Ditching Recruiting Firms Contingency, RPOs, and Old-Fashioned Retained Search

Ditching Recruiting Firms Contingency, RPOs, and Old-Fashioned Retained Search

Why are more and more forward-thinking employers ditching recruiting firms that produce, well, crap.   Contingency, RPOs, and traditional retained search firms in favor of the 21st century success based recruitment?

In a 3.5% unemployment rate, most Hiring Managers know the undisciplined, inexperienced, and average “C players” are predominant on job boards.  In addition, with job aggregators, job openings get overexposure to the point the company suffers in public relations and branding.  same goes for RPOS and contingency search firms – the more they repost the same job posting, the worst candidates are revealed.

Ditching Recruiting  Firms that Fail to Produce

You have certain objectives you want a new hire to meet.  The target are passive candidates, those not reading job postings and not actively looking,   What interests passive candidates?  A new challenge, a different product or service portfolio, location, company size, and more.   A typical job posting showcasing responsibilities and requirements is no enthusiasm roadmap.  It is in reality a robotic drone of words strung together that entices only the unemployed or average active job seeker.

Ditching Recruiting Firms that Fail to DeliverEven the traditional retained search model, which does produce much better candidates, is going by the wayside.  More and more companies are ditching recruiting firms that are traditional retained search models.

While employers understand the deposit to initiate a search, they expect results.   Most have a 90 day to 6 month replacement guarantee.  But they collect all the fees within 90 days regardless of outcomes.

‘The new paradigm, which NextGen Global Executive Search has used for a decade, is a search should be success based in regards to the recruitment fees.  Also known as a performance based search, after the deposit the 2nd invoice is due upon acceptance of the shortlist and in-person interviews are scheduled.

Ditching Recruiting Firms with Compensation Based Fees

In addition, success based search fees should be a flat fee and not based on compensation.  The reason is simple, in that compensation based fees can cause an increase in the overall recruitment fees during offer negotiations which is an inherent conflict of interest.  Finally the 3rd and final invoice occurs on the hire and is backed by a  24 to 36 months replacement guarantee.

The end result is both the employer and recruiter have skin in the game and the employer is confident that the majority of the fee is based on the recruiting firm meeting the objectives and a solid new hire.  To read further on why companies are ditching recruiting firms and comparisons between contingency, RPO, traditional retained search, and success based retained search, download the PDF.

 

 

Facing New Cyber Warfare Tactics – Implement CCI Methods

Facing New Cyber Warfare Tactics – Implement CCI Methods

Cyberspace is an official battlefield for almost a decade in many states. According to a series of data breach investigations report (2013-2016) of Verizon facing new cyber warfare tactics, despite cyber criminals remain a major actor category in causing data breaches, the significant participation of nation-states and state-affiliated groups in cyber-operations is not to be underestimated.

The operators in the latter category do not simply target short-term monetary gain, but in-depth and persistent penetration to attain strategic objectives, notably the advanced persistent threat (APT). Our businesses, government, and military are facing new cyberwarfare tactics used in economic espionage, geopolitical campaigns and remote sabotage attempts. High profile events in recent years ranging from the Chinese APT1 eavesdropping over 140 international companies, Russian APT28 implementing asymmetric warfare against Georgia and Ukraine between 2008 and 2014, to the DNC email hacking in the recent US presidential election and Olympic Games (Stuxnet) sabotage incident in 2010, contribute to the rapid development of cyber intelligence landscape.

