The Best Question You Can Ask of Job Applicants on Any Interview (VIDEO)

FROM THE ARCHIVES (2013)

On this video, Jeff Altman, The Big Game Hunter suggests a great question you can ask every job applicant that he learned from his son.

NOTE: I NO LONGER DO RECRUITING. No BS Hiring Advice and No BS Job Search Advice, have now blended into No BS Coaching Advice Ezine.

Summary

Today I want to talk with you about some no BS hiring advice, some simple, direct, straightforward advice that is designed to help you is in HR professional, he was a manager or director, you as a business owner hire more effectively.

Today's tip really comes from kids. My son is now 16 and I remember when he was much, much younger. Do you remember this question that they would ask (or maybe you remember asking this question yourself)? The question became, "Why?"

"Why" is 1 of the great questions that can be asked on any interview. "Tell me about what you did?" Listen to the answer. "Why was it done that way?" You'll learn something about the potential employee in their thought process. If they haven't delegated to them or really instructed what to do or did they have a creative explanation for why was done that way?

"How much are you looking for in the way of compensation?" "X number of dollars." "Why?" "Because my friends told me I'm worth that." That doesn't mean anything to you, does it?

Try asking the question, "Why," more often, and, if your hiring manager, take a little time to prepare your questions in advance. So often, managers are caught in situations where they are handling too much "stuff" and they haven't really thought through what they're going to ask in order to find out whether someone can actually do the job that is going to be laid out for them.

Take some time to create some canned questions in order to figure out whether this person has the right skills for what you want them to do.

Then, don't forget to ask why as a follow-up to all your questions.

Jeff Altman, The Big Game Hunter is a coach who worked in recruiting for what seems like one hundred years. He is the head coach for JobSearchCoachingHQ.com and NoBSCoachingAdvice.com

Follow him at The Big Game Hunter, Inc. on LinkedIn for more articles, videos and podcasts than what are offered here and jobs he is recruiting for.

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The 1 Question Every C Level Candidate Should Be Asked . . . (VIDEO)


(And a Lot of Non-C Suite Potential Hires, Too)

Most C level interviews are very predictable And translate into, “Do you have the required skills,,” and, “Can I trust you?”

Here I offer one question that every person should be asked.. It will reveal a lot about them and it can be asked of you too.

Summary

Meaning.

Few of us like to think of ourselves as cogs in a machine. No where is that more true than in the C suite where a man or woman is hired to embody an idea or concept and lead an organization.

Yet so much of their interview, so much of how a man or woman is measured translates into two things:

Do you have what I believe are the requisite skills and experience that will need to execute in this role.

Do I trust you.

Of the two, usually by the time of the interview, what a firm is really doing is confirming your assertions that you have the requisite experience and looking you square in the eye to see if they believe you.

No wonder interviewing has become such an unsatisfactory way of evaluating potential hires. In most cases, it has turned into "business blind dating" . . . and we know how unsatisfying most blind dates have turned out.

What if I told you that there was one question you could ask that would allow you to identify the special people, the ones that should grade out head and shoulders above the others, would you be interested in using that question in your interview, whether you were a potential employer or C suite hire?

Here's the question:

"Are you familiar with our firm's mission and what does it mean to you?"

There's only one problem with asking this question of Potential C-Suite Hires

There's only one problem . . . Most corporate mission statements are as dry as sand and equally inspiring.

Here are a few examples that may yield defensive responses:

"Serving Others. For Customers, A Better Life. For Shareholders, A Superior Return. For Employees, Respect and Opportunity" (Yawn)

"To provide our policyholders with as near perfect protection, as near perfect service as is humanly possible and to do so at the lowest possible cost.” (I guess it wasn't good enough to provide policyholders with the right protection; they had to give themselves some wiggle room)

"Helping our customers manage document workflow and increase efficiency through best-in-class products and services. Fostering the growth and development of our employees. Providing a distinct advantage to our suppliers as a distribution channel of choice. Growing shareholder value through strong execution of our strategies." (Are you excited?)

"It is the policy of xxxxx to provide products and services to the market which meet or exceed the reasonable expectations of our customers. Satisfying our customers with the appropriate level of quality is a primary goal and a fundamental element of our business mission." (Not a mission statement. It is a policy statement, hence a goal).

Let me contrast these with:

"(Our) mission is to give people the power to share and make the world more open and connected. People use (us) to stay connected with friends and family, to discover what’s going on in the world, and to share and express what matters to them."

or

“to empower every person and every organization on the planet to achieve more.”

or

"We enable businesses to thrive and economies to prosper, helping people fulfill their hopes and dreams and realize their ambitions."

