the team. May or may not fill the role in fewer days, but can reduce total hours committed by the group from 100+ to closer to 10. Yes, this requires a bit more ownership and potentially a little more time (per candidate) from the HM, but should dramatically reduce the overall time by the team. Guest Links: LinkedIn: https://www.linkedin.com/in/bartlow/ Company: https://www.seriesbconsulting.com/ Speak On Podcasts: https://speakonpodcasts.com/andrew-bartlow/ People Leader Accelerator: https://www.peopleleaderaccelerator.com/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

Hire slow, fire fast is a motto we have all heard as startup founders. It makes logical sense but what really happens is quite the opposite. As entrepreneurs we shift into panic mode when we have a need and move quickly to fill the role. Completely missing all the evidence that this person will be a bad hire. Once the person is in the seat, the dread of having to refill a role often leads to concessions made to the detriment of the business.  Hiring Slow means investing the time to really make sure the person will be a strong hire. Therefore there should be no need to fire fast. Especially if you really understand who the person is and gain evidence of the value they add to the company.  Think of each person you hire as being worth $2 million dollars to the company. Changes your perspective, right? A lot more care and a higher talent bar would be prioritized over just “filling the seat”.  Our guest today: Joseph Fung, Founder & CEO of Uvaro A tech sales career accelerator, and of Kiite, a sales enablement platform purpose-built to provide sales teams with the information they need when they need it.  Joseph’s a repeat Founder & CEO, and with multiple successful exits, and speaks frequently on the topics of sales leadership, diversity, and corporate social responsibility. Joseph is an expert in sales, startups and building scalable culture.  Today we discuss: Our mentality around hiring sales people How to effectively attract & hire high performers  Challenge today? Hiring for software skills rather than problem solving skills No internal training- want someone who already doing what you need done Rely on stereotypes and gut Need people who can speak to a bigger variety of customers Why is this important to the company? Fix the problem, you can triple the production of 1st year sales reps 8 months to ramp, average sales rep only achieves 60% of quota Ramp in ⅓ time and drive production to 80% - Training Churn & burn kills morale  Cash costs are immense on the back end How do we solve the problem and hire the strongest people every time?  Throw out your job description Translate ideal customer to sales job description Ideal Customer Profile- go granular Choosing what & who to hire Invest in Revops & sales enablement 50:1 ratio Rep to SE is a start => move to 20:1  Mindset Treating the organization with respect Thinking is you solve the problem by hiring more people Interview Culture fit interview - “Is this someone I want to have a beer with?” not Turn it into a behavioral interview - what behaviors demonstrate values alignment Rick’s Nuggets Performance metrics are most critical component today for job descriptions today Accountability up front Understanding a person’s positioning Transactional Sale VS. Enterprise/Solutions Sale Resources available  Builder, Improver, Maintainer Uncovering the impact that has been made in their current/former position Save time, increase revenue  Key Takeaways -Value: Throw out your job description . Copying others is just propagating bad habits Stop asking people to sell like the founders - it won’t work Re-think your culture fit interviews...write behavioral questions  Guest Links LinkedIn: https://www.linkedin.com/in/josephfung/ Twitter: https://twitter.com/josephfung Instagram: https://www.instagram.com/josephfung/ Company: https://uvaro.com/ LinkedIn: https://www.linkedin.com/school/uvarolife/ Twitter: https://twitter.com/uvarolife Facebook: https://www.facebook.com/uvaro.life Instagram: https://www.instagram.com/uvaro.life/ YouTube: https://www.youtube.com/uvaro   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

“There is work that needs to be done and I just need someone good to do the work” *** sigh *** This is what we tell ourselves when we decide to hire someone. But it is so much deeper than just getting a butt in the seat!  Growth is the most important factor here. So, we must start with the end in mind to avoid making HUGE hiring mistakes!  Yes, we need to get the work done but will this person really help your company grow? And more importantly, can your company provide the growth that the person you want to hire desperately desires? Our guest today: Mike Zani, CEO of The Predictive Index. Mike Zani, the Wall Street Journal best selling author of The Science of Dream Teams, is CEO of The Predictive Index, the leader in talent optimization. Prior to The Predictive Index, Mike served as president of LEDCO, a manufacturer of rugged computer peripherals. It was at LEDCO where Mike, a customer of The Predictive Index, developed his passion for the company’s vital management tools.  An avid sailor, Mike began his career in marketing and sales with Vanguard Sailboats and was a coach for the 1996 U.S. Olympic Sailing Team. He holds a B.S. from Brown University and an MBA from Harvard. Today we discuss: Hiring for Talent optimization What is talent optimization How to hire for it Challenge today? How to you hire well within the context of time & risk What risk are you willing to take on bad hires? Systems in place to support the risk 30, 60, 90 day check ins to support  Do you just want t body in a seat Persona  A talent optimized system allows you to train & develop Need to develop the programs to support Why is this important to the company? We are 30 years behind sport in bringing analytics for hiring What is sport doing now? TA is the single most important function in the organization Need to take a maniacal approach to hiring. Fantasy league hiring takes more time than hiring to companies Data drives success Performance measurement Rick’s Nuggets Getting the right person the the bus is FAR more important than getting work done If the work is that important, hire a contractor The mistake made is the optimism of the founder Assumptions Hire on their potential (assumed), bias (assumed) & need (get it off my plate) Zero time is taken to understand what the other person desires, other than a paycheck Consider this: The cost for every bad hire is $2M How do we solve the problem?  Top of funnel strategy Clear mission Hiring brand that attracts talent Palpable culture - Strong enough that it disqualifies people Great referral strategy - cash after 6 months, Bottom of funnel strategy Hiring systems Strong assessments -behavioral , cognitive, analytics Hiring process, structured interviewing Training- especially on cultural interview aspects interviewer grading, scoring, developing Remove people who are bad interviewers Post hire Strategy Benchmarks  Performance systems - 30,60,90 day Hire for buoyancy! Rick’s Nuggets Mid Funnel Strategy The Interview Structured & timed Values aligned  Challenging Does the interview produce evidence to support the decision Is the evidence supported by the assessment? Key Takeaways -Value: Need a post-hire system!  Can take more risk  Need to have a feedback loop to add/subtract people from the interviewing process. Guest Links: LinkedIn: https://www.linkedin.com/in/mikezani/  Company: https://www.predictiveindex.com/ Twitter: https://twitter.com/predictiveindex?lang=en Facebook: https://www.facebook.com/predictiveindex/ Instagram: https://www.instagram.com/thepredictiveindex/?hl=en YouTube: https://www.youtube.com/channel/UCexehrVsBrP9SiNeBm4pY7Q   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

The first time I was fired was when I was 16 years old and working at Numero Uno Pizza. It happened really strangely, I went in to pick up my paycheck and the manager let me know that this paycheck would be my last one as I was no longer employed there.  No warning and no explanation. Bewildered, I simply walked out the door, walked across the street and was hired by their competitor.  The way in which the whole experience went down, left me feeling embarrassed & resentful.  Never again did I eat at that restaurant because of the way they made me feel.  Our guest today: Lori Torres, Founder & Former CEO of Parcel Pending  The nation’s leading provider of innovative package management solutions. Prior to Parcel Pending, Lori was SVP of property operations at The Irvine Company.  She has been recognized on multiple occasions for her leadership, including being named 2017 “Innovator of the Year” by the Orange County Business Journal and chosen as one of 13 entrepreneurs admitted into the EY Entrepreneurial Winning Women™ 2017 North America class. Lori worked to build a world class organization and is going to share her wisdom. Today we discuss: Making the difficult decision to part ways  How to fire a person in a way that leaves everyone feeling good about themselves Challenge today? When is the right time to make a change and terminate someone? Can you afford to do it, do you have the bandwidth Taking the time to really understand  Have an intervention- performance improvement plan, use to be successful Articulate to really improve the person's performance Everything possible to make sure they are successful Accountability tool &   Why is this important to the company? Benefits: often find someone better Help the person you are terminating to the world, Embrace the people management side of the business Termination is part of the evolution of the company Change needs to happen, This is the game we are playing, these are the rules, here’s how we move forward What you need at $3mil is different at $10M   Rick’s Nuggets Be proactive in your hiring Hiring for growth first - start with the end in mind “people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” - Maya Angelou How do we solve the problem?  Identify performance issues first Candid open, specific conversation Time frame to meet the expectations Check in: not meeting expectations,  Provide a performance improvement plan Whatree performance is now, when they are not meeting expectations, when we are going to convenience to review Termination Reason for termination: Labor attorney- worth the money to handle things properly Quick conversation : next step, it is not working Part ways with dignity!  Severance with a legal document release of liability & non-disparagement  Walk them out the door and wish them well Offer help to help them move forward Sample Termination Rick gets Fired! Rick’s Nuggets Really take seriously the performance metrics that were set for your people in the job description Evidence to support the hire first! Key Takeaways -Value: Really spend the time to hire correct people. It's like dating, Interview a lot When the person is not performing, invest the time to  Have non-confrontational conversations with people Guest Links: LinkedIn:  https://www.linkedin.com/in/loritorres/ Company: https://www.parcelpending.com/ Twitter: https://twitter.com/ParcelPending Facebook: https://www.facebook.com/parcelpending Instagram: https://www.instagram.com/parcelpending/ YouTube: https://www.youtube.com/channel/UCFj7yh4kDC7Jx5CDUYnar7A   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/  

Answer: Linking Corporate Values into Your Interview Questions eliminates bias I posed the question to a room of over 400 corporate executives and the results shocked me when I first asked it. Now when I ask the question, the results just make me …. Sad. “Please raise your hand if you have had any formal interview training at any time in your career, other than what not to say in an interview”.  Three hands were raised. 3 out of over 400 people!  And we wonder why hiring is “hard”. Guess what, It is not so hard for companies like Amazon who, from the beginning, have structured and trained their people HOW to effectively interview people. This is why they have always been a talent magnet, and not because they pay well.  3 out of 400 people! This was a major a-ha moment for me and it should be one for you!  Imagine the impact your company will have on this planet when you and your people get really good at hiring. Today we discuss: The importance of linking values to interviewing How to set up and execute a values driven interview Challenge today? Talk about bias elimination  cannot happen until interview questions are designed to extract evidence The content of the interview cannot be left up to chance The fate of each interviewee is determined in the first 15 minutes at most. Sometimes in the first 5 minutes….. All based on bias  51% chance that your decision is wrong Unchallenging, unimpressive interviews only attract people who are there for the paycheck Talented people (A-players, change makers & high performers) do NOT want to work for yahoos!  Informal, unstructured & unprepared interviews make you look like a yahoo. Offer turn downs are at an all time high Why is this important to the company? One word: AMAZON Leadership principles (company values) are what drives decision making  Customer Obsession Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Hire and Develop the Best Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. https://www.amazon.jobs/en/principles Talent is drawn toward excellence How do we implement values driven interviewing?  Clearly write down your company values Founders- this is you & your values  As you ad people, reassess at least bi annual- especially before hiring ANYONE   Develop Values Clear definition of what the values means to the company What attributes characterize each value Measurables (how does a person live the value in their day to day life? Sample exercise Value #1 Dignity Definition: Treating yourself and others with respect & courtesy Attributes: CEO Co-founder Dept Head acceptance Self-respect self-confidence Non judgemental equality Respect for others Self esteem- elevation decency Stands tall empowered   Treat as equals   Measurables: *** Empowering others *** Respect for others *** Non-Judgemental Build interview Question Library Behavioral questions designed to bring evidence of how people “show up” "Tell me about a time...." or “Describe a time when….” or “Outline a time where….” or  "Give me an example of..."  Questions must be Indirect & not obvious to the interviewee  Evidence to support Attributes  Support / follow up question flow Value #1 Dignity  Attributes:  *** Empowering others  *** Respect for others  *** Non-Judgmental  Tell me about a time you helped elevate the performance of one of your teammates (Empowering Others)  How did you learn of the issue?  What were the events that led to this performance being important to you?  How much time do you dedicate to the cause?  How do you feel you could make more of a difference?  What makes this important to you?   What was the outcome?  Give me an example of a time you stood up for a person you didn't know (Respect)  What steps did you take?  How did this affect the other person?  What made this action important to you?  Describe a really uncomfortable work situation that needed to be addressed that was personal to the other person? (Non-Judgmental)  What were you asked to do?  How did it make you feel?  Reinforcement & Training Live your values Make it a language by which decisions are made (like Amazon) Teach everyone who interviews, how to extract evidence Capture data - training & compliance purposes  Key Takeaways -Value: Invest the time to build out your corporate values - the Payoff will be HUGE  Take the next step and connect them to your interviewing Train your people! Part of their job is to other high performers so give them the tools to do so Rick's Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Company: https://www.stridesearch.com/ Podcast: https://www.stridesearch.com/hire-power-radio Book:https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