Methods in Facing New Cyber Warfare Tactics

Thus, in this troubled water, not only the digital assets and intellectual properties of private companies are under constant surveillance of ​cybercriminals but also public critical infrastructures and new Internet of Things connected data and devices are at stake. Highly skillful and resourceful actors enthusiastically collect intelligence through sophisticated hacking tools, computer worms and network mapping technologies.This intelligence collection empowers malicious actors to succeed in striking companies and governments. One key underlying factor for successful risk mitigation is not only to catch up with the ‘hardware’ technological advancement, but also the software in facing new cyber warfare tactics to analyze the pattern, identity and objectives of the intruder so as to effectively counterstrike intelligence collection of the adversary.Facing new cyber warfare tactics by implementing CCI methodsThus, adopting military doctrines such as decoy, deception and deterrence to detect and mitigate cyber risks becomes a valuable cyber counterintelligence (CCI) strategy for both private companies and states. In the tactics, techniques, procedures (TTP) guidelines implemented by the U.S. Department of Defense (DoD) Joint Chiefs of Staff, at least four major intelligence collection methods can be identified in cyberspace. Intelligence can be collected through human (HUMINT), open-source (OSINT), signal (SIGINT) and geography (GEOINT).Based on these notions, the security researcher, Robert Lee, suggests two approaches to apply these concepts in CCI policy making: defensive CCI and offensive CCI.The former recommends regular red team assessment to evaluate both internal network vulnerabilities and external threat landscape. The latter is about setting up honeypots and sock puppets to interact with the adversary so as to achieve deception and delay effects. Both approaches require a comprehensive understanding of the internal networks, operations and procedures about one’s own organization. Ideally, one optimal CCI employment involves a mix of active and passive intelligence gathering to understand the potential adversaries.

Assessments in Facing New Cyber Warfare Tactics

In other words, it implies the hybrid application of conducting internal and external assessment as well as interacting with the intruders. Hence, the organization can be better prepared in facing new cyber warfare tactics by drafting its response plan and internal policies with more concrete scenarios, evidence, and more significantly, grasp of the tactics of the adversary.

In addition, internal analyst and general employee training is a prerequisite for the successful implementation of CCI strategy. On the one hand, improving the security awareness of general employees is an important, yet underestimated, means to prevent initial network compromise. For example, the victims of APT1 mostly started by falling prey to spear phishing which eventually caused successive large-scale data breaches. Educating employees to be cautious of unverified and false web information addresses the most vulnerable human factor in cybersecurity trust chain.

In other words, it implies the hybrid application of conducting internal and external assessment as well as interacting with the intruders. Hence, the organization can be better prepared in facing new cyber warfare tactics by drafting its response plan and internal policies with more concrete scenarios, evidence, and more significantly, grasp of the tactics of the adversary.

In addition, internal analyst and general employee training is a prerequisite for the successful implementation of CCI strategy. On the one hand, improving the security awareness of general employees is an important, yet underestimated, means to prevent initial network compromise. For example, the victims of APT1 mostly started by falling prey to spear phishing which eventually caused successive large-scale data breaches. Educating employees to be cautious of unverified and false web information addresses the most vulnerable human factor in cybersecurity trust chain.

On the other hand, the training of in-house analysts has to be rigid and unconventional. They must be able to identify, evaluate and distinguish accurate intrusion data to defend the organization. Putting themselves into the adversary’s shoes is a crucial perspective to anticipate the interests, objectives and strategies of the intruder. It also prevents them from being misled to well-crafted falsified data.

To optimize the performance of the duties of in-house analysts, a number of emerging cybersecurity vendors in deception technology like TrapX, Attivo and Cymmetria develop products and solutions adapted to this specific need. Through setting up decoys and buffering zones such as honeypot servers, sandbox and other buffering mechanisms, the defending organization can maximize the counterintelligence efforts to study the attacker.

In conclusion, adopting CCI perspectives in facing new cyber warfare tactics is an imminent issue for companies and governments to cope with constantly evolving and sophisticated cyberattacks. After all, the information security solutions of major vendors in the market target a more general public having relatively less security challenges than institutions dealing with multi-billion digital assets, IoT networks, and critical infrastructure. Installing ubiquitous anti-virus/ spyware detection software is the earliest phase in defending one’s institution.

In case of constant aggressive network breaches that their existing cybersecurity solutions and internal policies are ineffective, even defenseless, against the adversary, it is time to consider integrating CCI tactics and perspectives into the institution’s cyber defense strategy.

If the states are involved in attacking private entities, for what reasons companies should not introduce CCI to their management?