When did business stop believing in becoming bold and breathtakingly great? In our search for meaning, do you think we will be more inspired by offering a leader the opportunity to help a firm become "near perfect" or "helping businesses thrive, economies prosper and people fulfill hopes and dreams?" Do mission statements that could be used in a greeting card help attract exceptional leaders or cause them to be repelled?

And, if you tell me that the mission statement means nothing and the last time it was referred to by management was during the last century, what are you telling the public about your words having meaning?

Mission statements should be a rallying point for everyone to be extraordinary so that your firm can be extraordinary. If they ave no meaning to you, take it off your website and abandon the lie. However if they do have meaning, ask potential hires if they are familiar with your firm's mission (first tip off of adequate preparation) and what that mission means to them.

And if you are looking at a firm as a potential employer, ask the people you meet with about the firm's mission and what it means to them. You will learn something about the leadership of the organization and its congruence with its avowed values.

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and business life coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions.

START YOUR 7 DAY FREE TRIAL NOW

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Don’t forget to give the show 5 stars and a good review in iTunes

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

The 1 Question Every C-Level Candidate Should Be Asked (And a Lot of Non-C Suite Potential Hires, Too)

Meaning.

Few of us like to think of ourselves as cogs in a machine. No where is that more true than in the C suite where a man or woman is hired to embody an idea or concept and lead an organization.

Yet so much of their interview, so much of how a man or woman is measured translates into two things:

Do you have what I believe are the requisite skills and experience that will need to execute in this role.

Do I trust you.

Of the two, usually by the time of the interview, what a firm is really doing is confirming your assertions that you have the requisite experience and looking you square in the eye to see if they believe you.

No wonder interviewing has become such an unsatisfactory way of evaluating potential hires. In most cases, it has turned into “business blind dating” . . . and we know how unsatisfying most blind dates have turned out.

What if I told you that there was one question you could ask that would allow you to identify the special people, the ones that should grade out head and shoulders above the others, would you be interested in using that question in your interview, whether you were a potential employer or C suite hire?

Here’s the question:

Are you familiar with our firm’s mission and what does it mean to you?

There’s only one problem with asking this question of Potential C-Suite Hires

There’s only one problem . . . Most corporate mission statements are as dry as sand and equally inspiring.

Here are a few examples that may yield defensive responses:

Serving Others. For Customers, A Better Life. For Shareholders, A Superior Return. For Employees, Respect and Opportunity” (Yawn)

To provide our policyholders with as near perfect protection, as near perfect service as is humanly possible and to do so at the lowest possible cost.” (I guess it wasn’t good enough to provide policyholders with the right protection; they had to give themselves some wiggle room)

Helping our customers manage document workflow and increase efficiency through best-in-class products and services. Fostering the growth and development of our employees. Providing a distinct advantage to our suppliers as a distribution channel of choice. Growing shareholder value through strong execution of our strategies.” (Are you excited?)

It is the policy of xxxxx to provide products and services to the market which meet or exceed the reasonable expectations of our customers. Satisfying our customers with the appropriate level of quality is a primary goal and a fundamental element of our business mission.”  (Not a mission statement. It is a policy statement, hence a goal).

Let me contrast these with:

(Our) mission is to give people the power to share and make the world more open and connected. People use (us) to stay connected with friends and family, to discover what’s going on in the world, and to share and express what matters to them.”

or

to empower every person and every organization on the planet to achieve more.

or

“We enable businesses to thrive and economies to prosper, helping people fulfill their hopes and dreams and realize their ambitions.”

When did business stop believing in becoming bold and breathtakingly great? In our search for meaning, do you think we will be more inspired by offering a leader the opportunity to help a firm become “near perfect” or “helping businesses thrive, economies prosper and people fulfill hopes and dreams?” Do mission statements that could be used in a greeting card help attract exceptional leaders or cause them to be repelled?

And, if you tell me that the mission statement means nothing and the last time it was referred to by management was during the last century, what are you telling the public about your words having meaning?

Mission statements should be a rallying point for everyone to be extraordinary so that your firm can be extraordinary. If they ave no meaning to you, take it off your website and abandon the lie. However if they do have meaning, ask potential hires if they are familiar with your firm’s mission (first tip off of adequate preparation) and what that mission means to them.

And if you are looking at a firm as a potential employer, ask the people you meet with about the firm’s mission and what it means to them. You will learn something about the leadership of the organization and its congruence with its avowed values.