You are at the point in your business where the company is ready to hire the first person to head up a department (i.e.: sales, marketing, engineering). You are excited and terrified at the same time. You’re thinking “I have to get this right”... and you are right, you do! How do you evaluate a person with an area of expertise that you are NOT familiar with?  The answer, my friends, is being prepared, digging deep and really listening! Step outside of your first impression and be aware of your tendency of confirmation bias.  Shift your focus on gathering concrete evidence and the outcome will be the correct decision every time.  Our guest today: Liam Rose, Founder of Catalina Seven Ventures. Liam is the founder of Catalina Seven Ventures, a Southern California consumer software startup. Before forming C7V, he managed the sales team for an Orange County-based entertainment startup. As a result of his own challenges trying to juggle health, academic obligations, and personal relationships while attending the University of Richmond, Liam created a new approach to life scheduling built to enable better balance. During his time at the Robins School of Business, he was selected as a 2019 Innovator Under 25. Catalina Seven Ventures' first product, HORUS Life Schedule, is now available for Beta testing on iOS and Android (access available through the company website)."  Today we discuss: How to effectively make your first departmental hire Challenge today? Hiring the first person within a department How do you make that hire How do we know if the person is good What's the barometer  First tech person, marketing, HR or finance person How do you know if the person is the best person do the job at the current stage Culture & environment fit Metrics & deliverables How well they can make the connections between metrics and the outcome Why is this important to the company? They will be the departmental cultural lead Top quality people hiring more top quality people The greatest impression people get is from the interview process itself Set the tone on how you are going to manage the person based on the interview process itself Improved interview process results in a higher level of talent  Demonstrates the ability to understand the individual Ignorance of the process Rick’s Nuggets Every hire is critical at every stage of your start up! Hire slow, fire slower-er-er Firing fast is negligence & kills culture (reduces trust, increases anxiety) Cult creation- Steve Newcomb (https://medium.com/cult-creation/cult-creation-a44303564f21) Firing fast “kills innovation, ownership and trust”  How do we solve the problem?  Signaling - feel a unique attraction to our company  Job Advertisement Distributed via word of mouth/referrals first  The step beyond who we are. Bold- unapologetically ourselves Demonstration of understanding  Interview process Realistic expectations Show that people can succeed Difficult but not impossible Show professional empathy What is going to make you most happy?  What does the individual want? Communication preference, invest in every core operation of the company Calling the Hotline Advisor de-risk Outside influence to identify the obvious  Rick’s Nuggets Prepare yourself by adopting process, engage in interview training & experience  Process: must have a flow and timing- Start on time, end on time Discovery call (45 minutes) Interview #1 Cultural (60 minutes)  Deeply tied to corporate values/principles/culture Interview #2 Working Session - judge skills (60 minutes - ½ day)  Live example of how we work together, problem solve, communicate  Interview Training Behavioral interviews produce EVIDENCE to uncover the TRUTH Assign interview questions to the individual interviewers Prepare the candidate for what to expect Experience (not yours, theirs) A-players are attracted to excellence Leave everyone feeling good about their time investment  Key Takeaways -Value: Their language, not your language  Gets you the people you want rather than the people you can get Use experience to de risk: everyone in your network. What you should avoid with absolute certainty Guest Links: LinkedIn: https://www.linkedin.com/in/liamwrose/ Company: http://catalina7ventures.com/ Twitter: https://twitter.com/c7vinc Instagram: https://www.instagram.com/catalina7ventures/   This show is proudly sponsored by Criteria Corp: https://www.criteriacorp.com/

The key to retention is growth. With looming fears of “the great resignation” company’s are unsure as to how to structure the organization. Forcing a state of flux that is not healthy for the business.  The poles tell us that at least 40% of people will quit if forced to go back into the office full time. Will your company have a mass exodus? If you have not put your people first…. Most likely. Companies who have been fostering personal & professional growth through leadership will experience far less separation because they have put their people in front of the transaction.  Our guest today: Sam Caucci , Founder & CEO of 1Huddle A workforce tech company that upskills, trains, and motivates employees through science-backed, quick-burst mobile games.  Sam founded 1Huddle on the belief that every worker deserves access to the job training, support, and coaching needed to win on the job. Put simply, 1Huddle is making training more fun, effective, and accessible for the entire workforce. Sam is also the author of the #1 bestseller, Not Our Job: How College has Destroyed a Generation of Workers and How to Fix it. Sam is an expert in workforce engagement and development.  Today we discuss: Why struggle based learning is the key to retention How to build learning into your culture Challenge today? Training Do unto others as it was done to you Struggle is important to learning Leverage technology to increase outcomes Why is this important to the company? Middle management job function is more important than ever How do we arm them to be better coaches to the front line 55% of workers are Millennials & GenZ They like structure Coaching up and development  Struggle based learning  Game based learning 45% faster! “Make it Stick” -Peter Brown "It's the Manager” Only 15% or workers are engaged (before pandemic)- Gallop #1 driver to engagement is having a coach  How do we solve the problem?  Struggle based learning Content Audit What do you have now? Gaps - Where are the business problems? Finding content: buy vs. build Selecting Technology (learning management system) Accessibility, Outcomes & Authoring What kind of staff is required to manage it Wrap learning in a game format Mobile first 52 week calendar (never ending game) Continual development Up-skilling (stop siloing workers) Reskill & re-onboard Key Takeaways -Value: Workforce technology is making it easy to more effectively onboard every worker from frontline to full time Effective skill building and retention requires struggle Managers need better tools and strategies to onboard, develop and engage workers. Guest Links: Sam Caucci: LinkedIn: https://www.linkedin.com/in/samcaucci/ Twitter: https://twitter.com/samcaucci Company: 1Huddle: https://1huddle.co/  Twitter: https://twitter.com/1huddle Facebook: https://www.facebook.com/1huddle/  Instagram:  https://www.instagram.com/1huddle/ YouTube: https://www.youtube.com/user/SalesHuddleAcademy Author of the #1 bestseller: Not Our Job: How College has Destroyed a Generation of Workers and How to Fix it (Amazon)   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

Join Rick Girard on Higher Power Radio as he discusses crucial strategies for empowering hiring techniques with Charles Eide, founder and CEO of EideCom, to land the most desirable talent. In this episode, Charles shares his journey of scaling his business and the pivotal hiring decisions that propelled his company towards massive success. Discover how to identify what your business really needs, delegate effectively, and invest in people to foster sustainable growth. Learn from Charles' experience in leadership, innovation, and building a strong company culture. A must-watch for entrepreneurs looking to elevate their hiring practices and achieve breakthrough growth. 00:00 Introduction to Higher Power Radio 00:14 The Founder’s Dilemma: Scaling Beyond Sales 01:09 Guest Introduction: Charles Eide 02:03 Charles Eide’s Journey: From Sales to Leadership 04:00 The Turning Point: Hiring a Chief Revenue Officer 07:13 The Impact of Hiring the Right Leader 11:49 The Role of Mentorship and Peer Groups 17:46 Building a Mission-Driven Company Culture 21:15 Key Takeaways and Final Thoughts 22:22 Closing Remarks and Contact Information Charles on LinkedIn - https://www.linkedin.com/in/charleseide/ Host Links: LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Podcast: https://pod.link/1267738283 Book: Healing Career Wounds (Amazon) https://www.amazon.com/Healing-Career-Wounds-Ridiculously-Successful/dp/173580360X/ Powered by Intertru - https://intertru.ai/

We can all agree that running a remote business has become very challenging from both a cultural and productivity perspective. If anything the past year and a half has taught us, it is that paying attention to the needs of our people is really hard. Especially when they are remote.  So how do we progress through this challenge and continue to grow?....Take on a social mission.  We have all heard the term “givers gain”. When your culture merges with cause, it propagates purpose. And, a shared purpose attracts value-aligned people and elevates company performance.   Our guest today: Brian Roland, Founder & Chairman of Abenity Brian is a social entrepreneur and Founder of Abenity, the 6x Inc. 5000 company that’s powering corporate perks for top brands like U.S. Bank and Mastercard. Abenity recently exceeded $1 million dollars of total giving! Brian lives in Scottsdale, Arizona with his family and enjoys roasting coffee, flying drones, and helping impact-driven entrepreneurs establish a social mission of their own. He has built a fully remote, purpose driven organization that absolutely crushes it! Today we discuss: Why cause brings purpose to your company How to build a social mission Why don't we build cause into our companies from the beginning? Launched into remote work with a false positive Shared purpose needs to be outside your brand Fighting for is more powerful than fighting against People become lost on an island without purpose People need something bigger than their day to day routine to stay healthy Hybrid is dangerous… either all remote or onsite…. Can create a resentment culture Why is this important to the company? Process of navigating back from fully remote work Still very uncertainty Doing what is best for your work routine will breed resentment with my employees What mix is correct?  Potential pitfalls in onsite, remote, hybrid Culture is what needs to be fought for above everything else Rick’s Nuggets The more structure you have in your company early on, the easier it is to attract the Strongest/value-aligned people to the company.  High performers are attracted to excellence, not ego.  Excellence is structure How do we solve the problem?  Impact plan Define your giving model Put profits towards a cause Give from savings - what you save in rent Flat fee, percentage, 1 for 1  Create a social mission statement Use this template to build a Social Mission Statement: Here's a template that you may find useful for your social mission statement: [your belief statement here],  and that's why we [summary of your impact plan here].  With this commitment, we're communicating a powerful message, [your purpose statement here, why you care about your cause]. Here's our Social Mission statement at Abenity: Perks are about people and that's why we sponsor children living in extreme poverty with the programs we deliver.  With this commitment, we're communicating a powerful message, that whether you're an employee at a Fortune 500 Company, or an orphan in the developing world, you are valuable, what you do matters, and you can make a difference. Share your impact story Publish an impact report (https://prks.co/Impact)  Market the social mission Brand differentiation Everywhere you are comfortable Setting up accountability Who are you inviting in? Invite the team to hold everyone (including you) accountable  Board, investors, cpa, and/or staff  Identify blockers Anything that is holding back Debt Growth commitments Must overcome before you can embark on the mission  “Once we achieve this as a team, then we start our mission of giving”  Do what you said you would do! Rick’s Nuggets Define the values that align with your cause Understand that  Key Takeaways -Value: Just show up Download the Impact Report to start your Social Mission Guest Links: To download the 5-Step Impact Plan, text “Impact” to (615) 802-6853 For more on creating a 5-Step Impact Plan, read “5 Steps to Maximize Your Business Impact” https://www.brianroland.com/single-post/5-steps-to-maximize-your-business-impact  For some inspiration, check out Abenity’s Impact Report to see how they’ve funded over a million dollars of direct giving at https://prks.co/Impact To set a perks program for your group, visit Abenity.com and use code “HirePower150” to save $150 off your first month’s services. Brian Roland: LinkedIn  Company: Abenity  Twitter  Facebook  YouTube   This show is proudly sponsored by Criteria Crop

It is time to change our mindset on how to really attract and hire the strongest people. The answer is not having the  greatest recruiters or tools. It is not about having strong “employer branding” or compensation plans. The answer is really simple... It is about gathering the evidence in the interview to support the decision without assumptions & bias.  Leadership drives hiring , not recruiting or HR.  Mic drop moment: There are two critical components to your people function. Recruiting & Hiring. Recruiting is run by, well, recruiters and Hiring is run by hiring managers, executives & founders.  To land the strongest people for your organization both functions must have structure, synergy and adequate training to be successful.  Our guest today: Brian Breth, Riot games alumni & former VP of Talent Acquisition at Fair Brian is a talent acquisition leader and US Marine Corps veteran with 20 years of experience forging, adapting, and applying best practices to complex business challenges in recruiting. He has a proven track record as an entrepreneurial leader whose ability to align teams, enact change, and build sustainable frameworks enables businesses to attract top talent and become more efficient, productive, and competitive. Specialties: Global talent acquisition strategy and operations, leadership coaching and development, team-building and communication, process development and implementation, networking. Brian was responsible for scaling Rubicon Project from 200 to almost 800 people in two years. Today we discuss: Why Quality is more important when you scale How to scale without sacrificing quality Challenge today? Scaling quickly without sacrificing quality Mindset Lets get people as fast as we can Competing for talent Finding the best people Not clear into what the values are then translating it to others Managing the expectations of investors Growth at whatever cost is dangerous Why is this important to the company? A startups evolution  Culture is the most important element for founders Desire for culture conflicts with the investors desires for rapid growth To become a competitor you NEED the best people Rick’s Nuggets Understanding what you are up against today Flip the funnel upside down Work referrals at scale How do we solve the problem?  Acquisition  Understand that hiring people needs to be understood by leadership A commitment from leadership Cannot just set it & forget it Just as important as your new product pipeline Alignment at the executive level as to where and how they want to compete for talent Realistic on what you can pay Value prop - speaking to what is important to the person from a more intrinsic value.  What’s important to me? Build out the people function   Retention Invest internally to retain them Value - a future to live into People leave because they no longer see a future for themselves Develop leader to provide the future for each team member Rick’s Nuggets Understand each individual’s pain, desire & impact Invest in the discovery call! 45 minutes saves hours in the long run Crucial checkpoint Key Takeaways -Value: Founders look at what you are investing in your people function What you invest in talent acquisition you should be investing into leadership training to get them really good at hiring Guest Links: Brian Breth: LinkedIn  Website: Riot Games   Fair   TechRecruit Conference    This show is proudly sponsored by Criteria Crop

Have you ever thought to yourself “If we only could have paid a bit more money, we would have landed the A-player we really needed to hire”? If so, you would be wrong.  We often assume that money is the main reason for the turn down but in reality, it is our inability to demonstrate how our opportunity brings purpose to the individual. It is no longer a time where good people will sacrifice career satisfaction for a paycheck.  The balance of power has shifted and the mindset has changed. One thing we have learned from the pandemic is that purpose trumps the paycheck for almost everyone worth hiring.   Our guest today: Lorna Borenstein, Founder & CEO of Grokker. The social health and wellbeing network that helps employees at global enterprises to move more, sleep better, eat more healthily and reduce financial stress. Her new book, It’s Personal: The Business Case for Caring, thoughtfully examines the Human Connection Movement™ in the workplace, which is fueled by a growing desire among employees to feel more connected to one another and as a result, better connected to their jobs.  Lorna’s expertise has been featured in top tier publications including Bloomberg, Fortune, and Entrepreneur. As a sought after speaker and panel moderator at leading industry conferences, Lorna presents on the current state of workplace wellbeing and engagement.  Lorna is a member of Forbes Human Resources Council and a frequent contributing author. Today we discuss: The importance of Purpose as today’s main currency How to unearth purpose in the hiring process & beyond  Challenge today? Insides match your outside Create a high performance culture Connect mission vision & culture To drive results to not move away from humans but toward it Cost of not caring is the failure of your business Creating a safe place to be (psychological safety)  Why is this important to the company? To keep your people you need to treat them with empathy Silent revolution (they will just walk out) People do not want to feel alone (feel like they are part of the tribe) Companies on the fortune best places outperform the s&p 500 by 2:1 40% of employees report that managers have not asked them how they are doing through the pandemic Appreciation & interest as a person translates to a 7x increase in innovation  61% of employees will take a lower salary for better benefits Empathy is the new company sexy Rick’s Nuggets If your understanding the person then you are transactional, and deserve to lose  Selling, pitching, focusing on compensation Understand a person’s career wounds first “What’s happening in your current role that has you open to hearing about something potentially stronger?”  How do we solve the problem?  State your commitment I'm committed to you and here's what I am going to do  Living values inside & outside the office People need to feel safe and valued (psychological safety)  Link their needs what you are going to deliver Listen & accommodate   Coping accommodation -  digging into tactical solutions Create personal/ family time Survey on policies and adjust   Provide tools Digital tools to support healthy lifestyle On demand on phones Incentives for programs  Rick’s Nuggets Structure first! Build your interview process around your company VALUES Take advantage of the “discovery call” to build trust Understand everyone’s pain, desire, & impact Ensures people will show up for your interview Key Takeaways -Value: 3 tiered stratification model  What did you sacrifice that may have damaged your culture What is your competition doing? Transformational thinking Guest Links: Lorna's Book: It’s Personal: The Business Case for Caring, thoughtfully examines the Human Connection Movement™ Lorna Borenstein: LinkedIn   Twitter Company: Grokker  Facebook  Twitter  Instagram  YouTube   This show is proudly sponsored by Criteria Crop 