Whether you are a manufacturer, hardware or software vendor, or defense contractor, you Must have the best talent available who has a TSI and /or active security clearance to work in cyber defense and cyber counterintelligence.  NextGen has served companies with identifying and recruiting cyber analysts, red / blue / purple team engineers, and more.

 

Candidate Video Interviews  the Good, the Bad, and the Ugly

Candidate Video Interviews the Good, the Bad, and the Ugly

Candidate video interviews in recruiting creates manageable content, and with cloud services the benefit of being able to edit, store, and convert to the appropriate information format for evaluating candidates or future consideration of a new opening.  The three types of candidate video interviews are:

  1. One-Way Video Interview: whereby the recruiter posts questions in the form of yes/no, multiple choice, or requiring a direct reply and the candidate can answer the questions.  Most often, the candidate can review the questions and rehearse/formulate their answers in practice sessions.  These are always recorded.
  2. Two-Way Video Interview: whereby there is a live interaction between the recruiter and the candidate and is often recorded.
  3. Group Video Interview:  whereby the candidate faces an interview panel and the entire interview is recorded.

Candidate Video Interviews can be Useful or Worthless

The one-way type is very basic and for lower level positions where a body or limited skills and experiences may be all that is required, this method certainly enables a pre-screening of dozens of applicants.  In the one-way video interview in recruiting, there is no live interaction between the recruiter/interviewer and the candidate/interviewee.  While many believe the one way video interview offers unique advantage of enabling the candidate to likely provide honest answers without panicking or being under undue stress, this is folly.

The problem is not dishonesty, rather skewered embellishments.  Secondly while the idea is that by not seeing the candidate first, this preempts some type of discrimination or bias, those subconscious biases will come into play once the recruiter views the recorded video interview.  Finally, a major disadvantage is that the recruiter cannot challenge the candidate’s answers nor visually see eye/mouth/facial and body movements and tonal differentiation in the challenges that recruiters trained in behavioral interviewing techniques could make a proper assessment of.

The two-way candidate video interviews in recruiting has the advantage of the recruiter witnessing changes in body movements/expressions (hands, eyes, mouth, sweating) and tonal changes. The ability to challenge answers and delve deeper into particular areas of the interview is a huge benefit over one-way interviews.  There are two disadvantages:  one is the limited time that recruiters have  to conduct an X number of two-way video interviews each week; the second is more difficult to measure as it is preferable to have more than one interviewer whose style, technical or behavioral assessment skills may be better suited for certain types of questions and interaction.

The group candidate video interviews in recruiting is the most difficult to schedule and if not planned properly can result in a disastrous outcome.  A group video interview is similar to a panel interview in-person.  In my 25 years in executive search, sadly 70% of all panel interviews are poorly structured and result in sometimes unfair evaluations.

Time  and time again I had clients fail to collaborate to give me the foundation and structure of the panel interview and the personalities involved leaving me in the sad situation of not being able to fully prepare the candidate for the panel interview or relying solely upon the client’s group decision about which candidate to hire.

Properly Plan the Candidate Video Interviews in Recruiting

It took me several years to come up with the right solution.  Before a candidate is presented on the shortlist, we have already conducted psychometric testing and weighted against the team profile the candidate hired will be working with, having surveyed those internal customers at the beginning of the search.  By formulating a composite team profile which measures the cultural values, relational communications skills, and decision-making traits, we are certain the candidates who best fit the team are presented.

The added benefit is because we know the individual client members traits, as recruiters we are in a unique position to advise on the structure and responsibilities of the individual panel members as well as the overall group concerning candidate video interviews.  What we find is that the panel video job interview in recruiting structures are often hastily organized or dominated by one person.  A senior recruiter’s expert advice in group/panel interviews is greatly appreciated by clients.

Solutions for Effective Candidate Video Interviews in Recruiting

The benefits and disadvantages of the candidate video interviews in recruiting that are outlined above do showcase that these are evolving tools which confer a company or business entity with the advantages of cost-efficiency and excellent time management which in turn reduce the losses (and some overhead costs) thereby optimizing the overall value of the company.