© The Big Game Hunter, Inc. Asheville, NC  2017

 

If you liked this article, read, “4 Things to Do to Find Your Next C Level Job (And None of Them Involve Writing a Resume).

 

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life 

coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions. NOW WITH A 7 DAY FREE TRIAL

Connect with me on LinkedIn

Are you interested in executive job search coaching, executive coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

Interviewing for Core Values, Not Fit. (VIDEO)


I’m not a believer in interviewing for fit. I am a believer in interviewing for core values. Here I explain why and suggest a model for core values developed by Lance Secretan.

Summary

I have been a complainer about how firms interview for fit. Let me summarize it for you. When most firms interview for fit, they are using completely subjective criteria that can introduce bias into their decision-making.

For example, "I don't like them."
"Why?"
"I don't know."

Well, what does that really do?

I'm a big believer that you interview for qualifications. From there, given that you're not using any objective measures to evaluate your own people or using any objective measures to evaluate this person, instead of going for, "got," you evaluate for qualifications. In addition, if you're having someone interview for you, give them information about what you want them to cover in the interview, how you want them to do it, and debrief them by asking, "Did you find that they were qualified?" That's it.

If the answer by saying, "I don't know," probe.

"They gave me an answer that… I don't know?" Then, you have to go into greater detail interview them again. It's not enough to deal with soft factors , because that is where a person's biases can show up.

"I don't like them," can mean, "I don't like working with strong women," or, "I don't like working with foreigners," . . . Any number of biases can show up in the equation that you have to get out of the process. However, I am a big believer in interviewing for core values.

I had a wonderful conversation with an old client recently who was doing a presentation for his firm. We were talking about my opinion of fit in the assessment process and he told me that his firm has very strong core values that they really believe in. That's fine. Core values to me, where a person signals in the course of answering the question that they don't match up with core values . . That's a valid criteria.

For example, this firm has a core value around teamwork. When you interview someone who is all "me" oriented, rather than simply reject them, you have to go investigate what it was because it could have been them who really was the impetus for change!

I would offer you a different model using an acronym that Lance Secretan has developed. Lance is a coach who developed this model called The Castle Principles (TM). It is a wonderful model for evaluating people. Let me walk you through it.

The "C" in Castle is courage. Tell me about a time in your past . When you had to face the headwinds and still stood your ground. This isn't about being oppositional to teamwork but about having strong belief. To me, change often comes from small incremental steps to move forward. Another question you can ask is, "Tell me about a time in your life where you had to make a difficult change. Maybe he was at work. Maybe it was in your personal life."

The "A" is for Authenticity. You getting a sensor person that they are authentic and what they say and believe. Inj an interview, that's a difficult thing to do. After all, you are on good behavior and so are they. You look for ways to break down the barriers between you.

"S" it is for Service. How has this person been in service to others in their life. It could be either inside or outside of their work life. How have they served others?

"T" is for Truthfulness. Tell me about something hard that you had to take on. Tell me about something difficult to take on and you did. Answering this question may involve courage as well.

"L" it is for Love. Tell me about a situation where you "loved up" 1 of the people. By that I mean tell me about something where you should care for 1 of your people, when they were struggling. Maybe you pitched in during a difficult situation with your team.

"E" it is for Effectiveness. You can't be effective without all these things being in place.

No one wants to work for someone who is inauthentic, right? No one wants to work for someone who is only looking out for themselves, or acts like a "drone."

Thing to interview for. I use this model as I have interviewed people; I'm going to encourage you to do the same thing.

Look at this model and come up with your own questions around courage, authenticity, service, truthfulness, love and effectiveness

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions.

NOW WITH A 7 DAY FREE TRIAL

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Don’t forget to give the show 5 stars and a good review in iTunes

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

 

10 Questions You Should Ask Executive Candidates (VIDEO)


When you are interviewing executive candidates, here are 10 questions you should ask executive candidates.

Summary

I put together 10 questions that I thought should be asked of each executive that you or your firm interviews. I want to be clear that these questions don't deal with an objective evaluation of their knowledge. These fall into the category of "everything else." If you like to ask knowledge-based questions obviously can't be on the list because I cannot cover every topic. I can have questions that allow people to assess them for their leadership.

1. Describe a time you faced an unforeseen issue and how you diffused and resolve the situation.

2. How have you helped your firm make or save money? How much?

3. In your last position. What was your strategy for building relationships with your team? With your peers? With the people that you served?