As Entrepreneurs, we are constantly striving to get in front of the challenges we have. However we often seem to be in a constant state of fighting fires.  So now we are at a precipice where technology tools can alleviate this pain but we must first invest the time in training & understand how to best position ourselves and our teams to innovate successfully.  Let’s start to think about our human resources differently in a mind shift away from our desires to the personal & professional development of our employees. Thinking bigger attracts A-players! This fuels innovation. Our guest today: Patrick Schwerdtfeger, Business Futurist and Keynote Speaker  Patrick specializes in technology trends including big data, artificial intelligence, Fintech and blockchain. He’s the author of “Pandemic, Inc.: 8 Forces Driving Business Failure or Fortune in the Post-COVID-19 Economy” as well as five other books, and has lectured at numerous academic institutions including Purdue and Stanford Universities.  Patrick is also a regular speaker for Bloomberg TV, founder of Trend Mastery Inc., and host of the Strategic Business Insights video blog (with over 28,000 subscribers and six million views on YouTube). Patrick has spoken about business trends, technology and digital marketing at hundreds of conferences all around the world. Today we discuss: How to think bigger to attract stronger talent Challenge today? Companies are not adopting technology fast enough Companies always feel like they’re “behind” with respect to technology How can companies leverage HR to accelerate technology adoption? Jobs of the future: (1) communication skills & (2) creative problem solving Thinking about your human resources differently Stop thinking bottom up NEW: How can companies attract top talent NEW: Millennials are “lazy, apathetic, and entitled” but they CAN be inspired NEW: Inspire your employees, customers, and competitors (good source) Why is this important to the company? Being innovative fuels growth Rick’s Nuggets Define your company’s purpose & cause  Utilize Talent from competitor - adjacent companies Present Innovative technologies How do we solve the problem?  #1: Identify staff who are excited to learn and use software more extensively #2: Leverage enterprise software and get more training for your staff #3: Understand that technology propagates SMB through enterprise software #4: Break down tasks into (1) manual & (2) cognitive #5: Break each category down into (1) manual & (2) cognitive #6: Soft repetitive tasks by their level of complexity #7: Understand that “Innovation = Budgeting Failure” #8: Protecting high-gross margin products to FUND innovation #9: FAIL as fast and as cheaply as possible (test new ideas cheaply) NEW: think bigger about your business NEW: not 10% bigger, but 10x bigger Rick’s Nuggets Train your people  - Have an active training program that promotes learning, innovation, new technologies - good for retention Elevate top-down thinking Key Takeaways -Value: #1: EVERYONE thinks they’re behind. #2: think more strategically, and you’ll catch up quickly. Guest Links: Patrick's Book: Pandemic, Inc.: 8 Forces Driving Business Failure or Fortune in the Post-COVID-19 Economy (Amazon) Patrick Schwerdtfeger: Patrick Schwerdtfeger  Facebook  Twitter    This show is proudly sponsored by Criteria Crop

Listening is the most critical interview tool you have. Not listening to respond (which we all do) but listening to understand.  Think of the interview as an opportunity to gather evidence to support your decision and when you understand a person’s pain & desire first, you can accurately position your opportunity as the answer to their problems.  Why do you need to understand the person before you hire them? Isn’t it enough that you know that they have the skills that are needed?  Because not understanding the values of the individual is what ultimately results in bad hiring decisions.  Our guest today: Casey Welch, Co-Founder & CEO of Tallo. A digital platform and app that connects 1.3 million+ students and professionals to opportunities offered by colleges, companies, and organizations. Since its inception, Tallo has pioneered early talent engagement, facilitating career discovery and guidance for a diverse talent pool.  Under Casey’s leadership, Tallo serves as a virtual ecosystem leveling the playing field for all students and job seekers, regardless of traditional geographic and economic barriers. Casey is a leading expert on Generation Z in higher education and the workforce, and his insights have been featured in Forbes, FastCompany, ZDNet, and SHRM.  Today we discuss: The importance of proper positioning when hiring How to build understanding into your interview process Challenge today? (Reactive hiring and approach to talent) People want to find careers that are purposeful After more than a year of grinding stress, workers are increasingly looking to find new jobs. In fact, according to research by Monster, 95% of workers are thinking about finding a new job, and 92% would consider switching industries for a new position. Gen Z agrees with this overall sentiment. According to Tallo’s recent survey of over 1000+ Gen Z individuals, 69% of Gen Z said over the past year it's become more important to find a job that is personally fulfilling. Products that will help people, change peoples lives Gen Z wants a career that brings them purpose and meaning, not just a job. They also want to make a social impact with their career, not just work the 9-5. Tallo data found that one of the three most important factors for Gen Z when thinking about their future work environment includes making an impact socially and economically (47%) In order to attract members of Gen Z, employers need to show prospective new employees will bring a positive change from a social and economic standpoint. This is an opposite mindset from their predecessors Millennials, who focused more on company name recognition Finding the workforce that is going to stay The top three most important factors for Gen Z when thinking about their current or future work environment include: Having a fair and ethical boss (72%) The ability to be heard (61%)  Making an impact socially and economically (47%) Hybrid work environments are key: 63% of Gen Z is interested in working in a hybrid setting, while 27% want to work in the office full time and 8% want to work remotely full time. Pandemic changed people's views More than one out of every three Gen Zers reported in a Tallo survey that they are reconsidering their career choice due to certain industries being negatively impacted by the COVID-19 pandemic. Culture & environment are far more important The three biggest factors that motivate Gen Z to take a job include salary (78%) interest in work (70%) and work life balance (58%).  Addressing social issues + diversity equity and inclusion in the workplace is vital. Tallo data found that Gen Z listed the following as the most important DEI initiatives they look for in an employer:  Women in leadership (59%)  Training and discussions (58%)  People of color in leadership positions (53%) Why is this important to the company? Understanding what the modern employees wants and needs are, and then meeting those needs is critical to improve retention and reduce turnover.  People are leaving their companies faster than the employers can fill, which is why there’s a high demand for jobs but no supply of experienced candidates. In order to fill these positions, employers must begin a double-pronged approach of employee retention and employee outreach – and focus their efforts on Gen Z. When asked about future workplace settings, only 8% of Gen Z want to be fully remote. 63% want hybrid and 27% would want to be in the office full time Rick’s Nuggets Understanding leads to truth Every person has a different set of values Evidence eliminates  Assumptions Bias How do we solve the problem? (Creating a proactive approach and system to hiring) Mindshift  Away from transactional relationship (Two people can want to get married, doesn’t mean they want to get married to each other) Care more about experience and about people Using tools for measurement Purpose & Meaning - what they like and want to do Skills - What they CAN do A focus on reskilling, upskilling and learning & development (L&D) opportunities:  Employers need to provide all their employees with new and innovative ways to reskill and upskill – especially when it comes to soft skills.  74% of Gen Z think soft skills (such as critical thinking, analysis, problem solving, leadership, and communication) are more critical for success in our current economy.  Some different L&D opportunities employers can explore include: Technical (science, technology, engineering, software development, and design); Leadership (communication, management, and critical thinking); Learning new languages; and  Agile (collaboration, user experience, experimentation, and continuous learning). Rick’s Nuggets Mindset : who are you really? Blind conversations are the most fruitful & eliminate bias Interview questions that surface value alignment Behavioral Interview that is tied to values! Key Takeaways -Value: Employers must place a heightened focus on recruiting the next generation of leaders into the workplace: Gen Z The most important factors to drives people to come work for you include considering a hybrid work environment, addressing and emphasizing the important of diversity, equity and inclusion in the workplace and providing a means for employees to reskill + upskill  Employers must fully understand what today’s modern employee wants – from salary to benefits to work environment – and meet those expectations Guest Links: Casey Welch: LinkedIn Company: Tallo  Facebook  Twitter  Instagram   This show is proudly sponsored by Criteria Crop  

Do you have a target list of the people you desire to hire? It is easy to plan the roles you need to hire but the “who” is what matters most.  A very simple hack is to just create a spreadsheet and every time you hear of someone good, add them to your list.  Now here is the important part… reach out and seek to understand. Simply reaching out and listening to their desires is all it takes to attract a well positioned player for your company.  Our guest today: Eric Dahan, Co-Founder & CEO of Open Influence A premiere influencer marketing company with clients that include Disney, Google, Amazon, Facebook, and Under Armour, among others. The company is also a leader in Machine Learning and Artificial Intelligence within the ad industry thanks to its predictive analytics tools and entire influencer taxonomy, which contains over 10B data points. Eric is a Forbes 30 Under 30 recipient and Inc. 30 Under 30 honoree. Eric has hired over 100 people for Open Influence and has a strong proactive program in place. Today we discuss: Why you should always be interviewing How to run a proactive hiring campaign Challenge today? (Reactive hiring and approach to talent) Cascade risk of people getting burned out and demoralized Takes time to train new people An ounce of prevention  Avoiding the “oh shit” moments Why is this important to the company? From a p&l standpoint, building a more lucrative  business Retaining the best and brightest that they have worked so hard to to build up Attracting, building, training and elevating the best people Rick’s Nuggets People are harder than ever to attract Building a passive talent pipeline allows you to constantly raise productivity How do we solve the problem? (Creating a proactive approach and system to hiring) Planning This is the structure Getting the team to buy in The why Accomplish more by delegating Create a strong feeder of young candidates In network referrals Inbound, through website Industry niche focused Building relationships with professors in college Elevate and create a management layer Empower managers to Giving a bit more time to go out and find people Budget for strong hires Role creation for strong talent Elevating from within Hired HR director to help with recruiting and building out better processes A lot of time saved with onboarding Point person for planning & vetting  Rick’s Nuggets Dedicate 1 hour a week to talent development (first 20) Adopt a policy of opportunistic relationship building  ie: hackathons, hosting events Understand the person’s pain & desire Start interviewing 2 months prior the role becoming available Value alignment is key!  Judge on values, not skills  Key Takeaways -Value: Think about the ideal structure and what is going to make you scale. What is the break point? How do you make sure you bring it to life? Think of hiring as something that you will always have to do To really scale, make hiring continuous Guest Links: Eric Dahan: LinkedIn Company: Open Influence  Facebook  Twitter  Instagram  YouTube   This show is proudly sponsored by Criteria Crop  

Knowing at least one attribute that is shared by everyone in the organization is critical to nail down before you start hiring. This one thing becomes the cornerstone of your corporate values which shapes the company culture, attracts the right people and fuels growth.  Ask yourself, what is the one trait that is critical to the organization? Write it down, start talking about it and encourage it to grow.  Allow it to be the compass by which you will evaluate the right fit. Our guest today: Beerud Sheth, Co-Founder & CEO of Gupshup Gupshup is the global leader in cloud messaging and conversational experiences. He previously founded and led Elance (now Upwork, a publicly listed company), the pioneer of online freelancing and the gig economy. Beerud has built world class organizations and hired hundreds of talented people throughout his career.  Today we discuss: Minimizing the difficulty in hiring the right people How to identify your one thing to enable you to make the right hiring decision Challenge today in finding & hiring the strongest people?  Putting the jigsaw puzzle together The right set of people Hyper growth  don't rush into the hire Make due with what you have, be opportunistic Collaborative Negotiation Why is this important to the company? Very jr, part time roles were able to demonstrate grit & hunger and have evolved to very senior roles in the organization People who get stuff done Rick’s Nuggets It starts with leadership! What is your most crucial attribute Define it Live it How do we solve the problem? Find Highly flexible people Goal oriented Sense of humor; not take themselves too seriously Missionaries, not mercenaries How they negotiate is key Right people, right seat Give broad opportunities *collaborative negotiation is key Constructive conflict resolution Teamwork is all about negotiation Empower them within the role Expand the scope of the opportunity Personalities aside Flexibility, teamwork, focus on the big picture Rick’s Nuggets Referral network Content Evaluate people for Value Alignment Do they live your value?? Key Takeaways -Value: Business requires flexibility Collaborative Negotiation enables flexible execution and innovation Flexible teams win Guest Links: Beerud Sheth: LinkedIn  Company: Gupshup  Facebook  Twitter   This show is proudly sponsored by Criteria Crop

Are you considering hiring a team of experts offshore?  We all know that this option can give you a lot more bang for your buck. But does it really? The communication challenges, cultural differences and time variations may prove too much to manage for some entrepreneurs.  It’s important to consider this as an option only when the organization has the tools & structure to support successful communication of expectations. When aligned with company values, these hires can bring the added diversity that is needed to fuel innovation. Our guest today: Eris Verne, Founder of AIfinder. Eris started programming at the age of 14. While in college he started an algorithm based company which solved the problem of internet filtering called APKN. The company was acquired two years later.  After the exit of APKN, Eris discovered a flaw within a multidisciplinary field which intersects marketing, data, and behavioral analysis. So he founded Alfinder to be the most flexible behavioral data analysis solution, enabling industry leaders to predict market behaviors and learn audiences.  He currently leads a team of 11 talented offshore employees who have been extraordinary since day one. Today we discuss: Why to hire offshore talent How to effectively acquire the right teams for your company Challenge today?  Big risk to hire local Costs Commitments, legal issues Locating people for technical roles very difficult Taking a big gamble  Problems faced: Knowing what to do with the offshore team Cultural alignment   Quality Need a technical person to manage Why is this important to the company? Frees your time to hand off work Offshore are in their own habitat - only need one person here to project manage Must be a technical founder!  Rick’s Nuggets Communication is the biggest hurdle Contracting makes sense How do we hire offshore talent effectively? First Determine what you need  It’s best to find a technical person to assist you with this  Do not hire individuals! Hire through an agency Identify an agency  They might not be technical people themselves so make sure they understand your needs. Agencies usually have a way of tracking their candidates, ask as many questions as needed to understand the details of how the do so  The agency you choose should be ok with you changing, adding and removing candidates from your team regularly Don’t fall into the trap of letting them handle your team and get your own project manager Interview & Hire  Feel free to set up your interview as you would normally Understand candidates backgrounds and challenge them with technical questions Make sure there is NOT a language barrier or move on Do not spend days on hiring and going through 5 interviews with a candidate Hire Fast, Fire Faster! Set everything straight Try not to share internal news with them And don’t expect them to learn a new technology while working for you After you find fit candidates for your needs, try to work with them on a technical level only Monitor their everyday work Set the bar as you would normally Key Takeaways -Value: If you’re not a technical founder make sure you to have a technical person on your team Focus on the people who benefit from your software/solution rather than the people who are making it Hire Fast, Fire Faster Guest Links: Eris Verne: LinkedIn  Company: Alfinder  Facebook  Instagram   This show is proudly sponsored by Criteria Crop  

