Asia’s Top HR Blog

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Balancing Work and Personal Life

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

Keeping your personal and professional lives separate is important for many reasons. It helps keep you professional at work and relaxed at home. It will help you stay productive, avoid burnout and keep you sane.
Modern day technology has made it a little bit too easy to access work from home. We can check our emails on mobile devices and have meetings virtually anywhere. This ease-of-access can wreak havoc on the separation of our work and personal lives. Here are a few tips to help you keep your personal life personal, and devote your work life to work.

  • Unplug. Stop checking your work email once you get home and do not check any personal messages while you are at work.
  • Use separate devices for your work and personal lives to make it easier to unplug (from work when you’re home, and from home when you’re at work).
  • Create a to-do list for each day that involves work and personal items. It is important to put personal time on the list to make sure you do not get caught up in work.
  • Block out periods of time that you can devote to either work or leisure.
  • Do not discuss personal matters at work. During work hours, your coworkers are not your friends.
  • If your personal life takes you away from work, avoid sharing the details. Just let your boss know, and move on.
  • If you work from home, set up an office space that is not visible from your bed.
  • Commit to only work when you are in the office, whether your home office or otherwise, and avoid working on your bed, the kitchen counter, etc.
  • Extremely few people have the luxury to leave work on a day-to-day basis with a clear desk. Do not rush your job to get projects out of the way, just accept that you will have more work the next day and go home.
  • Stop for coffee or take a walk on your way home to create a conscious action that symbolizes the end of work and beginning of personal time.
  • Relax when you get home. Have a glass of wine!

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Defining “Quality of Life”

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

What do you think of when you think of a “good” life? Do you think of money, luxury items, exotic vacations, fast cars, a big house and catered parties? Those things do not necessarily add up to a good life. It is what you do with the things that you have, and how you think of your current opportunities that create a good quality of life.

The first thing you should remember is that “quality of life” is not a synonym for “standard of living.” Quality of life is a term we hear that often refers to wealth, but it very much depends on intangible aspects as well. Standard of living is based primarily on income, whereas quality of life refers to your environment, health and wellbeing, education and social engagement.

The University of Toronto defines quality of life as “the degree to which a person enjoys the important possibilities of his or her life.”
One of the vital distinctions between standard of living and quality of life is that you can enhance your quality of life today, simply by adjusting your mentality. Instead of thinking about what you want, focus on what you have.

Decide to be content with what you have, meet friends or family for lunch more often, or make a list of all the things you can do right now. Can you plan a trip to the beach? Can you enroll in a weekend class in your passion? You will be amazed with the opportunities you never realized you had until you really thought about it.

So when you think of the term “quality of life,” do not allow your mind instantly go to luxury items and bank accounts. Instead, think about happiness, opportunities and the people around you, and measure your life by the quality of your daily activities, mental wellbeing, and the company you keep.

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Improving Employee Efficiency

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

Employee efficiency should be a priority for every company. Employees who take pride in their work create an efficient company, better work atmosphere, and produce a better product.

It is important to realize that workplace efficiency relies as much on management as it does on employees. An environment of productivity results from accountable employees who are motivated, rewarded and communicative, regardless of rank. Here are some questions to ask to help evaluate how well your company is creating efficient employees.

  • Do employees earn their salary by simply showing up, or are they required to meet goals each month?
  • Are employees incentivized to produce quality work, monetarily or otherwise? An example would be allowing an employee who accomplishes something ahead of deadline to leave the office early.
  • Does management recognize individual employees with exemplary performance? This will encourage the employee to continue to work hard, and encourage other employees to work harder.
  • Do employees have clear communication channels to make needed changes? If something in the office is making it hard to get work done, an employee should be able to discuss it with someone who is authorized to make changes. The key is letting employees know that this communication channel is open to them, should they have suggestions for workplace improvements.
  • Are employees micro-managed? Giving employees the authority to resolve small issues independently eliminates the drain of time and resources it would take to elevate an issue to management for approval.
  • Are there extra touch-points in the office workflow? Is a document going to someone more than once unnecessarily? Eliminate any unnecessary procedures that take up time and resources.
  • Do your employees work well with their coworkers? People work best when they are in a team they can trust and rely on, with complementary skills.
  • Are your employees continually challenged? Monotony is deadly to innovation. When employees get stuck in a pattern, they may not be as deliberate in their actions, or as aware of the big picture behind a project.
  • Are your employees in the right department? Different people have different skills, talents, and personality traits. An extroverted employee would probably be more comfortable than an introverted employee when interacting with clients.

Once you have asked these questions, you should have a better idea of the strengths and weaknesses of your company in terms of employee efficiency.

