Hire Power Radio is created for entrepreneurs, founders, and business leaders to provide experiential learning & the tools to win-win the strongest people. We share solutions from high performing leaders who have figured out.
We challenge the conventional thinking of how you may be approaching hiring for your company ...And we challenge you to empower your team to deliver structured, unbiased, and evidence based interview practices that attract the high performers that will fuel your business growth.
Entrepreneurship is a wild ride - Hire Power Radio is here to help you to conquer the hire, then the world!
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Attract A-Players & Avoid the Dunning-Kruger Hiring Trap with Greg Cleary
Thursday, March 5, 2026 • Duration 31:43
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
Stop Blaming “Ghost Jobs”: How to Create Your Own Referral & Get Interviews
Thursday, February 19, 2026 • Duration 18:06
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
Why You Keep Hiring the Wrong Salespeople with Gary Braun
Tuesday, September 2, 2025 • Duration 29:00
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
The Hidden Pools of Sales Talent with Chris Beall of ConnectAndSell
Episode 238
Thursday, October 21, 2021 • Duration 29:45
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/
Hiring Your First 10 People with Jeremy Parker of Swag.com
Episode 237
Thursday, October 14, 2021 • Duration 24:10
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
How to Thrive in Hiring Through the “Great Resignation ” with Rick Girard of Stride Search Inc.
Episode 236
Thursday, October 7, 2021 • Duration 26:01
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 Kills Hires with Andrew Bartlow of Series B Consulting
Episode 235
Thursday, September 30, 2021 • Duration 23:22
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/
How to Stop Sucking at Hiring Sales People with Joseph Fung of Uvaro
Episode 234
Thursday, September 23, 2021 • Duration 29:13
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/
Hiring for Talent Optimization with Mike Zani of The Predictive Index
Episode 233
Thursday, September 16, 2021 • Duration 23:25
“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/
How to Terminate an Employee with Dignity - Lori Torres of Parcel Pending
Episode 232
Thursday, September 9, 2021 • Duration 29:12
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/
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