People do not want to go into the office on a daily basis anymore!  In fact, the last search we completed had an overwhelming number of people that would only be interested in a hybrid or fully remote work situation. Quality of life has become far more important to people than the paycheck.  We have all had to pivot in the past year but we really should embrace & capitalize on the opportunity that has been presented to us. That opportunity is the ability to raise the bar of talent within your company that is outside your geographical locale.  Our guest today: Nick Iovacchini, Co-Founder & CEO of Kettlespace. Nick Iovacchini is a serial founder with a proven track record of building successful ventures across a wide range of industries. Companies founded by Nick have grossed $70MM+ in revenue, sold 10MM+ consumer products, and provided hospitality to 1MM+ patrons. Nick is currently a co-founder of KettleSpace, a company enabling smart hybrid work solutions with software, workspaces, and expertise. In his role as CEO at KettleSpace, Nick oversees product, operations, and growth. Today we discuss: Why the hybrid model is here to stay How to run an effective hybrid hiring model Challenge today?  Gen Z- values freedom People enjoying the upside to working from home 40% of workers will quit if they have to go back Operationalize hybrid & gather the right data to know if it is working Why is this important to the company? Value talent- talent concern Power dynamics between worker and boss have changed Worker is in a stronger position of negotiation Apple revolt-  Global shakeup Rick’s Nuggets Target the strongest people -nation wide How do we solve the problem? Gather task force of people HR, c suite,  Look at new paradigm Employee input Establish KPI’s, Objectives & Steps to take (# days in the office) Success Metrics -- Engagement & Productivity Measurements General “Direction” for Hybrid - 50/50 vs 3 days a week vs. self-select all remote, all in-office, hybrid Set timelines  Plan for Change Management / Communications Operationalize Tooling Decisions / policies Implementation Data Collection /  Monitor and iterate Rick’s Nuggets Target hiring: cross industry/competitors Personal contact information Performance metrics for each role- 90, 180 days Run HireOS Key Takeaways -Value: According to McKinsey 90% of companies plan to be hybrid, but nearly 70% don’t have a plan or the tooling yet to implement it -- need to move towards solutions The key is accepting the fact that this environment will be changing, need to adopt a test/learn approach -- plan for adaptation Whether you are early or late to the hybrid party, at the end of the day this is what the talent wants and over time the majority of the workforce will demand -- early adopters will have advantages to retaining and attracting top talent Links Nick Iovacchini: LinkedIn  Company:  Kettlespace  Facebook  Instagram  Twitter  YouTube   This show is proudly sponsored by Criteria Crop

You don’t need to see 50 or even 10 candidates to make a hire. You only need to see 1.  Why do we feel like we need to see a lot of people to “compare & contrast” before making a decision? Because we have been conditioned to window shop to ensure we are getting the best “deal”. But this is a transactional mindset which causes us to hire too fast with zero evidence to support the decision.  Resulting in bad hires! Let’s change your perspective...  Start by flipping your funnel. Focus on the channels that produce the strongest hiring results. Referral Network, Warm Recruits, and then supplement with applicants.  Relationships, not money, are what drive people in today’s hiring landscape.  Our guest today: Kate DeWald, Founder & CEO of OnCue. Kate DeWald is CEO and founder of Oncue, the leading software and booking service for the moving industry. Launched in 2018, Oncue helps moving companies increase their revenue by as much as 400%, year over year, by automating many of their manual processes and enabling them to devote more time towards business growth and longevity. Prior to leading Oncue, Kate served in go-to-market roles to drive growth at industry-leading SaaS companies, including SuccessFactors and ServiceMax. Today we discuss: Why hiring is a long term play How to gain access to high quality people  Challenge today?  Filling the top of the funnel with high quality people  Leadership roles Funnel: either too many (unqualified) or too few Making sure the candidate experience is stellar Why is this important to the company? Time wasting Want to find the people that are going to be best in the business Find the people that are aligned on mission, vision and values Rick’s Nuggets Reactive hiring results in “oh shit” hires How do we solve the problem? Funnel: linkedin recruiting, cold outreach, recruiter Hire expert/subject matter expertise recruiting  Write content: be authentic and write about what it’s truly like to work at your company Unbias interview process- doesn’t matter where the candidate comes from Training leaders Reviewing questions prior to the interview Play the long game - interview and connect with people before you have the roles available, help out others where you can, it’s about creating long lasting relationships with people Rick’s Nuggets Referrals first: “Who have you worked with that was a strong performer in the organization?” Recruits: cross industry performers, competitors-  Key Takeaways -Value: Spend more time than you think you need on recruiting  Be authentic in your hiring process- if you’re a startup, own it- being transparent with the candidate about what the role is really will set them up for success  Think about Key ways you can add value - how can you add value to your candidates in the process? Make sure they have a great experience regardless of the outcome Guest Links: Kate DeWald: LinkedIn Company: Facebook  Twitter   This show is proudly sponsored by Criteria Crop

Transform Your Company Culture: Behavioral Strategies for Success - Featuring Brett Hoogeveen Discover how to build a thriving workplace culture by focusing on behavior over theoretical values in this episode of the Higher Power Radio Show with Rick Gerard. Guest Brett Hoogeveen, an international leadership and culture expert, shares valuable insights on identifying and reinforcing positive employee behaviors, improving leadership roles, and effectively measuring core values within your company. Learn practical tools to make your organization a better place to work and boost your team's performance. Perfect for entrepreneurs and executives looking to create a more engaged and productive workforce. 00:00 Introduction to Empowering Hiring Techniques 00:14 Mark's Coffee Shop Dilemma 01:01 The EOS Blind Spot in Hiring 01:31 Meet Brett Hoge: Leadership and Culture Expert 02:39 Defining Company Culture Through Behaviors 06:05 The Core Values Con Job 12:04 Behavioral Approach to Improving Culture 19:59 Leadership Development and Effective Followship 27:20 Practical Steps to Enhance Workplace Culture 29:40 Conclusion and Resources Connect with Brett - https://www.linkedin.com/in/brett-hoogeveen/ Website - https://betterculture.com/ Host Links:  LinkedIn:  Rick Girard Company: Intertru, Inc. Podcast: Hire Power Radio Show & Podcast Book: Healing Career Wounds (Amazon) Powered by Intertru 

You’re hiring and just are not seeing the quality flow of people responding to your job ads. A bit frustrated, you decide to launch an email/LinkedIn campaign targeting people from your competitors. You identify the people you want to talk to and start sending messages. Hopeful that you’ll draw in the strongest talent.  But the response is underwhelming at best. Why? Because no one cares about your company, your job or you until you can demonstrate the value of “what’s in it for me?”. The selfish way you message is the #1 reason you fail to gain a positive response.  Start with a person’s pain first, then you'll gain their attention. Our guest today: Henna Pryor, President & Executive Coach for Pryority Group After an explosive 14-year recruitment career working with top performers, growing managers, and C-suite leaders, Henna founded Pryority Group to realize a vision that access to coaching and development is the most important asset to any individual’s continued growth.  Henna prides herself on an "empathetic but no-nonsense" approach and has been recognized quickly as a secret weapon of companies ranging from fast-growing startups to Fortune 500. She has a dual specialty in working with high-achieving women and measurably improving the performance of sales teams and growing start-up businesses through her in-demand sales messaging training programs and strategic coaching.  Today we discuss: Why no one cares about your messaging today How to structure your digital communications to gain a positive response Challenge today?  Reaching out to candidates digitally in a noisy marketplace - getting their attention and keeping it. Problem: Peoples attention span is about 8 seconds in digital communication (goldfish)  Initial outreach is usually operating from middle school English class writing techniques Subject line kills you (great opportunity) The spotlight is in the wrong spot. People start by talking about themselves right out of the gate.  People don’t want to hear about you right away. They want to be the hero of their sales message first. People are motivated by Love Hate Fear of Vanity Pride Longing for Why is this important to the company? Even in digital communication, people buy on emotion. People get 121 emails a day- most of which are deleted or ignored Most leaders have not been taught sales writing  Rick’s Nuggets Pain, desire, impact How do we solve the problem? Subject Line Must induce curiosity Ie:  You wouldn’t believe how we do this,  Confidential mysterious confession- top open “That was a huge fail”  What's something special? What’s something you want to get away from? The Content You Perspective (“I get you, I understand where you’re coming from, I relate” Here’s why it might be worth chatting with me for a few minutes (features + benefits, ideally at least 3) Call to action Very clear Low pressure, low commitment Rick’s Nuggets Strike a nerve by identifying their pain  Be specific (growth, management, work content) Desired outcome by alleviating the pain Performance Metrics (Impact they will make) How’s my telepathy? Opener You have been eagerly anticipating my email, but I just received your telepathic message so I apologize for taking so long to get back to you ;-).   Acknowledge the Pain I understand you are pretty good at your job but your talents in XXXX (personalize) may be a bit underappreciated (or underutilized, under-challenged, over-managed)  in your current role.  Key Takeaways -Value: Attention is a currency. You might have the best opportunity with the biggest runway, but none of it matters if you don’t have a rock solid digital communication strategy to catch the attention of the right people to engage the conversation further. Your value proposition alone isn’t enough to attract a good candidate in this marketplace. You need to express in your outreach that you understand THEM, and then walk them through the benefits that will make your message compelling enough to want to continue the conversation. Using the framework shared will give you a much more compelling message to attract the candidate and give you a much better chance of starting conversations with the top passive talent as well, not just the active talent. Guest Links: Henna Pryor: LinkedIn www.linkedin.com/in/hennapryor Company: Pryority Group  Facebook  Instagram    This show is proudly sponsored by Criteria Crop  

With everyone struggling to hire, companies are looking for a competitive edge in being able to attract talented people. But the answer is not compensation & benefits. Contrary to what most people are preaching right now.  What draws people to your company is NOT the transaction. It is the substance behind what is in it for me!  Today we are discussing how your book can have a surprising effect in drawing talented people to your company by simply allowing people to understand who you are.  Our guest today: Alicia Dunams, Founder & CEO of Bestseller in a Weekend. Alicia has helped over 2000 people become bestselling authors through her Bestseller in a Weekend® course and professional ghostwriting  author services and coaching company.  Additionally, as a leadership trainer, executive coach and certified peacemaker/mediator who has worked with clients including CBS, Gap, GEICO, and Capital One, Alicia uses the foundation of healthy conversations and storytelling as the bridge to overcome conflict in the workplace and beyond.  Alicia is an expert at bringing a book to life and elevating personal & professional brand!  Which makes Alicia a perfect expert for today’s topic. Today we discuss: Why a book may be the competitive edge How to create a book to elevate your professional brand Challenge today? Can't attract the right people People don't want to go back to the grind Want flexibility in being able to work from home Competing from a lifestyle perspective Companies are competing in the same pool Not attracting the passive people Why is this important to the company? Publicity Clear company story Insight into who you might be working for Shows company values Branding Omnipresence Sales/recruiting channel (24x7) People who resonate with the message of your book will be drawn to the company Rick’s Nuggets Powerful insight into who I will be working for How do one write a book while building a company? Determine what do you want to accomplish with book Outlining the target audience Their pain point and providing solution Positioning it for recruiting attraction Examples of culture and stories of the people who work for you Hire a Ghostwriter Find someone who resonates with you - someone who captures your voice, finding your voice Contact a service, like The Book Funnel ,or Authors Unite, where a book coach can pair you with a ghostwriter, and handles all the project management and author services 6-12 months Traditional Publishing Route Contact me Timeframe 18months Connect with a Book Proposal Writer (describe what is a book proposal) Contact Agent - they also have a list of book proposal writers Your  book will be Shopped around Book Marketing - make your book a bestseller Key Takeaways -Value: Write a book on workplace culture to attract the right people. This book becomes a playbook and operating procedure for your company. This also could be a requisite read for new hires/interviewees. Guest Links: Alicia Dunams: LinkedIn  Website  Facebook  Instagram Company: Best Seller In a Weekend  YouTube   This show is proudly sponsored by Criteria Crop

It is no secret that diversity sparks innovation and fuels business growth.  But diversity for the sake of image or social pressure is dangerous. It needs to truly be embedded into the fabric of the corporate values in how people interact. It is not just checking off a box to satisfy outsiders. This is most dangerous when someone is hired simply for their gender or race without any consideration of what the individual is positioned to contribute. Values are misaligned, expectations miscommunicated and voila …. Let the nightmare begin. Costly mistakes that result in wrongful terminations, and hostile work environment lawsuits.  Our guest today: Venesa Klein, Executive Recruiter & Partner for Calibre One. Since 2007, Venesa has helped some of the world's most successful companies build out the critical leadership teams that drive their success.  As Partner at Calibre One, Venesa founded its Purpose-Driven Practice, which focuses on placing executives in growing organizations seeking to create innovation with meaningful impact. Her empathy forward personality along with her strategic thinking has enabled her to successfully build diversity programs for her clients.  Today we discuss: Why diversity may not be right for your company How to correctly implement a diversity program Challenge today? Having a real diversity strategy Implement a long term strategy that develops people into leaders Diversity in leadership to fill a role - check off the box Oh Shit, we need to hire a woman because we are an all male leadership team the structure to give opportunity to diversity  Vanity hire Why is this important to the company? Real change and a more diverse workforce equals growth & innovation Companies  The reality is that a woman Diversity of perspective:  Will the person really be valued Rick’s Nuggets Hiring for core values alignment eliminates bias, promotes diversity Just filling a seat for diversity sake, dangerous Value aligned Empowered to thrive How do we solve the problem? Bottom up approach Add people at the most jr level first Development plan Way of identifying people who are doing well and offering opportunity to continuously grow Promote into leadership Incentivizing organization to develop those around them Leadership accountability When you have to go out to search Leadership team in agreement  Think through the obstacles in recruiting within the criteria Ask Why? Needs to be a level of honesty -that is not happening Rick’s Nuggets Build your interview process to eliminate bias first Value alignment first Values come in every flavor of person Positioning before Pitch Understand the person’s desires Path to success Heal their career wounds with your opportunity Key Takeaways -Value: Bottom up approach Strategy around developing diversity in the organization Looking through the lens of diversity Guest Links: Venesa Klein: LinkedIn  Twitter  Company: Calibre One  Facebook  Twitter   This show is proudly sponsored by Criteria Crop

