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Staffing Advisors Blog

Should Subordinate Employees be Allowed to Interview Their New Boss?

Posted by Bob Corlett on March 25, 2014

When you're looking to hire a new leader for a team, should you let the employees interview their potential new boss and weigh in on the decision?

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Why You Should Interview Internal Candidates Who Apply for a Job

Posted by Bob Corlett on March 18, 2014

Senior executives are always looking for ways to save time. So when an internal candidate applies for a job for which they are obviously not qualified, it can be tempting to skip scheduling an interview with them. It feels like a total waste of time.

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Do You Really Need to Interview a Slate of Candidates? Or Just One?

Posted by Bob Corlett on March 11, 2014

When hiring, it's tempting to rush into interviewing, rather than waiting to develop a full slate of candidates. Hiring managers are often eager to interview as soon as they approve a job description. It's a request most HR folks try to oblige. And it's often a mistake.

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Why you should call your lawyer before hiring that HR executive

Posted by Bob Corlett on February 25, 2014

In a high-stakes hiring situation, it’s common to invite the finalist to interview with an objective external expert. In our searches for top financial executives, the CEO often wants the finalist to meet the chair of their Finance Committee. When the board is not involved, the CEO might want the candidate to interview with the company’s outside auditors.

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Parsing Passion In the Interview

Posted by Bob Corlett on January 17, 2014

Hiring managers often tell me they want to hire someone with "passion." They believe that passionate people will be more self-directed, more motivated to learn new things, and more likely stick around for the long haul, and not just quit when times get tough.

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How to Hire an Innovator and Change Agent

Posted by Bob Corlett on November 20, 2013

Every week I talk with organizations who are looking for a change agent--someone with creativity and drive, and a proven track record of kicking new initiatives into high gear.

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The Pitfalls of Hiring: Judging Performance Without Context

Posted by Mitch Corlett on August 9, 2013

Humanity has always relied on our ability to make snap judgments of strangers so we could survive, otherwise there was always the chance of being caught unawares by a dangerous rival warrior masquerading as a peaceful trader. I haven't heard of any recent Maryland tribal wars, but in hiring, we're still stuck with the need to make snap judgments about people we don't know particularly well. People-evaluation is a task prone to pitfalls. We trust our instant assessments of candidates, yet research shows we are too often prone to error. And it's far too easy to fall into crocodile-infested waters by making the wrong judgment call.

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Imagine Your Ideal Salesperson. Turns Out Your Mental Picture is Probably Wrong.

Posted by Mitch Corlett on August 8, 2013

If you're looking for an employee on the front lines of your business (salespeople, customer service, etc), you might have this image of an outgoing, gregarious individual. Or maybe you picture the aggressive (pushy?) self-confident types, who relentlessly drive sales results.

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The Differences Between Interview Skills and Working Skills

Posted by Mitch Corlett on July 8, 2013


We have long said that interviews are long on showmanship and short on a candidate's proof of ability to do the job, and some interesting research reinforces our position. We tip our hat to Kazim Ladimeji at Recruiter.com, who found three new studies suggesting that hiring nervous job candidates may not be such a bad thing. Let's break it down a little more:

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Where do you see yourself in 5 years?

Posted by Bob Corlett on July 1, 2013

I have never been comfortable answering the standard interview question, "Where do you see yourself in 5 years?" because I never planned my career in that way. Many people feel the same way. It's not that we don't have goals, but our goals are not oriented toward picking a spot for ourselves on the organization chart. Perhaps 30 years ago people in stable organizations could plan careers that way,  "I see myself as Director of ____ in 3 years," or "I plan to be Vice President of ____ in 5 years."

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