Not Getting Enough Sleep? You Are Not Alone!

by Di Ann Sanchez, PhD | Jun 13, 2016 | Talent Managment

Don’t bother calling Coca-Cola or JPMorgan Chase to leave a voicemail!

by Di Ann Sanchez, PhD | May 2, 2016 | Talent Managment

Knowing your employees learning styles will increase productivity!

by Di Ann Sanchez, PhD | Apr 18, 2016 | Talent Managment

What is Cultural Intelligence?

by Di Ann Sanchez, PhD | Apr 4, 2016 | Talent Managment

Cultural intelligence: an outsider’s seemingly natural ability to interpret someone’s unfamiliar and ambiguous gestures the way that person’s compatriots would (Earley & Mosakowski, 2004).

Companies also have cultures that are often distinctive.  Employees learn how to decipher the cultural code of their company over time through historical stories, environmental clues, geographic regions, meetings, etc.   Organizational departments can also have their unique culture as well.

“Cultural intelligence is related to emotional intelligence, but it picks up where emotional intelligence leaves off. A person with high emotional intelligence grasps what makes us human and at the same time what makes each of us different from one another. A person with high cultural intelligence can somehow comprehend a person’s or group’s behavior those features that would be true of all people and all groups, those peculiar to this person or this group, and those that are neither universal nor idiosyncratic (Earley & Masakowski, 2004)”. One critical element that cultural intelligence and emotional intelligence do share is, in psychologist Daniel Goleman’s words, “a propensity to suspend judgment—to think before acting.” People who are somewhat detached from their culture can more easily adopt the mores and even the body language of an unfamiliar host.

Video Recruiting – What is it and why aren’t you doing it?

by Di Ann Sanchez, PhD | Mar 21, 2016 | Talent Managment

Video recruiting is the 21^st-century method during the hiring process at organizations.  Video interviewing take two forms—live conversations between the recruiter or hiring manager and the candidate.  Live interviews give hiring managers an opportunity to see and talk to candidates directly and real-time which resembles the traditional face-to-face interview.   The other option is a computer controlled timing program with a specific set of interview questions, timing, answers recorded and sent to the hiring manager.  (i.e. https://www.hirevue.com/).  In video interviews, hiring managers can create recorded questions for the candidate to answer or provide written responses.  This allows the candidate to answers the interview questions at their convenience.

The A recent Aberdeen Report states that 61% of organizations are more likely to use video recruiting during their hiring process. Video recruiting makes sense for business because it reduces time to hire, saves money on the recruiting process, travel costs and can be easily achieved. 

Here are three best practices to consider in implementing a video recruiting strategy:

1. Ask relevant questions. Ask candidates relevant questions is essential for determining whether they are the right fit for an organization. Questions that draw out the candidates’ experience and accomplishments will provide the best insight. Asking candidates to describe how they might handle a potential challenge within their new role will be more informative than asking about their most recent job title.
2. Establish recording parameters. Video interviewing systems can provide some options for recording a candidate’s responses. Employers can allow candidates to record as many takes as they want, can designate a set number of takes, or can require the candidate to submit his or her first response. Organizations might find that getting an answer on the first take gives them the most accurate impression.   
3. Assess content, not video quality. The key is to focus on the content of the interview answers, not whether the candidate is a great video interviewer.  Many candidates may not have had to use equipment that was given to them for the interview and may be apprehensive. Consequently, recruiters should pay attention to body language, eye contact, and the content of responses.

Do you ask the right questions during a reference check?

by Di Ann Sanchez, PhD | Mar 7, 2016 | Talent Managment

Reference checking is an important step in the hiring process.  Organizations that conduct reference checks should tailor questions to the job being filled for and ask open-ended questions.  Supervisors of the applicant are the best sources for information on the candidate because of their past daily interaction.  Human Resources will only give you information on the date of hire, date of termination and if the applicant is rehireable.

Common questions asked of references include:

• What were the individual’s job responsibilities and salary?
• Was the individual successful in his or her role at your organization? Why or why not?
• What was it like to supervise the person?
• Was the person a valuable member of the team? Why or why not?
• What unique skills did the individual bring to your organization?
• What were his or her strengths?
• What were his or her weaknesses or areas that needed improvement?
• Was the person ever disciplined, and what were the circumstances?
• Do you think the individual is suitable for the job being applied for?
• Why did the person leave your organization?
• Would you rehire the person? Why or why not?

References: Mauer, R (12/16/2015) Reference Check Checkup, SHRM.org