What if you completely eliminated the resume from your entire hiring process? Now you might be thinking, “how is that even possible”? Well, lets’ divulge a few truths about the resume. First, all resumes lie. Not only in what is written but more importantly, what is not. Really the most valuable information on a resume is the contact information and the white space. And the white space is where the truth is found. Today we discuss how to effectively circumvent the resume to uncover the strongest talent while minimizing your time investment in sifting through piles of resumes.  Our guest today: Dr Michael Neal, Founder & CEO of Build My Team Dr. Michael Neal is an Eye Doctor in private practice and the Founder of Build My Team. After years of struggling with bad hires, he invented a scientific assessment system to predictably discover diamonds in the rough - all without looking at resumes.   Dr. Neal and Build My Team erase all the guesswork with their scientific hiring process. They remove those who can’t do the job using their unique combination of scientific assessments for mindset, learning speed, motivation, strengths and talents. This saves business owners valuable time and helps eliminate high turnover.  Today we discuss: Why we need to kill the resume How to effectively hire without a resume What are the challenges with the resume? At the end of the day, leaders just want to know who to hire Resumes get in the way every step of the process until the end A resume does not tell you anything useful Address is the most useful thing (tells commute time) Mostly made up- inaccurate information Why is this important to the company? Resumes lead people down the wrong path Fictional failure file Bias Does not tell you who the person is Inertia - lead into the funnel Replace the resume with a scientific assessment  97% accurate  Rick’s Nuggets All Resumes LIE Hiring for Skills is a recipe for disaster This includes Vanity Hires A Call to Action is a powerful screening mechanism Added to the job description Provides insight into the person How do we solve the problem? Be open to a better way If the current method is working,  Enjoy the misery of being on the hiring hamster wheel Ready for better results Pain: time, emotional,  Use assessments Build your person and identify the superstars Reject concept of experience Eliminate the con-people and manipulators Reverse engineer what the right person looks like Being categorically honest Accepting the truth- hire people around the leaders Identify a specific mindset Eliminate entitlement Interview Do not bring the resume into the interview Rick’s Nuggets Invest the time cultivating Referrals first Targeted recruiting Job postings Discovery Call! Determines if the person has the correct positioning first Understanding Pain, Desire & Impact  Key Takeaways -Value: The stress you are under as a business owner with hiring is totally avoidable Replace mediocre team members with superstars An 80% staff replacement resulted in an 82% profit increase Guest Links: Michael Neal: LinkedIn  Company: Build My Team  Facebook     This show is proudly sponsored by Criteria Crop  

Assumptions are the #1 reason we fail in our expectations when hiring and raising capital.  Assumptions are drawn when we don’t invest the time to listen to all parties. Asking deeper questions to gather data to support an accurate decision is crucial. What is not uncovered is the reason we make bad hires. Because we inject our own assumptions, needs & bias where the evidence should be.  This especially holds true in your hiring process when our needs and desires cloud what is most important, the truth.  Our guest today: Brian Franco, Founder & Managing Partner of Meritage Partners. Brian strives for excellence and fairness in deal structure and has a deeply intuitive understanding of the importance of company’s compatibility. He has represented and completed deals with an extremely diverse set of small and mid-sized businesses (SMB's), private equity groups and public companies in a number of industries and has significant experience working with companies in: architecture & engineering, healthcare, manufacturing, logistics, wellness, A.I., software and technology, and professional services. Brian is an expert in aligning expectations in the M&A process.  Today we discuss: Managing Expectations with Market Conditions and Expectations when Fundraising & Hiring 3 step process to achieving expectation alignment Challenge today?  Capital raisers need to secure time to develop and bring their vision to market. In business as in life, Time is afforded by “capital” ILLUSTRATION: An airplane needs enough runway, a powerful engine or engines , and fuel to develop speed/momentum to get airborne. One without the other will result in catastrophic results EXAMPLE: Amazon did not expect to make a profit for four to five years   QUESTION:  Will you expect Capital Providers to wait months or years to return a profit? Does the investment opportunity meet the investors expectations? Time requirement Return on Investment Balanced Risk & Reward Is their alignment among the founders and the investors? Cultural alignment Is the founder/team coachable? Is the founder a “rebel” or a “cowboy/cowgirl”? Is there TRUST, Is there a Perception of risk when it comes to the topics of: Operational Control  Financial Control Investing in the PERSON or TEAM to execute the vision or the business plan Note:  Visionaries aren’t always the best integrators STORY: Some of us are familiar with the story about Steve Jobs leaving Apple in 1985 for 12 years and then returning in 1997 To manage you must first understand LISTENING Why is this important to the company? Understanding alignment empowers us and allows us to understand how to meet expectations and then meeting those expectations leads to SUCCESS Qualified leadership team:  is their personal goodwill or collateral in past successes? Relevant experience in leadership Rick’s Nuggets Assume nothing- eliminate your needs, desires & bias Listening is the only way to understand Understanding is the key to truth Truth is the springboard to success How do we solve the problem of managing expectations?  It is as simple as “Listening” and “Educating” ourselves so that we align and meet expectations of Capital Raisers and Capital Providers. Identify what is Achievable Listening  Education Educating clients on what the ‘market’ is likely to offer them Aligning expectations to market practices or offerings (reality) Plan & Equip Identify relevant investors Develop Pitch Deck and Memorandum to articulate a consistent message Experience and ability to Assembling the team and identifying strengths and weaknesses (don’t put the strongest person in any position simply because they are “strong” align their strengths with the organization because they are qualified and capable) Rick’s Nuggets Understand the person the business needs Target: Research, network & connect with 5-10 potential candidates Execute Have conversations to determine positioning alignment Key Takeaways -Value: Don’t get in the way of your vision (don’t be too rigid) Put an allstar team together Be coachable Guest Links: Brian Franco: LinkedIn  Twitter Company: Meritage Partners    This show is proudly sponsored by Criteria Crop  

“But I have managed to hire two rockstars without having any formalized hiring structure” Said my friend Anthony.  To which I quickly replied back “I’d rather be lucky than good”! It is great to have a few “superstars” in your organization but it is outstanding to have an organization built entirely of well positioned, highly productive people, A-players. Having a system for hiring is the only way to make the leap from average to extraordinary. Our guest today: Robert Glazer, Founder & CEO of Acceleration Partners. A global partner marketing agency, and the co-founder and Chairman of BrandCycle. A serial entrepreneur, he has a passion for helping individuals and organizations build their capacity to Elevate. Robert was twice named to Glassdoor’s list of Top Small & Medium Companies CEO's (#2) and was selected as a Top 22 Conscious Business Leaders of 2019 by Conscious Company. He speaks to companies and organizations around the world on topics related to business growth, culture, capacity-building and performance. Today we discuss: Why systems, especially in hiring, to win! Robert’s process for hiring Why are business leaders reluctant to follow a hiring system?  Moving from a superstar hiring culture to a systematic process Getting everyone to do work up front Agreeing on what success looks like in the role Clarity in the scorecard Everyone to follow the process Being thorough to meet objectives Why is this important to the company? Process pushes the responsibility of building great teams to the teams Scalable in removing leadership from the process quickly Scientific process and repeatable  Rick’s Nuggets Process & systems win “I’m too busy and don't have time to sit down and develop a process” - You Hiring process needs to be driven by leadership Hiring the strongest people, needs to be your strongest talent How do we solve the problem?  Collect process from other firms Layout - read Who Developing the playbook as a team Eliminating the bias & urgency Clear on qualities & outcomes  Making everything behavioral based  Training the playbook  Train & certify on the process No interviewing unless you are and expert on the process itself Evaluate interviews  Following the process Look at the data and scorecards, not gut  Improving the playbook based on mistakes Debriefed on mid hires and find the holes in the system  Get uncomfortable and figure it out now Rick’s Nuggets Read Healing Career Wounds (Available May 20 - Preorder on Amazon) HireOS interview process - Role playing - best training! Scorecard = performance metrics - measurable / timeline Key Takeaways -Value: Your current hiring process is probably no better than 50/50 Based on individuals not a repeatable process  A good process also really helps with remote hiring  This is the #1 way to improve your culture  Links LinkedIn:https://www.linkedin.com/in/glazer/ Websites:https://www.accelerationpartners.com/ Facebook: https://www.facebook.com/AccelerationPartners/ Twitter: https://twitter.com/accelerationpar Instagram: https://www.instagram.com/accelerationpar/ YouTube: https://www.youtube.com/c/Accelerationpartners/featured   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

It is very possible to share the same core values, yet differ in our religious or political views. This, we must understand when hiring new people. Now you might be thinking something like “we have a really harmonious team and we don't want someone who will be bringing their strong political, religious or social agenda”. Then build the practice into your corporate values and let it blossom throughout the company.   After all, we are all servants to the “business”. And what is good for the business is innovation, diversity and growth.  All of which are fueled by proper value alignment. Our guest today: Bianca Lager, President of Social Intelligence Corp. By driving the vision for Social Intelligence to provide productive, ethical and innovative solutions, she has spent her time working closely with Fortune 500 companies and non-profits alike to create safe and discrimination-free workplaces.  Bianca obtained an MBA from Pepperdine University with a concentration in Dispute Resolution and is a LinkedIn Learning Instructor. She is an expert in consumer reporting, focused on online risk for human resources.  Today we discuss: Valid reasons not to hire based on a person’s social profile How to properly use a social media background check to limit your company liability What are the challenges with conducting a social media background check Violating privacy rights by doing it yourself Fed and state laws regarding politics in the workplace  Whose standards are you using Is it related to business outcomes Is it fair to the person or the company Context is key Why is this important to the company? Disqualification based on personal views does not lead to better business outcomes and could be discriminatory Culture fit - Diverse teams Or single mindset Business suffers Code of conduct standards  Avoid someone who is disruptive to the business Limits the success of the company Who are we or What are we not? What is hate speech - how do we define and document that?  Rick’s Nuggets Difference in opinion among people who can communicate (agree to disagree) produce magical results unintended consequences  How do we implement a proper social media check? Do NOW! Review laws in your jurisdiction/jurisdiction of your employees  Create a policy Risk - what is actionable  Definition of what is acceptable code of conduct  Stay away from protected class information Age, race, sex, religion, political affiliation  3rd party solution - defines content and behavior appropriately and consistently  Violence:  Intolerance:  Criminal activity (drugs / stealing): Sexually explicit:  Well documented and legally vetted business related behavior  Fbi, Anti-Def, SPLC Actionable Legally defensible position Rick’s Nuggets Preparation is key for everyone that you invite into your organization.  Let your Values policy be known to everyone Crystal clarity from the minute they are engaged in the interview process Hire for value alignment first Key Takeaways -Value: Formalize your social media screening approach Create a simple, 2-3 sentence social media policy based on a basic code of conduct Document and stay consistent (Documentation + consistency + policy = Actionable) Links: SI Podcast Offer - receive a free sample report along with discounted pricing offer LinkedIn: https://www.linkedin.com/in/biancacalhounlager/ Websites: https://www.socialintel.com/ Facebook: https://www.facebook.com/socialintelligencecorp/ Twitter: https://twitter.com/socialintelco Twitter: https://twitter.com/BiancaLager Instagram: https://www.instagram.com/socialintelco/   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/  

It’s no secret that I feel that employer branding is bullshit. Mostly because it is focused on perks and selling a “utopian” environment that is not what the company really is at all.  Messaging is focused on being the greatest place to work. But we all know that if you are a small to mid sized business, you are at best, a “hot mess”.  Clarity in who you REALLY are as an organization is the one thing that will propel your business forward and attract the strongest people to your company. Our guest today: Eric Morley, Co-Founder & COO for Blue C Advertising Eric has been helping companies across both B2B and B2C segments create brand strategies, campaign development, strategic design, content creation, and digital marketing strategies with a goal of outperforming the competition. Eric and the Blue C team have been honored to work with some truly innovative and impactful brands that keep them constantly pushing and evolving their exclusive BrandPWR Platform.  Today we discuss: The truth about what branding is The elements for a true branding initiative  According to Wikipedia: Employer brand describes an employer's reputation as a place to work, and their employee value proposition EVP-a set of associations and offerings provided by an organization in return for the skills, capabilities and experiences an employee brings to the organization Challenge today? Not having your messaging down Retooling messaging for a covid friendly world The world has changed in the last year Equally important to communicate to your customers as well has your future employees Why is this important to the company? A players have seen it all before and can smell a skunk a mile away Laser focused messaging creates massive clarity Sales side, it affects revenue Employees- will view you as the same as…. Just getting by Rick’s Nuggets Branding is not perks, puffing your chest (ego) or the product Today’s employer branding focus on transactional components Not about “what’s in it for me” How do we solve the problem? A 360 degree process- brand clarity Discovery  Pull everything apart Question Verbal Messaging -12 point process  Vision Mission Positioning Brand pillars Brand promise Values Brand personality Voice & tone Mantra Tagline Visual Messaging- Recognition Website, social media, external marketing, inbound marketing Transcend from written to visual  Rick’s Nuggets Pain  Why Desire (what’s in it for you)  Problems to be solved Performance metrics Impact  How you grow Key Takeaways -Value: Strategy first - roadmap to the promise land Create laser focused messaging Massive clarity in the minds of your employees, future employees Links LinkedIn: https://www.linkedin.com/in/ericmorleybluec/ Websites: https://bluecusa.com/ Facebook: https://www.facebook.com/BlueCAdvertising/ Instagram:  https://www.instagram.com/blue_c_usa/   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/  