4. Tell me about a time where you and or your team faced challenging odds and had you keep them motivated, engaged and inspired to overcome the situation and succeed. I personally like inspired rather than motivated. Inspiration is an internal force; motivation is external… But that's a conversation for another occasion.

5. Explain a time when you had to promote an idea or a project to a group and how did you go about persuading the others?

6. Describe a time when you had to deal with conflict in your department and how did you handle it?

7. (I love this 1 and the next one in particular) Why does your management style work? I think it's an interesting question because you're acknowledging that it does work , but why does it work? Is this just something that they pulled out of the seat-of-the-pants or has there been conscious decision-making about it? I trust that you as the leader of an organization can smell BS. That's the most important factor here.

8. Who are your enemies and how did you make them? This is a new favorite question of mine for leadership interviews. I learned it from someone I'm coaching who is a COO candidate and someone asked of him. I love this question because leaders usually make enemies along the way; you want them to be self-aware enough to notice them. You don't want them to say, " I have no enemies. Everybody loves me. I'm like a good puppy.. Everybody loves me."Everybody makes enemies.Someone has to be prepared to divulge that so you know that there are honest.

9. What professional accomplishments are you most proud of and why? This is a softball question. If they can't answer that one with a big smile on their face, there's something wrong here.

10. (Notice I built up through some challenging questions and then throw in a softball. Now this 1) What is the hardest criticism you've heard over the course of your management career ( or your leadership/Executive career)? This is an opportunity for the person to be self-aware in front of you; they have a chance to talk about their successes and mistakes..You want to hear about the mistakes and flush them outBut you also want to get a sense of the character of the individual here in order to find out whether they can be trusted with the keys to your organizational "car."

Most people this level have a great propensity for preparation and the ability to present things in cogent ways. Questions 7, 8 and 10 are designed to be personally revealing. You'll learn a lot from their answers but they are set up by the others.

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions.

START YOUR 7 DAY FREE TRIAL TODAY

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Don’t forget to give the show 5 stars and a good review in iTunes

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

What’s Wrong With Your Hiring and Staff Management (VIDEO)


There is a very basic disconnect that has occurred in hiring and management. Here I discuss a few the ways  that it breaks down.

START YOUR 7 DAY FREE TRIAL TO JOBSEARCHCOACHINGHQ.COM TODAY

Summary

The employer's idea of engagement

I thought of doing a video today that really talks about the hiring process, what isn't working, and what is breaking down. There is a statistic I saw not long ago that whether you're a job hunter or a hiring manager, more than 70% of you really hate the process of hiring. You start off at that premise and within 18 months, more than half of the respondents regretted taking the job or hiring the person. In other words, things break down. There is a disconnect between what is sought in the way of experience and what you are getting.

One statistic said that 46% of new hires leave a job within their 1st year. Catch that one. Almost 50% employee turnover. When you start looking at engagement numbers... Let me digress for a moment. Employee engagement is the lowest common denominator. In the US, the engagement rate is a little over 30%. That translates into more than two thirds of the workforce really doesn't care. They are not engaged in their work. They are going through the motions. That compares to less than one third who actually care.

They are involved with their work. Are they excellent that it? No. They are trying. The rest of your workforce doesn't care and they are acting out by being oblivious.

You have to pause for a 2nd and ask yourself, "What's wrong? Why is this not working?" I have to start off with the hiring process and then look at the management process.

Often from the hiring perspective, there is a disconnect between what you are looking for and who you actually hire. 1 of my pet peeves about the hiring process is the notion that hiring managers are involved with hiring for fit, yet have no objective measure for figuring out how a person will fit in. As a result, they go by gut instinct.

"This person reminds me of so-and-so." The result is, they forget a basic fact. The basic fact is that everyone involved with interviewing is on good behavior. You are on good behavior. If you are an angry individual you are putting on a great show and hiding it. If you are a grumpy person, you're putting on a good show and hiding it. You don't reveal that.

The job hunter was also putting on a good show because from their perspective, they want to put on a good face and give the impression that they are competent and have the right skills. They want to create the impression that there are nice person you can know like and trust and all that happy stuff. What do you expect?

You are not being yourself. And they are not being themselves. And that's the position that you're judging from. Each of you is on good behavior and thus it shouldn't be a surprise that the notion of fit doesn't work. In addition, you haven't evaluated your own team using test measures; you're not evaluating the potential higher using test measures and making comparisons with your existing team either. As a result, it should be no surprise that things break down.