Retained search firm are diligent in not just unmasking and assessing the best candidates, but they present a shortlist of candidates with complete dossiers including analysis of skills/expertise, relevant accomplishments and problem solving methods, documented contacts and relationships, behavioral and team fit analysis completed, social media reputation report and comprehensive background checks. This means that the in-person interviews are more forward-looking rather than wasting time to attain information a contingency recruiter failed to acquire.

Since the Hiring Manager now knows everything about the selected candidates presented, the lead recruiter develops a short set of hypothetical and situational questions for those candidates.  These are designed to bear witness the candidates’ reasoning and thought processing skills in how they would handle a known situation or a possible issue/trend.  Those finalists’ candidate video interviews and assessments are delivered to the client.

This also best prepares the Hiring Team to properly structure a group panel video interview for recruiting when scheduling conflicts and time differences preclude a 1st round of face-to-face interviews.   In this digital age, new challenges in utilizing candidate video interviews in recruiting will arise, but this will never eliminate the need and human touch of forward-looking face-to-face interviews.

Award-winning Recruitment Search Processes

Leadership Vault, the award-winning recruitment search methodology created by the managing partners of NextGen Global Executive Search, has consistently proven to result in what clients often describe as the best hire they have ever made and that the candidates brought forward met or exceeded their expectations.  Click the image below to discover our unique search process.

 

Screening Candidates for Team Fit is BETTER than Corporate Culture Match

Screening Candidates for Team Fit is BETTER than Corporate Culture Match

Screening candidates for team fit is more fruitful and accurate than corporate culture match. Work is a lot like life in general in that screening candidates cultural fit is what many strive for.  While it is a lofty goal, it is also a bit of star Trek wishful thinking that all will be well in the universe and a perfect hire will happen.

 In life, we tend to mingle with people who are quite like ourselves. As an individual, a person would usually be drawn to another who expresses similarities, in language, music, and style are among the things. In a few words: we are attracted to the same culture. The same goes for the business world.

Companies have a selection process where they usually look for candidates who share the same values and methods of their organization, i.e corporate culture. Screening candidates for team fit takes more work but in the end it is about the performance of the team and the impact the individuals being considered for hire will impact team dynamics.  Each team has their own culture.  And teams are made up of individuals.  If everyone thinks the  same and has the same corporate culture and process methods philosophy, their is no innovation, no challenge to different thoughts as everyone is robotic in their thinking.

And cultural fit should not be mistaken for one’s own prejudice. A candidate should be hired based on how they would make a positive impact on the team he/she will work within and how that in the end would be beneficial for the company without clashing with other employees and while at the same time maintain demeanor. If these are met  y assessing team fit instead of culture fit,  then that new hire is likely to fail.

Screening Candidates for Team Fit is Essential to Team Success

While cultural fit can be discerned in the screening process, whether the candidates fit the team he/she will work within is one of the main purposes of utilizing psychometrics to asses a candidate’s impact on team dynamics.  The major problem is the reliance upon one-way behavioral testing that partially measures a potential candidate’s potential behavioral patters, values, and motivations, but fails to take into account the team composite regarding relational communications style, decision maing and conflict resolution skills, and leadership/management style.

Many feel that in  a panel interview they can discern within a few hours how a candidate will impact team dynamics and weigh heavily on Human Resources to provide the behavioral assessment.  the interaction established in the interview exhibits the candidate’s credentials to accomplish the job and an essential fit needed to perform efficiently within the role, but cannot measure team fit.

Behavioral interviews are often used; unfortunately, the standard practice does not work well. Organizations need to measure a candidate’s behavioral profile against the composite reading of the team’s behavioral profile. This type of psychometric measurement combined with the in-person interviews can accurately tell how the candidate’s approach and conduct are compatible with the ones practiced within the team, as well as within the company.

According to Entrepreneur, Corporate culture is “a blend of values, beliefs, taboos, symbols, rituals and myths companies develop over time.” In itself, a company has their own identity within its workforce and it greatly varies from one organization to another. Within a company, it is common that different people are working together.