As Leaders, we spend a lot of time wondering if we have the right person in the right seat. But how often do we question if we are the right person in the seat? Entrepreneurs have a special challenge, in that, some of us don’t choose to be entrepreneurs, it is just who we are. But what if you are really an entrepreneur who is in a J O B… or not an entrepreneur at all but have been forced into that role due to life circumstances.  Today we discuss the core of what makes a business successful, the entrepreneur and how to recognize if you are the right person in the right seat.  Our guest today: Gino Wickman, Founder of EOS Worldwide, Author of Traction & Creator of Entrepreneurial Leap. An entrepreneur since the age of 21, Gino has had an obsession for learning what makes businesses and entrepreneurs thrive.  Gino set out to help entrepreneurs and leaders get what they want from their businesses. Based on his years of real-world experience, he created the Entrepreneurial Operating System (EOS), a practical method for helping companies achieve greatness.  His new mission, Entrepreneurial Leap, is to find all of the entrepreneurs-in-the-making, at any age, wherever they are—to help them realize their purpose and live the life they were born to live.  Today we discuss: How to discover if you are really an entrepreneur The steps to take to launch your entrepreneurial journey Challenge today in people being in the wrong seat? Are Your eyes open Did you make the right decision to become an entrepreneur Forced entrepreneurs - won't be the next Elon Musk Hype around being an entrepreneur Not everyone can be Career choice for 4% of the world Why is this important to the person? Clarity, certainty, peace of mind, self confidence Rick’s Nuggets Too often the person leading the company is just “running the business” How do we discover your true entrepreneurial nature? Confirm Take the assessment Know when you on the entrepreneurial range Know whether you are or aren't Not is not a death sentence Glimpse What you are built for The type of business is right for you Day in a life- heaven & hell Perfect business for you (my bizmatch) Path Showing guide post to avoid ½ the mistakes they are going to make and greatly increase the likelihood of success Mentor Discipline Stages of building the company Key Takeaways -Value: 1,2,3 roadmap- Assessment - https://e-leap.com/assessment/4 MyBiz match, vision clarifier Links: LinkedIn: https://www.linkedin.com/in/ginowickman/ Websites: https://e-leap.com/ Facebook: https://www.facebook.com/readLEAP/ Instagram:  https://www.instagram.com/readleap/ YouTube: https://www.youtube.com/channel/UCg1fRlytBObtuIIAa46B_cg Entrepreneurial Leap: Do You Have What It Takes to Become an Entrepreneur?  Available for purchase through all major retailers: Order on Amazon    This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

We can all agree that the only way to 10 or 100x your company is to hire the strongest people. So, what are the strongest people?  The strongest person for your company is a person who aligns with your values first. They understand the mission and they have a strong desire to impact the business because it benefits them first.  Understanding the person across the table does not happen by chance but by a systematic approach to your interview that is designed to gather concrete evidence.  The smartest companies know that cultural alignment is far more critical to a successful hire than merely a person’s skills.  Today we discuss: The value & pitfalls of a hiring system How to implement a hiring operating system into your company What is a hiring operating system?  The step by step process by which your company successfully hires. Challenge today? In any market, care needs to be taken when hiring Right person, Right seat … Jim Collins - Good to Great Time pressure Hiring is a guessing game Likability/commonality Skills Bias - educational background, company history (assumed success) People hired are not properly positioned for your unique company Builder, Improver, Maintainer Hiring Process is common, weak or unorganized - Key indicator of how the business is run People are systems resistant.  Systems are the key to success Why is this important to the company? Operating Systems  Save time & money provide structure & clarity Build accountability Build effective practices  Attract talent A- players are drawn to successful opportunities Systems Win Business operating systems (EOS, scaling up, Strategic Coach, MAP) IDC: Companies lose 20-30 percent of revenue each year due to ineffective business practices https://www.entrepreneur.com/article/286084 https://www.forbes.com/sites/jeffboss/2016/11/01/5-ways-your-business-processes-could-be-hurting-your-business/?sh=6b39e50452e9 How do you build your hiring operating system? Foundation Values first Own it- embrace the truth Be transparent about the Good & Bad  No one believes your company is perfect Build Interview Question Library Craft Behavioral questions (2-3) Determine **Knockouts Agree on questions Establish Interview Structure Timeline Commitment Define Format Outreach / Application Intake Process - discovery call Interview Assessments/Tests (not too soon) Decision Build Job Description Template Understand Performance Metrics Build Call to Action Questions Assign Questions  to Interviewer position (order of importance) Assemble Interview Team 3 teams of X Execution Rules of engagement Discovery/Screening call Assessment over Resume Time up front saves pain in the end non-transactional TRAINING!!!  Behavioral Interview Bias annihilation Knock Out’s Role playing exercise Interview question tweaking Iteration of follow up questions Solidify questions Logging data Wrapping up interview & Handoff Gather feedback Dismissal  Role Playing wrap up Key Takeaways -Value: Systems -breed success and eliminate all the things that keep you up at night Prioritize owning a hiring operating system that attracts the strongest people to your business  Train your people how to interview to gather evidence to support the hire Links LinkedIn: https://www.linkedin.com/in/rick-girard-07722/ Websites:  https://www.stridesearch.com/hire-power-radio https://www.stridesearch.com/rick-girard Facebook: https://www.facebook.com/HirePowerRadio/ YouTube: https://www.youtube.com/channel/UCeEJm9RoCfu8y7AJpaxkxqQ   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

Crafting Job Descriptions for High-Performing Talent | Higher Power Radio Show with Rick Girard Join Rick Girard in this episode of the Higher Power Radio Show as he dives into empowering hiring techniques to attract top talent, essential for your company's success. Learn how to transform generic job postings into compelling role descriptions with actionable performance metrics. Discover the critical elements missing in most job descriptions and why they fail to engage high-performing and passive candidates. Explore a detailed 30, 60, 90-day framework to ensure clarity, measurable success, and seamless onboarding. Girard, a seasoned headhunter and author, also introduces AI tools to streamline the job description process, enhancing recruitment and retention. Tune in and elevate your hiring strategy with practical tips and expert insights. 00:00 Introduction to Empowering Hiring Techniques 00:14 Meet Kim: The Frustrated Marketing Director 01:54 The Problem with Common Job Descriptions 02:57 The Importance of Performance Metrics 04:46 AI and Job Descriptions 06:13 Creating Effective Job Descriptions 08:58 Leveraging Performance Metrics for Success 11:06 Step-by-Step Guide to 30, 60, 90 Day Metrics 18:19 Writing and Validating Job Descriptions 20:10 Using Job Descriptions in Interviews and Onboarding 21:42 Introducing the Interru AI Job Description Builder 23:29 Key Takeaways and Conclusion Host Links:  LinkedIn:  Rick Girard Company: Intertru, Inc. Podcast: Hire Power Radio Show & Podcast Book: Healing Career Wounds (Amazon) Powered by Intertru 

If hiring right is so critical to the organization, why is interviewing the one action that is entirely left up to chance? It has been my experience that virtually zero small companies invest in training their people how to interview. This was the experience of an extremely successful executive, Jeff. Who at the C-level had only attended a one hour session of interview training in his whole career…. 10 years ago. It is assumed that most leaders already know how to interview but the truth is that they don't. Most of us know how to talk skills and look for likable traits. But the process is riddled with bias and assumptions. Missing the evidence that is so critical in hiring the strongest person for the role. Our guest today: Adam Stonehocker,  Head of Sales at Gemini Adam is the head of Sales at Gemini, a data visualization company that helps executives make key decisions involving their most important asset, their people. He has led sales teams for Peek, Google, Twitter, Pandora Radio,  and AdRoll, EBay.  Adam has hired over 500 salespeople throughout his career and trained his leaders to interview with purpose. Today we discuss: Why you need to invest in training your people how to interview How to train your people to interview effectively There is a belief that there is no right way to interview and in the end it all comes down to “trusting your gut” and pulling the trigger... So wrong in every way! Why don't companies invest in interview training? Attrition was 20% per month with poor hiring Team only hit 85% of goal for the year Culture was terrible Top performers said “your hiring anyone who can breathe” Why is this important to the company? Without recognition & change top performers would have left Interview team has no idea how to identify the right people,  You have to get the right people on the bus Upper management not happy Costs a lot of money when you have a leaky bucket Rick’s Nuggets Every company should prioritize training everyone who interviews for the company Systems put in place maximize productivity & efficiency of your employees How do we solve the problem? Identifying core values & culture that you want to hire for Make sure everyone is on the same page Hiring managers, recruiters,    Structuring the Interview guide Gauging the competencies in the interview guide Coachable: Role play exercise to implement feedback from prior interviewer   Training  Values we’re looking for  Interview guide gauges those values or competencies Role playing with each other Using the interview guide as a script Feedback loop and discussion from the group Reps/future managers take part in calibration and interviews Quarterly calibration Continually updating the interview guide Have your needs changed?  Are there questions that aren’t pulling the right competency Problem questions that most people stumble on? Feel of the interview, is it intense or laid back and fun? Your interview feel should match your culture Rick’s Nuggets Write behavioral questions that uncover evidence to support your company values Write follow up questions for deeper digging Assign to each team member Role play Practice makes proficient How did that work? Key Takeaways : Define your values/culture Everyone on the same page, looking for the right types of talent Only then can you ABR (Always Be Recruiting) Structure your interview guide to gauge value competencies Set up quarterly calibrations to refine interview guide, interview skills, This is where your team continually sharpens the saw,  Feedback loop on interview process Links: LinkedIn: https://www.linkedin.com/in/adamstonehocker/ Websites: https://gogemini.com/   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

Thinking about the people you hire as objects or obstacles to achieve your company goals is poison.  Often we venture into the hiring process with the mindset of “how can YOU help ME”. This is wrong in so many ways. Especially if your goal is to fuel the growth of the organization.  The truth is, the people you hire could care less about you and your goals. This is why people take your job simply for the paycheck and bounce at the first hint of trouble. Understanding the other person’s pain & desires allows you to connect the dots, for both parties, of how they can bring maximum impact to their careers and the company.  Our guest today: Jonathan Domsky, Founder of Untangled Coaching An entrepreneur since he was 24 years old, Jonathan uses many of the same tools as a traditional business coach—goal setting, accountability, best practices. But his purpose in life is teaching personal mastery. Jonathan’s superpower is to distill this wisdom into practical, easy to understand, and simple to apply tools that will make your life more easy, meaningful, and joyous. To untangle the clutter in your business and life so that you can be your best, most authentic self. And most importantly—see a clear path on how to get from where you are right now, to living your beautiful future. Today we discuss: Why you need to change your hiring mindset How to shift your mindset to fuel growth Challenge today? Hiring manager hires people who are not a good fit for the company. Only thinking about what’s in it for me Not long term  Why is this important to the company? Behavior drives results.  But what drives behavior? Training and incentives aren’t enough.  The answer is mindset Outward mindset is a tool, a lens, that gets everyone on the same page Side steps personal issues to allow focus on the organization It allows space to find solutions to things that aren’t working Change success metrics (data point) Rick’s Nuggets Shift from listening to answer to listening to understand Need to fill & ego drive hiring. Period Result 51% bad hires How do we solve the problem? Seeing others as having needs, challenges & objectives of equal importance to our own First ask- what is needed? Remind yourself “am I doing what is in the best interest of all parties” Realize the impact that has been received by you in your career Can you state the top three goals and objectives of key coworkers? How does what you do affect other people in the organization? Adjust efforts to actually help them Make a list of the objectives, needs, and challenges that belong to the people you impact in the organization--peers, manager, direct reports, candidates.  If you aren’t 100% sure, ask them.  Evaluate how you are helping these people accomplish their objectives, meet their needs, and face their challenges.  Make a list of ways you can improve If the success metrics and incentives in your organization are inward, then an outward mindset is unlikely to have a lasting impact.  Change those metrics so that they are focused less on what you do and what you get, and more on how what you do affects others What are your current metrics around Selection and Onboarding--do job descriptions and training simply describe what the employee is hired to do? Or does it also explain why they do what they do, and what is the desired impact? Reporting Practices--are they used to control and monitor or to empower? Incentives and Compensation and Performance Management--Are people rewarded for individual performance, or for accomplishing group goals? What are negative effects of inward thinking in these areas? What are ideas to approach this with an Outward mindset? Measure results Check in to see that their needs were actually met.  Adjust your efforts accordingly Rick’s Nuggets First- Understand what the business needs, not your ego Second- Understand what the person needs for themselves Third- Connect the dots Value load every challenge into the person’s desires and allow them to make an impact Metrics: Time saved, interview experience Key Takeaways -Value: Are the success metrics in your organization inward or outwardly focused? How could you make them more outward focused in order to experience less drama and conflict? Carefully consider this statement--As far as I’m concerned, the problem is me.  I am the place to start. Who is one person who needs more from me than I am currently giving? What more could I begin to contribute today? How could I know that my actions made their life easier? Links: LinkedIn: https://www.linkedin.com/in/jonathan-domsky/ Websites: https://untangled-coaching.com/ Facebook: https://www.facebook.com/jonathan.domsky YouTube:https://www.youtube.com/channel/UCCtBAgyPKr5_-boeLjQWFGA     This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

Do you really need a person full time or will a freelancer suffice? Often the need to get work done clouds our vision who we really need.  Ask yourself, “what does the business need?” and what is the timing in which the work needs to be done. When you need something quick, you most likely need a freelancer. But know that your explicit communication is the key to successful project completion. Just don’t shortcut the selection process and hire those who get it, want it and can deliver results. Our guest today: Shahar Erez, Co-Founder & CEO of Stoke Talent. An experienced executive with solid engineering, product and marketing leadership backgrounds backed up by sound results. He has more than 15 years of experience in various management positions in a wide range of organizations building stellar teams and leading them to new levels of success in highly competitive markets.  Shahar has hired hundreds of Freelancers throughout his career and is here to share his expertise. Today we discuss: When to hire freelancers vs full time talent Roadmap to how to most effectively hire freelancers I struggle with the notion of hiring freelancers as I have time challenges in communication of expectations Challenge today? There was no flood in the market of talent Cultural challenge Mental barrier Freelancers Compliance & back office challenges  Why is this important to the company? Get the right talent Agility to move fast Flexibility & budget control Quick time to hire Try before you buy Rick’s Nuggets Even freelancers need to align with your company values They are part of the culture When values align & expectations are clearly defined the quality of work skyrockets What is the process for hiring freelancers? Open to the possibility of freelancers No strings attached  Budget flexibility to get work done quickly  Training managers on what it is to manage & hire freelancers No need for a full interview Lower Expectations  Very clear on deliverables- what to happen & when Start with a 2 week project Define deliverables How to operate in the two weeks Clear communication- more important than full time employees  Rick’s Nuggets Interviewing Freelancers Must have a strong Discovery / Screening call - do not shortcut! Understand the person’s pain, desire & impact Why do they want the work?? Every person you add has an influence on culture Do they get it, want it, and have the capacity to do the work? - Gino Wickman Do not hire if they are just there for the paycheck Key Takeaways -Value: Number of independent contractors are growing and will make more than 50% of workforce within the next 5 years Prepare your organization and leaders to operate within this new workforce composition model You should treat this as strategic shift and get a platform to assure you are managing this correctly Links LinkedIn: https://www.linkedin.com/in/shaharer/ Websites: https://www.stoketalent.com/  Facebook: https://www.facebook.com/stoketalent Twitter: https://twitter.com/shaharer Twitter: https://twitter.com/stoketalent   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