I've done videos that discuss the mistakes in hiring. For example, a hiring manager has someone evaluate someone for their knowledge that is required for the position but doesn't really offer much guidance in what they want the person to be evaluated for. Asinine questions get pulled in. In a game of, "Can you top this?" Even though the skill being evaluated for the asinine question may only be used once every 5 years. There is nonsense and often shows up in the evaluation process.

Here's another fun thing. Once they are on board and once everyone is getting back to being themselves, people are often treated as though they are robots. Workers tossed over the transom to them. No real relationship has been developed between the hiring manager and this new staff person. Employees start to recognize that they are being treated like commodity workers like they were before rather than human beings or give the notion to them that in any way they are special or important.

A great story I read about Southwest Airlines which is consistently 1 of those firms that people want to go to work for. They really have employee culture that respects them. 1 of the stories I read basically involved how the firm response to every customer service letter and tries to make things right.

One customer wrote to the airline complaining that they didn't like boarding the airplane en masse, that there is no 1st class seating, that she didn't like peanuts and then went on to 5 or 6 things that you really found annoying including that the airline staff and crew were excessively friendly. She complained about 5 or 6 things. The people in customer service really didn't know how to respond to her. So they passed it up the chain of command until it arrived at the desk of the president of Southwest Airlines, Herb Kelleher.

Kelleher wrote back to the individual, and I want you to pay attention to what he said because it's really important. He wrote back to her and said, "We'll miss you as a customer." It was more important to him to maintain the integrity of the culture which is high employee engagement, care for the employee because he doesn't believe that the customer is always right. He believes that the employee, if backed up, will always want to do things right.

He will help employees do well, hire people who want to do well and go out and do the best that they can and yes, they will make mistakes. We all have bad days. We all make mistakes. By backing up his employees in telling this individual, "We'll miss you," he preserves the culture.

How does that apply to you as a hiring manager? What are you doing to show the people that you really care about them? Seriously?

"I give them a review!" My favorite story about reviews comes from a coach named Lance Secretan who tells a wonderful story. "Imagine a process where every 6 months you sit down with your wife or husband or partner and say, "It's 6 months now. It's time for me to give you a review on how you're doing." Do you think you be living there very long if that was part of the process? Yet in employment this is considered a good thing to do!

The employer's idea of engagement is, "We're going to give you feedback on how you doing. The good stuff, but mostly the not good stuff."This is done instead of supporting them all the way through the process, Backing them up, making them feel like they are important to your organization and stuff along those lines.

My encouragement to you is to think like a human being there for second.Talk to people like people, particularly the ones who work for you and you work for.In the hiring process, stop putting on an act. Get clear with you people about what you want them to evaluate For and how you want them to evaluate for it. When you get feedback from your people about qualifications don't ask if you like them. Ask if they are qualified.If not, how so?If so, what were their strengths?Where did they show up. Not quite as good? Get that information..

Once the new hire is on board do things, not to engage them (Remember, engagement is a nonsense term)But to help people feel as thoughYou really care about them.

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions. NOW WITH A 7 DAY FREE TRIAL

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

Deciding Who to Hire After a Second or Final Interview (VIDEO)


My advice is for hiring managers and for HR people who are aiding a hiring manager with a decision.

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions.

START YOUR 7 DAY FREE TRIAL TO JobSearchCoachingHQ.com

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

There Is Now Reason to Pay Attention to Facebook Professionally (VIDEO)


There is no reason to expand your network of relationships on Facebook beyond your friends.

 

Summary

I wanted to do a video today about the public rollout of a new feature on Facebook; that is, the ability to post jobs.

Let's say your hiring manager and not a job hunter. You are trying to bring on talent. Obviously, the ability to post jobs is a nice benefit but now here's the real thing about it – – it now encourages you, whether you're a job hunter/employee of an organization and completely happy doing what you are doing, your hiring manager and trying to bring on talent, what Facebook is encouraging you to do with this 1 simple action is brought in your network of relationships on Facebook beyond your friends.

Why do I say that? Let's look holistically at Facebook and what might happen in the future. If you start with job ads, what you now have to do is look at Facebook as a potential tool for business. Yes, there have always been business pages and fan pages and things like that. Now look at it from the standpoint of hiring and bringing on talent and now your Facebook profile has to be even more careful.

You want to broaden your network on Facebook to influencers on Facebook and not just restrict yourself to your immediate circle of friends. The way business works these days is that is not just simply who you know, but who your friends know who they can introduce you to. Thus widening your circle becomes more important.

