Explorez tous les épisodes du podcast Manager Tools - Hiring

Part 2 of our guidance on how to teach directs how to interview candidates for hiring.

Part 1 of our guidance on how to teach directs how to interview candidates for hiring.

The conclusion of our guidance on how - and why - to hire "overqualified" candidates.

Part 3 of our guidance on how - and why - to hire "overqualified" candidates.

This cast continues our guidance on how - and why - to hire "overqualified" candidates.

This guidance describes how - and why - to hire "overqualified" candidates.

Our guidance on hiring interns.

This cast describes how to increase your chances of re-hiring someone who has left your organization. They're called Boomerangs!

This guidance describes how to interview those colleagues on your bench...without interviewing them.

This cast discusses a way to build your recruiting "bench" during market downturns.

This guidance describes the first meeting a manager ought to have with a new team member.

When someone new joins your team, we recommend you communicate early about your key priorities.

This guidance continues our recommendations about topics to cover with new directs, encouraging them to ask questions about everything they don't understand.

We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.

We recommend spending time with each new member of your team encouraging them to tell the truth, and not be afraid of not knowing how to do something or the standard way of doing something in their new role.

New Directs need guidance on how to start on the right foot. We recommend a series of meetings in their first weeks, one of which makes clear: you have to create and maintain trusting relationships within the organization to succeed.

This guidance continues our recommendations about topics to cover with new directs, encouraging them to be on time with themselves, their work, and their commitments.

The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.

The Manager Tools Onboarding Checklist. Every task necessary to help a new hire become effective as quickly as possible.

Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.

Your questions, our answers on what to do once you make a candidate an offer to turn them into a great team member.

What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.

What to do once you make a candidate an offer to turn them into a great team member. Chapter 1 is the basics, why to have a process.

What to do once you make a candidate an offer to turn them into a great team member. Part 1 is the basics, why to have a process.

The conclusion of our guidance on how to share shortcomings in evaluations like reviews and interviews.

This guidance explains how to share shortcomings in evaluations like reviews and interviews.

There are effective and ineffective ways to notify a candidate you’ve interviewed that you won’t be offering them.

There are effective and ineffective ways to notify a candidate you’ve interviewed that you won’t be offering them.

During this cast, we complete our series on making a job offer to a candidate. If you haven't listened to last week's cast (part 1), please do so first!

This cast explains a simple way to make a job offer to a candidate.

This guidance recommends what questions to ask of a job candidate's references, if you progress to that stage.

This guidance recommends what questions to ask of a job candidate's references, if you progress to that stage.

This cast describes a technique for measuring your team and/or organization's ability to recognize talent.

Don't rank candidates as you are interviewing, individually or collectively. It biases the hiring process.

This cast describes what to do when a manager has two candidates for a job that meet the standard, but you can only offer one candidate.

This cast describes how to decide between two good candidates in a hiring situation.

This cast concludes our conversation on how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.

This cast describes how to increase the chances that you will get to hire your favorite candidate when he or she has to interview elsewhere in the organization.

This cast explains how to capture interview results in a fast and simple meeting.

Have you ever had to interview someone on short notice? Ever felt like you didn't know what to ask, or how to evaluate the answers? You're not alone. Unfortunately, what most managers do is "wing it". And that's more than just ineffective - we think it's wrong. The danger of winging it is not just that you feel uncomfortable, you look bad, and you don't get good information upon which to make a judgment of the candidate. The real danger is that the candidate can tell that you're winging it, and that reduces your firm's chance of hiring the best candidates.

Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.

This cast describes how to interview effectively during a downturn, particularly for difficult to fill positions.

This guidance concludes our discussion on when and how to end an interview with a candidate you won't hire.

This guidance describes when and how to end an interview with a candidate you won't hire.

Part 3 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 2 of our guidance on asking and evaluating the weakness question when interviewing candidates.

Part 1 of our guidance on asking and evaluating the weakness question when interviewing candidates.

This guidance recommends the best way to take notes during interviews.