How many resumes do you need to see to fill a role? Let’s take it a step further. How many people do you need to interview to fill a role? If you guessed One, you are correct! So, what is wrong with Gloria wanting to wait to interview other people before making a decision on the person that was just interviewed?.......Everything! Waiting to interview other people is a ridiculously clear beacon that you have a weak interview process. Not being able to gather enough data and make a decision within 24 hours is not only a waste of your time, but the other person’s as well.  Comparison shopping is how bad hiring decisions are made. Our guest today: Jodi Brandsttetter, Chief Talent Strategist of Lean Effective Talent Strategist, LLC Jodi is passionate about talent acquisition and uses design thinking in creating selection and hiring processes focused on people and business. She is certified through IDEO U in design thinking.  Jodi is the CEO and founder of Lean Effective Talent Strategies which includes The Hiring Blueprint, talent acquisition consulting firm and Talent Acquisition Evolution, a community for recruiting professionals to connect, learn, and work together.  Today we discuss: The dangers of comparison shopping when it comes to hiring A plan of attack to enable quick decision making for each individual interviewed Why do we feel like we want to see more people before we make a decision? The hiring manager lacks confidence in making a decision with just one interview. Being able to communicate the desire skill set and experience needed to find the best candidate Understanding the motivators Miscommunication between the manager and recruiter on the best candidate for the role Or no communication between the manager and recruiter  Not everyone is the same person- shrug off bad hires Stupid Assumptions! Why is this important to the company? Having confidence in pulling the trigger with the first person will lower time to hire/fill. By hiring the first person who is align with the role, there can be a positive impact on the business in a faster time frame. Builds a stronger relationship with the hr/recruiting team when a hiring manager knows what they need and able to make decisions in a timely manner. People will judge you based on the quality of your questions. Therefore, your interview questions must be intentional and have a specific purpose.  How do we solve the problem? Recognize that you do not have the tools and experience in hiring to have real confidence in your hiring decisions. Join Hiring Managers Anonymous, a community for hiring managers who have a hiring problem. Step 1: Admit that you have a hiring problem  Step 2: Believe that there are tools and training available to help you. Step 3: Find training and tools to help you become a confident hiring manager. Step 4: Start your learning journey with the training & tools Step 5: Make a Candidate Persona to understand who your ideal candidate is and focus on them. Step 6: Communicate with your recruiter/recruiting team so that they can find the ideal candidate for you. Step 7: Use the training and tools to make decisions while interviewing. Step 8: It is ok to fail. Shake it off and try again. Step 9: Be open to feedback and continue to improve. Step 10: Once you become a confident hiring manager, carry this message to other hiring managers and continue to practice these principles. 10  Step Program to Help Build Confidence in your Hiring Decisions In order to have the confidence, you need help. Rick’s Nuggets Interview questions are the root of interview failure Questions must be tied to corporate values Linked questions have purpose & produce evidence Eliminates bias Promotes diversity in thought & experience Train your employees how to interview  Assign interview questions Conversational evidence gathering Key Takeaways -Value: Join Hiring Manager Anonymous and find training and tools that will help you have confidence in hiring. Use a Candidate Persona to create your ideal candidate. Communicate who your ideal candidate is to your talent acquisition team and work in collaboration with them. Be willing to fail. It is the only way you can learn. Links LinkedIn:https://www.linkedin.com/in/jodibrandstetter/ Websites: https://letscincy.com/index  Facebook: https://www.facebook.com/letscincy Twitter: https://twitter.com/jodi_recruiter YouTube: https://www.youtube.com/channel/UC2BNdy2kafFSs-cimLyBPBA https://www.youtube.com/channel/UCToc02W0GAFHMhXWJZIbhxQ?view_as=subscriber   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.co

Why do I need to waste my time writing a job description? You might ask. The answer is: To save Time … & be able to Sleep The Job Description is there to evaluate how successful the person you hired is in the role they were hired for. Consider it the essential evaluation tool to manage expectations... A syllabus for success. Investing the time up front will allow you to set the performance metrics the person needs to achieve in the critical first 90 days. Thus cementing quantifiable data to ensure a successful hire.  And that just helps all parties sleep better at night!  Our guest today: Mark Herschberg, MIT instructor, CTO, & Author of The Career Toolkit  From tracking criminals and terrorists on the dark web to creating marketplaces and new authentication systems, Mark has spent his career launching and developing new ventures at startups and Fortune 500s and in academia.  He helped to start the Undergraduate Practice Opportunities Program, dubbed MIT’s “career success accelerator,” where he teaches annually. Mark helped create a platform used to teach finance at prominent business schools. He also works with many non-profits, including Techie Youth and Plant A Million Corals.  He was one of the top-ranked ballroom dancers in the country and now lives in New York City, where he is known for his social gatherings, including his annual Halloween party, as well as his diverse cufflink collection. Today we discuss: Why Job descriptions are critical to the success of your company How to craft job descriptions that positively impact the organization Challenge today with Job Descriptions? Vague Too much redundant information Missing information Break down what the tasks are ie:% of time Understanding the skills Defining soft skills Technical knowledge- not digging deeper Throwing up barriers Unclear job description leads to unclear evaluation of the interviewee Why is this important to the company? We waste a lot of time interviewing the wrong people We hire for the wrong reasons Breeds a underperforming team Infects the culture Domino effect downgrading the business No compensation for a good teammate Rick’s Nuggets A job description is not a wishlist of skills Job description and job advertisement should be the same document How do we solve the problem? Working backwards  Define the specific attributes that are wanted Uncover the why Similar mentality bread into the person Industry  Write the job description Start with a selling point   Getting everyone on the same page Define the interview questions  uncover how the person fits the company Rick’s Nuggets What’s in it for me? (pain) Problems solved  90 day performance metrics  Includes hard & soft skills  About us Call to Action Homework before resume submittal Key Takeaways: Step 1 of hiring: define the role, including the qualities you’re looking for, beyond just knowledge and experience Step 2: make sure everyone on the hiring team is clear Step 3: make sure the questions you ask align to evaluating on what you’re looking for Links: LinkedIn:https://www.linkedin.com/in/hershey/ Websites: https://www.thecareertoolkitbook.com/media Facebook: https://www.facebook.com/TheCareerToolkitBook Twitter: https://twitter.com/markaherschberg Twitter: https://twitter.com/CareerToolkitBk Instagram: https://www.instagram.com/thecareertoolkit/   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

No one is interested in working for your ego. Just ask our friend …. Dick (name changed to protect the innocent).  Dick is a VP of a small, well funded start-up and very proud of what they are building. So proud that he has established a very high bar for the people he wants to hire. Let’s just say his expectations are a bit out of whack!  He has Ferrari expectations on a Hyundai budget. The way in which the interview is conducted comes across as adversarial. Dick comes across as a real, well you know…. Horses ass. As a result, some fantastic people have opted not to accept his offer and negative Glassdoor reviews are abundant. Today is about how to NOT run off talented people in your interview, just like Dick.  Our guest today: Molly McGrath, Founder of Hiring & Empowering Solutions Molly is a National Podcaster, decade long national blogger and 2 x Amazon #1 Best Selling Author. She  has coached, consulted and directed presidents and founders of national organizations and over 4,000 small business owners in; executive-level leadership, continuous improvement and team empowerment initiatives to infiltrate new markets, leveraging partner ecosystems and producing profitability.  Today we discuss: How you come across as Dick How to fix the problem even if you are a Dick Full disclosure: My dad’s name is Dick…. Sorry dad! Challenge today? Entrepreneurs  don't believe that is a employee market People are looking for an opportunity People need leadership No one needs a job for a paycheck Realize that you are not the prize Recruiting is 100% sales You can't hide the fact that you are an asshole You are responsible for the energy that you leave in every room The interview is reckless You have to be  Why is this important to the company? Mis-hires  Brand Reputation Management  Ability to hire Social Media, Glass door Reviews Greatly reduce your ability to hire  Rick’s Nuggets Own who you are No matter how great your company is, it is not the prize Means to an end & a Paycheck Two words: Improper screening  How do we solve the problem? Audit on current interviewing, onboarding, & training process Make it safe Name it and own it Be clear on who you are, prepare people for the interview   Treat your interview like a client Brand reputation management End process gracefully Leave them better than when they entered Close the loop   Feedback Honest & intentional feedback Be a coach, leader, mentor Rick’s Nuggets Preparation for everyone in the interview process. Key Takeaways: FINDING ROCKSTAR/Batteries Included EMPLOYEES-- hiring and recruiting is 100% sales. You are selling YOUR COMPANY. don't make the entry point harder than hacking the white house--- keep your ADS short/empowering- don't include salary….you might push away a superstar b/c your top pay is dollars short of what they are worth. You want to take EVERYONE….interview for mindset/emotional intelligence/core values and don't get seduced by the resume. You can always training knowledge & Skillset  BUT the Human stuff is what destroys a team.  KEEPING ROCKSTAR EMPLOYEES---Once you have a rockstar team-- don't get too cocky and think you're safe. Implement  a quarterly “Employee Growth Plan'' for very employee in your business. This is the KEY to keeping and creating lifetime employees. Please feel free to email me and I will give you my process for free, as a listener of Rick’s. Nothing makes me HAPPIER as a recruiter when In box an employee and say “hey, are you happy & being treated well @ your current job or are you interested in hearing about a great opportunity…..” and then i get a response “I am VERY happy where I am, not interested!” i will immediately go check out the company they are working for and can IMMEDIATELY see the culture/values/ of that company and get so hopeful there are amazing companies finally understanding the value of team empowerment! PERSONAL GROWTH is MORE Important than Professional growth-- when you invest in your team and invest (pay for!!!) coaching programs, mindset programs and have them CONSISTENTLY enrolled & engaged in coaching and personal development & growth your employees wont leave! (I will elaborate on ALL of this more during the LIVE.) Links: LinkedIn: https://www.linkedin.com/in/molly-hall/ Websites: www.hiringandempowering.com Twitter:https://twitter.com/HireAndEmpower   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/  

Think what you may about the military but the truth is they hire better than you! They developed and refined a process that, over time, has ultimately uncovered those individuals who exemplify the core values that are critical to the success of the organization and the mission.  A strong commitment to We, before Me!  …which is what your company needs Today is about lessons learned from Special Forces that you can apply to your company, to ensure that you are hiring the people who also share your company's core values. Our guests today: Michael Sarraille, Founder & CEO of EF Overwatch, & George Randle, managing partner at EF Overwatch & Head of Global Talent Acquisition of Forcepoint. Mike Sarraille is a former Recon Marine and retired US Navy SEAL officer with twenty years of experience in Special Operations, including the elite Joint Special Operations Command. George Randle is a former US Army officer, and Vice President of Global Talent Acquisition at Forcepoint, a human-centric cybersecurity company. George has more than two decades of experience in talent acquisition at Fortune 100 and Fortune 1000 firms. Today we discuss: Why it is critical for values to align with the mission  How to Model Military Special Forces in Hiring Talent Can we all agree almost every core business problem can be traced back to a people problems?  Knowing this, why do we set ourselves up for failure by hiring the wrong people? Challenge today? Companies are terrible at hiring Not the best leading recruiting Actions don't reflect people importance Wrong people leading people Why is this important to the company? If you don't achieve strategic competitive advantage over people, you will fail Weak HR function- CEO’s need to empower HR to breed success Every business function starts with people Costs are 213-1500% for a senior executive bad hire Direct cost- 2-15x the person's salary ($3400 per every 10k in salary) Indirect cost- disengaged employees  Run out your A-players Rick’s Nuggets Disengaged employees are easier to pluck out of your company when leadership is compromised How do we deploy into your company? Focus in talent management solutions Talent diagnostics    Leading in talent management first Starts at the top Investing into your people Constant Training (less than 1% of companies do this) Key Takeaways: Look in the mirror Treating your human capital as discipline, rigor & focus as you do on your financial? Links: LinkedIn: https://www.linkedin.com/in/michaelsarraillemba/ https://www.linkedin.com/in/georgelrandle/ Websites: https://www.efoverwatch.com/  https://www.forcepoint.com/ https://thetalentwar.com/ Facebook: https://www.facebook.com/efoverwatch/ https://www.facebook.com/talentwargroup/ Twitter: https://twitter.com/MJSarraille https://twitter.com/EfOverwatch https://twitter.com/talentwargroup Instagram: https://www.instagram.com/efoverwatch/ https://www.instagram.com/talentwargroup/   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

The remote interview is still a HUGE challenge for a lot of companies. Especially for those of you who are lacking a formalized process.  Simply evaluating skills and heavily relying on “vibe” to influence decisions is producing even worse results in this work from home environment.   Too much is able to remain hidden because video is limiting on the non-verbal cues that happen in the interaction.  Assumptions, bias and misinformation have become the new plague in today’s interview. Today is about nailing your video interviews to ensure the strongest hire! Our guest today: Brenna Loury, Head of Marketing for Doist. Brenna Loury knows that the road to success isn’t a path you find — it’s a trail you blaze.  Fueled by her unorthodox marketing efforts, Brenna left her PR firm and joined Doist full-time in 2014. She handles everything from overall marketing strategy, to HR duties, to writing website copy. She’s helped expand Doist’s remote-first team from 5 to 92 employees in over 30 countries, and her grassroots marketing strategies have helped bring the company over 25 million users globally.…And everyone is remote! Today we discuss: Why the Video Interview is so challenging today How to master the video interview Challenge today? Not meeting in person Touch points have gone away Video interviews - change in format Onboarding Hire based on core values Why is this important to the company? 98% employee retention rate Benefited the business  People are happy and the quality of work  Willingness to go above and beyond Rick’s Nuggets Limited view of subject Uncomfortable/unnatural interaction Breeding ground for assumptions & unconscious bias How do we build into your company? Same interview process across the company Structure Hiring committee (3 people)  1 hour interview Add insight question for people who submit a resume Cultural Interview - team manager What are the challenges that Doist’s products are trying to solve that most excite you? (did they do their homework?) How might you improve our landing pages/XYZ? (can they be radically candid?) Tell me about a time in your personal life or at work when you had to be very detail oriented. Tell me about a time when you completed a project 100% on your own. How did you get started and what was the outcome? (can they work autonomously?) What’s the last good book that you read? (interests/life outside of work) Favorite apps on your phone? (interests/life outside of work) Technical- person assigned (senior people) Judging the skills  Can you tell me about a company that you think does a great job at product marketing? What are the advantages/disadvantages of using CSS preprocessors?  Test Project Pay people to do the work Examples: Create a week-long social media plan Write a blog post about a product update Create a Hacker News style reader Cultural Final - leader/executive Covers 5 core values: Mastery, Independence, Communication, Ambition & Balance, Impact Behavioral questions: What’s the difference between someone who’s good in your field versus someone who’s outstanding? Tell me about a time when you disagreed with a team member. How did you approach that situation? Tell me about a time that you went above and beyond what was expected? What motivated you to do so? Rick’s Nuggets Phone Screen / Discovery Call Pain, Desire, Impact Key Takeaways: Prioritize hiring for cultural fit – some technical skills can be learned later on the job Do everything you can to cultivate an environment that values trust over tracking Links: Website: https://doist.com/ Blog: https://blog.doist.com/  Twitter: https://twitter.com/doist, https://twitter.com/brennakL  Relevant blog posts:  https://blog.doist.com/trust-remote-workplace/ https://blog.doist.com/remote-onboarding/    This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/  

