The objective of every smart leader is to surround herself with bright, committed people who can grow with the enterprise. Without star performers, you’re destined to perish. Finding and retaining them has become more complicated in the AI universe where both sides can now play the game. Recruitment has become faster and more tricky, not better. The challenge is to distinguish genuine potential from polished presentations, differentiate the wheat from the chaff, and ensure your best people are reluctant to leave. Competitors may offer more money but your advantage still lies in the quality of your selection process, decision discipline and ability to keep your high performers. (Though the same principles apply, this course does not focus on hiring junior staff or C-suite personnel. Rather, it deals with those in between – knowledge workers, professionals and middle managers.)
Bad hiring is remarkably common. Interviewers ask predictable questions that reveal little of what they need to know and that candidates can easily, sometimes deceitfully, answer. With AI, résumés can be optimized and personal narratives manufactured to suit the job requirements. How do you more reliably predict future performance? You need better tools and a better process to discern competence, character and judgement. Do innate hiring biases imperil your ability to build the talent muscle your customers expect you to deliver? You must know what to ask, how to verify, and how to decide. You need to know why high performers leave, what would make them stay, when counteroffers are foolish, whether former employees deserve another look, and whether underperformers should be rehabilitated or removed.
Recruiting has never offered more tools or opportunities to make bad decisions. AI can improve sourcing, screening and analysis but can’t reliably determine character, business acumen, curiosity, resilience, integrity or potential. Algorithms can inform hiring decisions but can’t make them for you. The goal is more than recruiting skillsets – you now have to identify the mindsets capable of doing work you can’t yet fully define. You need this course simply because people are both your greatest expense and the fuel that drives profitability and growth. Technology is creating the illusion that hiring and firing decisions are easier. They aren’t. AI can improve the process, but it can’t relieve you of the responsibility to decide who to invest your future in.
Topics include:
❏ What the C-suite thinks about HR today
❏ Who are the best and what do they want?
❏ AI in recruitment: Where it helps and fails
❏ Who is the ideal candidate for your business?
❏ Potential vs. performance: What matters?
❏ Interviewer bias and interviewee deception
❏ Recruit, promote, rehire or rent the talent?
❏ Virtual interviewing: What’s lost in the process?
❏ Will personality testing improve your decision?
❏ Reference checks, compensation and the offer
❏ Rejection, retention, onboarding and check-ins
❏ NDAs, confidentiality and restrictive covenants
❏ Does ranking have merit and are layoffs smart?
❏ Rehabilitate or terminate: How do you do each?
❏ Underperformers, indispensables and counters
❏ Learning from hiring mistakes: Do’s and don’ts
This webinar includes a Pre-course Workbook and supplemental notes.