I wouldn't be surprised at the descriptive areas for a person's background broadens over the next few years to include professional successes and information. Yes, you've always been able to search on Facebook for people, their firms and things along those lines, but as always feel very limiting because of how few people participate in sharing that kind of information.

Let's say you're a corporate recruiter. You now want to build your network as wide as possible beyond LinkedIn. LinkedIn obviously makes it paid, but now you can advertise for free for people that is now delivered in their feed and suddenly your marketing is grown exponentially.

You now want to build your network of relationships on Facebook as well as on LinkedIn in order to broaden your contacts. I wouldn't be surprised if in the next few years, Facebook takes on the 2 ton professional gorilla, LinkedIn, all from this very simple thing of free job posting.

This is your time before the next recession to broaden your network of contacts, whether you are an employee of a firm or a potential employer or hiring manager or HR professional. That is because, as you've heard many times, your network is your net worth. Facebook is making it easier for you to use it as an employment vehicle. You want to be out there proactively building your Facebook network as you have your LinkedIn network.

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions.  

NOW WITH A 7 DAY FREE TRIAL

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

A Great Interview Question for Employers to Ask (VIDEO)


Here I offer up a great question for employers to ask that is very revealing about the job applicant, particularly executive candidates.

 

Summary

This is a video geared toward employers, rather than job hunters. The short version of the question is, you are an employer, and are interviewing someone. You want to get a sense of their preparedness. After you been talking with them for a little while and discuss some of the pleasantries, ask them this question, "How did you prepare for this interview?"

It's a very simple question that reveals a lot. There's a difference in the answer of, "I went to a Wikipedia page. Then I went to the company's website and read that." That is one level of answer.

The more senior someone is, the more depth I want you to expect of them. For example, from a factual perspective, you might hear them start by saying, "Well, I did a review of the company website and did a Google search to get a sense of how the business was doing and the challenges that it was facing. I found several articles were really quite interesting. Then I went to your LinkedIn profile discovered that we were 3rd level connections so I can see all that much. But then I used the chrome extension called Prophet that I use for. circumstances like this so I can look at your background in greater detail. What that allowed me to do beyond simply look at your LinkedIn public profile, was that your email address, phone numbers, see where you are on social media and then visit some of the other places. I don't want to say I was stalking you

I don’t want to say I was stalking you, but I started following you to get more holistic picture of you in your work.”

This answer’s a little bit different than the, “I looked at your Wikipedia page,” answer. That’s one level of an answer.

You may have noticed that as I offered the more in-depth answer, you want to listen for not just the depth but the excitement as they speak. If you listen to someone who speaks in a flat way as they say, “Well, I went to the company website,” that is one level of response.

However, if they talk with enthusiasm and passion, with a twinkle in her eyes that you can detect whether it is in person or over the phone, their answer may not be as in-depth as I offered up but the more you hear the excitement in their voice, isn’t that more likely to be the better individual for you to consider hiring?

They are more mature individual, more self-confident, show more self-assurance, more willing to expose themselves and demonstrate the effort that went into it versus that voice that almost seems disinterested when they say, “Well, I went to the company website. Look to your LinkedIn page…” That is a lot different in answer.

Jeff Altman, The Big Game Hunter is a coach who worked as a recruiter for what seems like one hundred years. His work involves life coaching, as well as executive job search coaching and leadership coaching.

JobSearchCoachingHQ.com offers great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I function as your ally with no conflict of interest answering your questions. NOW WITH A 7 DAY FREE TRIAL

Connect with me on LinkedIn

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

Don’t forget to give the show 5 stars and a good review in iTunes

Are you interested in executive job search coaching, leadership coaching or life coaching from me?  Email me at JeffAltman@TheBigGameHunter.us and put the word, “Coaching” in the subject line.

How Long Does It Take to Screen Resumes? (VIDEO)


Someone from a smaller firm asks how long it takes to screen resumes because they think they are spending too much money for an external recruiter.

Jeff Altman, The Big Game Hunter a leadership and career coach who worked as a recruiter for what seems like one hundred years.

JobSearchCoachingHQ.com is there to change that with great advice for job hunters—videos, my books and guides to job hunting, podcasts, articles, PLUS a community for you to ask questions of PLUS the ability to ask me questions where I on function as your ally with no conflict of interest answering your questions.

Connect with me on LinkedIn http://bit.ly/thebiggamehunter

You can order a copy of “Diagnosing Your Job Search Problems” for Kindle for $.99 and receive free Kindle versions of “No BS Resume Advice” and “Interview Preparation.”

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