High performance teams don't just happen by chance. They are artfully built with an impenetrable culture at its heart.  The people who join are in alignment with the values and purpose of the organization. The result is unrivaled performance above and beyond your expectations. Our guest today: Greg Besner, Founder and Vice Chairman of CultureIQ A global company that helps organizations create high-performance cultures. He and his firm have assisted more than one thousand organizations and millions of employees strengthen their company culture.  Greg was an early investor in Zappos which inspired his commitment to organizational culture. In 2018, he was ranked in USA Today as the 8th best CEO in the United States among a pool of 50,000 companies. He was also named the EY Entrepreneur Of The Year®.  Today we discuss: Why, if you are serious about your business, you need to prioritize your company values as the heart of your hiring decisions How to deploy a process to enable your company to hire people who continually raise the bar for performance I find that often the phrase “not a good cultural fit” is an easy cop out line for a company to pass on people. When asked “HOW” the conversation quickly disintegrates.  How can someone not really make that conclusion when they lack clarity on what their culture/purpose is?  Challenge today? Recruiting for purpose/ culture alignment Zoom interview Body language/ energy Human interaction Interact in the environment around them Fumbling with this new interview process  Onboarding Energy of the office not really happening Interpersonal mingling  Because the human interaction is missing Elevates chance of bias People are uncomfortable in a video interview setting Why is this important to the company? Culture alignment Diversity of experience, perspective Recruiting process is opposite of what it is today Expensive to recruit & train Turnover is expensive Employees who are not aligned with the purpose are expensive Rick’s Nuggets Bias is a two way street  How do we build into your company?  First interaction is a 2 sided conversation- human interaction Experience of working in the organization Company go first Let the person give their elevator pitch What would allow them to be successful at the company  Having a framework Notes should be taken, structured, & details on their values Mutual agreement on moving forward Letting the person know the next steps Transparency   Closure  Interviews Teammate or HR first Try not to replicate the interview! Multi-step process Split up to cover different roles values from skills No need to cover the same questions hire bar raisers  Rick’s Nuggets First interaction: Discovery call Understand Pain, Desire, Impact Listen to understand first Buy in through connecting the dots Presenting back what fits, & what does not Key Takeaways: Bar Raisers- Structured Interview Process Transparency in Hiring Process Links Email: greg@cultureiq.com LinkedIn:https://www.linkedin.com/in/gregbesner/ Websites:  http://theculturequotient.com/ http://cultureiq.com/ http://getsunflow.com/ Facebook: https://www.facebook.com/CultureIQ/ Twitter: https://twitter.com/cultureiq YouTube: https://www.youtube.com/channel/UCSECYe1wg_KxMi_yNi7KQbA?view_as=subscriber Instagram:https://www.instagram.com/cultureiq/   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

One bad hire in your startup negatively affects your balance sheet and is the fuel to future boardroom conflict.  Often, we entrepreneurs feel the pressure to fill our roles at the expense of elevating our people's performance. This disintegrates the company values and results in the exit of your strongest players.  Today is about hiring “gravitators” and avoiding the “disintegrators” that will surely be the subject of boardroom conflict. Our guest today: Rod Robertson, Founder & Managing Partner of Briggs Capital. Rod is an international entrepreneur and co-author of the book The Human Vector. He has conducted business in over 15 countries while focusing on developing small-to-medium-sized businesses and taking them to market worldwide.  Robertson’s career in transaction experience and entrepreneurship includes guest lecturing around the globe at institutions such as Harvard Business School and other top-flight MBA schools as well as business forums and news outlets worldwide. He sits on numerous boards, guiding firms to streamline operations and make businesses more profitable before selling. Today we discuss: The difference between hiring a gravitator vs a disintegrator Why this is important to your board of directors How to gain evidence to support hiring the right person - a Gravitator Challenge today? Companies have no room for error in hiring Hiring folks that can contribute to increased value of the firm Boards are looking at the income statements & balance sheet Are they cohesive with growth strategies? How to assess quickly to unload non performing employees Why is this important to the company In 2021 the PPP bailouts have run their course - no margin for error Your hires must stick - no “numbers game” in hiring The co culture equal to individual go Rick’s Nuggets A speedy hire often results in a miss hire How do we fix this issue in your company? Bring on more outside Board of Advisors (not traditional Boards) to analyze and share the responsibility of hiring and layoffs Human Vector Systematic approach to maximizing employee performance GRAVITORS can change employees “angle” to the” Vector” INTEGRATOR -manager who accelerates integration of employees FUNNEL OF VECTORS acceptable deviation of employees from company values DISINTEGRATORS  a disruptive employee Attributes as they relate to the goals of the company  Management hiring and termination based more then ever on cash flow Quantitative analysis trumps culture for now $1.9B stimulus will prop up economy for six months then economic slide predicted for balance of 2021 thru 2022 Small to medium size businesses must pivot quicker then ever Using outside Board members or advisors to make quantitative decisions should be utilized Rick’s Nuggets Behavioral Interview Tie interview questions to your company values *Knockout:   Tell me about your most difficult Customer interaction (give wow) What were the circumstances that led to the difficulty? Break down the steps you took to resolve the problem What was the root of the customer issue? What solutions did you come up with? How were you able to calm them down? How were you able to deliver beyond their expectations?  How did the interaction end? Why was their view important to you? Key Takeaways: During these difficult times, systematic hiring and termination most adhere to a firm’s financial  Outside Advisory input can bring clarity to growth and/or scaling back strategies It’s a perfect time to shake up your roster! Guest Links: LinkedIn: https://www.linkedin.com/in/roderickrobertson/ Website:www.briggscapital.com   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/

In this episode of the Higher Power Radio Show, host Rick Girard discusses the common pitfalls of modern job descriptions and provides actionable solutions to improve them. Drawing comparisons to a successful 1913 Antarctic expedition ad, Rick emphasizes the importance of clarity, candidate focus, and performance metrics in job descriptions. He shares five key steps to crafting effective job descriptions and how leveraging AI can enhance this process. Tune in to learn how to attract the strongest talent for your business and maximize your people ROI. 00:00 Introduction: The Power of a Compelling Job Description 00:38 The Problem with Modern Job Descriptions 01:07 Welcome to Higher Power Radio Show 02:09 Common Complaints About Job Descriptions 05:59 Why Job Descriptions Fail 06:59 How to Fix Job Descriptions 16:02 Key Takeaways for Effective Job Descriptions 18:00 Conclusion and Farewell Host Links:  LinkedIn:  Rick Girard Company: Intertru, Inc. Podcast: Hire Power Radio Show & Podcast Book: Healing Career Wounds (Amazon) Powered by Intertru 

There needs to be a deliberate cadence to your interview process.  Just like a first date, you wouldn't say “hi, I'm Rick. before we start the date, I’d like you to complete this sexual survey and if I like your answers, we can continue the date.”  Now it may work on some people. But the question you need to ask yourself is who exactly are you weeding out?  Answer… A-Players! Today we are talking about the pros and cons of screening mechanisms and the proper order to deploy them to keep people engaged. Our guest today: Joel Patterson, Founder of The Vested Group A business technology consulting firm in the Dallas, Texas area, and ForbesBooks author of The Big Commitment: Solving The Mysteries Of Your ERP Implementation. In 2011, Patterson founded The Vested Group, which focuses on bringing comprehensive cloud-based business management solutions to start-ups and well-established businesses alike.  Joel has hired hundreds of engineers & consultants and has learned a lot about what works in an interview process. Today we discuss: Why a proper cadence is so critical in keeping top talent engaged How to set the correct sequence to avoid triggering “fight or flight” in top talent Challenge today? Saving your time with a video screen first Wasting a lot of time with interviews of unqualified people Need to be efficient with people's time- billable resources Elevated the quality of the people hired Not as many bad hires Missing out on good talent? Do people want to jump through hoops? Why is this important to the company? Cost to replace a person 100-150k loss per person lost Culture impact of people coming and going Sunday test- call on a sunday Rick’s Nuggets Are you losing the top 20% in your screening efforts Transactional Value driven How do we build into your company? Video - one way Phone screen Video Interview 2 sessions Job score card Core value  Case Study to do Rick’s Nuggets Discovery call (Positioning) PDI (Pain, Desire, Impact) Interview Culture, skills, culture, combo Behavioral questions Assessments/Assignments/Skills test Prefer working session to determine skills Connect the dots Key Takeaways: Core values drive hiring/firing decisions Interviewers represent cross section of experience and skills levels (AMA) Providing purpose quickly is critical to long term hiring success Guest Links LinkedIn: https://www.linkedin.com/in/pattersonvested/ Website: http://www.thevested.com/netsuite-provider-the-vested-group Facebook: https://www.facebook.com/VestedGroup/ Twitter: https://twitter.com/TheVestedGroup YouTube: https://www.youtube.com/channel/UCHDBLjRuMtER5yUrPhZYKkw   This show is proudly sponsored by Criteria Crop: https://www.criteriacorp.com/  

CEO campfire horror stories often start with “In the beginning, I hired a few friends of mine”... then the story digresses from there. Sometimes the situation works out but most of the time it is a disaster resulting in a severed relationship.  Today we are discussing lessons learned in hiring from your inner circle and how hiring for growth lands great talent.  Our guest today: Wing Lam, Owner of Wahoo’s Fish Tacos Wing Lam is the eldest of the three founding brothers and the enigmatic character widely recognized as the face of the iconic Wahoo’s Fish Taco brand. A 30-plus-year restaurant industry veteran, he is often in the public eye participating as a panelist and speaker at global events such as the IEG Conference and guest lecturing for MBA programs at Yale, UCLA and USC.  Wing is Prolific & “rich in the currency of social good”! Today we discuss: The pitfalls & benefits of hiring friends & family Two key components to hire successfully Challenge in hiring friends & family? Setting precedence People did not take it seriously Stealing Can't allow people to take advantage of your generosity Corporate hires- Hired from headhunters for store managers (⅖ stayed over a year) Moved to growing from within Why is this important to the company? Mistakes cost the company money, time & morale Rick’s Nuggets Expectation Alignment Where we fail is in agreeing on expectations up front  How do we build into your company? Understand culture first Fit is more important than skills Up Hire Too much experience is good Opportunity to allow the person to do what they want to do Others intimidated by credentials Didn't feel like the person would take the job Personality, integrity, passion Translates to a good hire Rick’s Nuggets Positioning determines the cultural fit Cultivating growth is what captures & retains talent People want to learn, grow and tackle new challenges Key Takeaways: Referrals & dig deeper Really understand your culture & what fits Links: LinkedIn: Wing Lam Website: Wahoo’s Fish Tacos Organization: California Love Drop   This show is proudly sponsored by Criteria Corp  TAGS : #californialovedrop #wingdash #wahooswing #giving 

“We really need to hire a person from xyz company and they need to be from a top tier school.” Words that make every recruiting professional cringe.  This criteria is the perfect storm for making the worst hire of your career. The Truth is, Your ego WANTS these things but the business needs a person with the RIGHT DNA to fuel company growth.  Our guest today: Greg Toroosian, Founder & Managing Director of Elevate Hire Having worked for startups, globally recognized brands, and recruiting agencies, he brings a unique perspective, a fresh sense of understanding, and an elevated level of service to his clients. He previously held the roles of Recruiting Manager for Virgin Hyperloop and Director of Talent Acquisition for Sweetgreen. Greg believes that recruiting and retaining talent is key to having a successful company. Today we discuss: Setting expectations of what you can REALLY hire How to hire what you can Really hire There are 2 ways to hire A-level talent  Pay for them Be the solution to their career wounds Challenge today? Overall value proposition Competitive market Hard to find or in demand roles Stage of growth Disconnect on what the market really is budget Clarity on what you are actually hiring for and why Coming back to earth on what is really needed Why is this important to the company? Impact time to hire Help to hire the right people  Think through their recruiting strategy Help with financial planning How do we build into your company? Build your value proposition What is it to your employees Cultural element How to communicate you culture Honest and open about What your culture really is Allow people to opt in/opt out Business element What the work is Product/ service Social good, clean energy, industry Clear about how it is different from their competitors Personal/Professional element What’s in it for me? What will I learn? What will this do for my career? Clarity On what needs to be done What really needs to be done? First hire??? Now what? Clarity helps to target the right people, industries, competitors Gain clarity on what success looks like for this role Understanding the competitive market Clarity on what you are hiring for and why Common complexity of what is being built Reality check on what you NEED to be paying this person Who else you are in competition with for that person Solutions if the role cant flex If the person you need is unhirable? Competition, salary, location, level of skill, small pool Training & molding a person intro the role Contractor, fully remote,  Key Takeaways: Craft and solidify your EVP - at least for your company. Use the cultural, business, professional buckets to help. Be mindful of the market you’re hiring in and self aware of your company's positioning. If hiring the people you want or the way you want aren’t currently realistic, then consider creative ways of making your offering more attractive or creative ways of getting the work done. Guest Links: LinkedIn:  Greg Toroosian Website:  Elevate Hire Twitter:  Toroosian Email: greg@elevatehire.com   This show is proudly sponsored by Criteria Corp