Screening Candidates for Team Fit Means a Good Hire

Screening candidates for team fit assures that teamwork is common and important in a corporate setting. Employees who value working with peers and acknowledge the input of various ideas is most likely to work well in an organization that puts emphasis working in teams. Working with others is an important part in business organizations. However, when an employee prefers to work alone, he or she might be a good cultural fit in an organization that is more inclined in working in teams.Screening candidates for cultural fit and team fit also measures the capability of an employee to embrace diversity and exhibits no qualms in working in an organization that is compatible to their own set of principles and ideals. Companies need to recognize and employ candidates who exhibit these traits. Employees who are happy in their work environment tend to perform better and stay longer.

Despite the diverse personalities within a workforce, a company needs to find balance in shaping their work culture that will assure its accomplishment. Working in organizations would mean meeting a lot of people with different backgrounds. Both cultural fit and team fit emphasizes an employees’ abilities in and characteristics that can contribute to the success of the company.

A Recruitment Process Unmatched

NextGen’s award-winning Leadership Vault search process begins with the Discovery step where the objectives of teh role, how a candidate will use their skills, team dynamics, and value proposition are determines.  The target candidate profile includes researched competitor and company targets followed by documenting accomplishments, relative KPIs, depth of industry / customer relationships, and scientifically based team fit analysis.  Success based recruitment fees where majority is based on acceptable deliverables and the actual hire.  Backed by a custom onboarding plan and a 24 to 36 month replacement guarantee and a retention rate of 93% of our placements are working for same client at 3.5 years of service with 72% in 5 years.  You should expect NOTHING LESS than hiring an “A player” when you pay a recruitment fee.

 

Performance Objectives Focused Recruiting

Performance Objectives Focused Recruiting

Let’s look at defining the Key Performance Indicators or even better defining how performance objectives focused recruiting can be used in the recruitment screening process.  Many hiring managers and recruiters for that matter have a misconception that these are used only after the hire or limited to executive leadership roles.

To understand why performance objectives focused recruiting is effective, let’s look at a why it should be utilized as enhance both job postings and the screening process.  Typical job descriptions delivers poor results, negative advertising, and lousy applicants. Generally they bespeak of a little company branding, responsibilities, requirements to apply, and a brief overview of benefits.

What does work is to use defining the performance objectives focused recruiting in the job description and developing ideal candidate profiling of a position. The issue is most Human Resource departments, corporate recruiters, and external recruiters lack any sense of understanding of how to analyze how a potential candidate may perform or what they will do to meet those defined objectives.

Performance Objectives Focused Recruiting NOT Requisitions

 

Performance Objectives Focused RecruitingOne of the gurus I learned from to define performance objectives focused recruiting is Lou Adler.  Here is a link to his site.  The best description of the SMART techniques come from Lou Adler’s point of view as I believe he states it best.

What do you want the new hire to achieve with “x responsibility”?  Take each required skill and ask what are the objectives of using this skill and how well the candidate may meet those objectives based on accomplishments and similar tasks performed by using SMART techniques.

  1. Specific – details of what needs to be done (task, challenge, project, or problem)?
  2. Measurable – amounts of change / % of change required
  3. Action – what will the person in this role actually do?
  4. Results – what needs to happen to accomplish the major objectives?
  5. Time – how long will it take from start to finish for this objective to be reached?

Once you have defined the near-term performance objectives, move onto the long-term objectives that will bring real added-value to the company.

Candidate Profiling Performance Objectives Focused Recruiting

 

After discovering how to map those objectives you need to develop the ideal candidate profile. Next we will examine how a retained search firm performs these tasks including:

  1. when and who should be involved in defining the team profile (not the corporate profile but the actual team the new hire will work within)
  2. analyzing behavioral traits of ideal candidates measured against the team profile to determine effect of new hore on team dynamics
  3. refining how performance objectives focused recruiting uses team fit and candidate profiling to target and identify the candidates who can meet or exceed the management objectives.

 

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