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Using Power in the Workplace

By Jabrielle Vincee Delfin
Marketing Associate, Profiles Asia Pacific

Power, as defined by is “the characteristic of those having authority or influence”.  So when we use power; we’re making the most out of our authority to get something. But as power is connected to influence, it is also connected to credibility. Everyone has power.  Everyone. “Power tends to get to people’s heads,” says Nicole Lipkin, author of What Keeps Leaders Up At Night. “We’re not really trained to handle power well.” But, I don’t believe that power is a bad thing. The issue happens to be what kind of power a person has and how someone uses that power. Here are special types of power found in the workplace, and why it’s important for leaders in the organization to understand what type of power they’re using.

Coercive power is correlated with people who are in a position to punish others. No matter how good of a leader you are, if you’re wielding coercive power and people fear the consequences of not doing what has been asked of them, you are leading with fear. This won’t win the respect and loyalty from your employees for long.

Connection power is based upon who you know.  This person knows of other powerful people within the organization. This power creates influence by proxy and is all about networking. You can attain this power by gaining favor and being a source of information for the people you connect with.

Expert power comes from a person’s expertise – from top-level skills and years of experience.  This is commonly a person with an acclaimed skill or accomplishment. Once you hold this knowledge, your peers will regard you as an expert. The great thing about this power is that no one can take it away from you. It’s knowledge that you hold. And in the words of Francis Bacon, “Knowledge is power”. However, in order to remain an expert and to keep your status and influence, you need to continue learning and improving.

Informational power is a short-term power that doesn’t necessarily influence or build credibility. For example, a project manager may have all the information for a specific project, and that will give her “informational power.” But it’s hard for a person to keep this power for long, and eventually this information will be released. This should not be a long-term strategy.

Legitimate power comes from the position a person holds.  This is related to a person’s title and job responsibilities.  This power happens when someone is in a higher position, giving them control over others. If you have this power, it’s necessary that you understand that this power was given to you (and can be taken away), so don’t abuse it.

Reward power is based upon a person’s ability to bestow rewards. This power is held by those who can motivate people to respond in order to win rewards. Those rewards might come in the form of job assignments, schedules, pay or benefits.

Referent power is possessed by people who are well-liked and respected. This is the most important and real power that leaders should adopt, because it’s all about the quality of the relationship developed with others and how those relationships are built. In short, when people perceive you in a power position, they are relying on you and there’s a lot you can achieve through influence.

Now, the two biggest mistakes I see with people’s use of power revolve around (1) trying to use power they don’t have and (2) using the wrong kind of power to achieve results.

To help you identify your ‘power zone’, take a moment and think about how you try to influence action from others.  You could use the descriptions above as a pseudo self-assessment.  Rate yourself on a scale of 1-5 in each of the different kinds of power – with 1 being not at all characteristic of you and 5 being quite characteristic.

Not only will it help you identify the power you tend to use, but it can help you identify the way others use power with you.

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Be Happier: 10 Things to Stop Doing Right Now

By Jabrielle Vincee Delfin
Marketing Associate, Profiles Asia Pacific

Happiness–in your business life and your personal life–is often a matter of subtraction, not addition.

Inc. com gives us 10 things to consider, for example, and what happens when one stops doing the following:

1. Blaming.

People make mistakes. Employees don’t meet your expectations. Vendors don’t deliver on time.

So you blame them for your problems.

But remember that it’s not always about them. You are also to blame. Maybe you didn’t give enough information. Maybe you didn’t provide enough training. Maybe you didn’t build in enough of a buffer. Maybe you asked too much, too soon.

Instead of blaming others, take responsibility when things go wrong and focus on doing things better or smarter next time. Not only it is empowering, it also makes you better and smarter and also happier.

2. Impressing.

No one likes you for your clothes, your car, your possessions, your title, or your accomplishments. Those are all “things”. People may like your things – but that doesn’t mean they like you.

Sure, superficially they might seem to, but superficial is also insubstantial, and a relationship that is not based on substance is not a real relationship.

Genuine relationships make you happier, and you’ll only form genuine relationships when you stop trying to impress and start trying to just be yourself.

3. Clinging.

When you’re afraid or insecure, you hold on tightly to what you know, even if what you know isn’t particularly good for you.

An absence of fear or insecurity isn’t happiness: It’s just an absence of fear or insecurity.

Holding on to what you think you need won’t make you happier; letting go so you can reach for and try to earn what you want will.

Even if you don’t succeed in earning what you want, the act of trying alone will make you feel better about yourself.

4. Interrupting.

Interrupting isn’t just rude. When you interrupt someone, what you’re really saying is, “I’m not listening to you so I can understand what you’re saying; I’m listening to you so I can decide what I want to say.”

Want people to like you? Listen to what they say. Focus on what they say. Ask questions to make sure you understand what they say.

They’ll love you for it–and you’ll love how that makes you feel.

5. Whining.

Your words have power, especially over you. Whining about your problems makes you feel worse, not better.

If something is wrong, don’t waste time complaining. Put that effort into making the situation better. Unless you want to whine about it forever, eventually you’ll have to do that. So why waste time? Fix it now.

Don’t talk about what’s wrong. Talk about how you’ll make things better, even if that conversation is only with yourself.

And do the same with your friends or colleagues. Don’t just be the shoulder they cry on.

Friends don’t let friends whine–friends help friends make their lives better.

6. Controlling.

Yeah, you’re the boss. Yeah, you’re the titan of industry. Yeah, you’re the small tail that wags a huge dog.

Still, the only thing you really control is you. If you find yourself trying hard to control other people, you’ve decided that you, your goals, your dreams, or even just your opinions are more important than theirs.

Plus, control is short term at best, because it often requires force, or fear, or authority, or some form of pressure–none of those let you feel good about yourself.

Find people who want to go where you’re going. They’ll work harder, have more fun, and create better business and personal relationships.

And all of you will be happier.

7. Criticizing.

Yeah, you’re more educated. Yeah, you’re more experienced. Yeah, you’ve been around more blocks and climbed more mountains and slayed more dragons.

That doesn’t make you smarter, or better, or more insightful.

That just makes you you: unique, matchless, one of a kind, but in the end, just you.

Just like everyone else–including your employees.

Everyone is different: not better, not worse, just different. Appreciate the differences instead of the shortcomings and you’ll see people–and yourself–in a better light.

8. Preaching.

Criticizing has a brother. His name is Preaching. They share the same father: Judging.

The higher you rise and the more you accomplish, the more likely you are to think you know everything–and to tell people everything you think you know.

When you speak with more finality than foundation, people may hear you but they don’t listen. Few things are sadder and leave you feeling less happy.

9. Dwelling.

The past is valuable. Learn from your mistakes. Learn from the mistakes of others.

Then let it go.

Easier said than done? It depends on your focus. When something bad happens to you, see that as a chance to learn something you didn’t know. When another person makes a mistake, see that as an opportunity to be kind, forgiving, and understanding.

The past is just training; it doesn’t define you. Think about what went wrong, but only in terms of how you will make sure that, next time, you and the people around you will know how to make sure it goes right.

10. Fearing.

We’re all afraid: of what might or might not happen, of what we can’t change, or what we won’t be able to do, or how other people might perceive us.

So it’s easier to hesitate, to wait for the right moment, to decide we need to think a little longer or do some more research or explore a few more alternatives.

Meanwhile days, weeks, months, and even years pass us by.

And so do our dreams.

Don’t let your fears hold you back. Whatever you’ve been planning, whatever you’ve imagined, whatever you’ve dreamed of, get started on it today.

If you want to start a business, take the first step. If you want to change careers, take the first step. If you want to expand or enter a new market or offer new products or services, take the first step.

Put your fears aside and get started. Do something. Do anything.

Otherwise, today is gone. Once tomorrow comes, today is lost forever. Today is the most precious asset you own–and is the one thing you should truly fear wasting.

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HR Practitioners, CEOs Gather for the 1st International Talent Assessment and Development Conference

By Jabrielle Vincee Delfin
Marketing Associate, Profiles Asia Pacific

Profiles Asia Pacific, Inc, led by Malcolm Pick and Jocelyn Pick, gathered HR Practitioners from different sectors and CEOs of different organizations for the 1st International Talent Assessment and Development Conference at the AIM Conference Center in Makati held December 4 through 6.

The three-day event included a two-day certification series conducted by Dr. Scott Hamilton, Head of Research for Profiles International. Attended by hiring managers and OD practitioners desiring for greater knowledge on the reports produced by the assessments (this included Profile XT, Profiles Sales Assessment, Profiles Managerial Fit, Profiles Performance Indicator, Profiles Team Analysis, Checkpoint 360 Leadership Competencies, Sales Checkpoint 180). The certification training also served as a venue to understand and appreciate each assessment and gain deeper knowledge on how these assessments are being created and how each are to be used.

Dr. Scott Hamilton on Certification Training

CEO breakfast forums kicked off each morning with a unique executive briefing. Based on the Amazon bestselling book Leadership Charisma on the first day, the 45-minute briefing addressed how leaders can become more personally charismatic. On the second day, the forum focused on optimizing the performance of an organization’s sales force. Both breakfast forums were conducted by Deric McCann, senior vice president of Profiles International, and were attended by CEOs and sales managers from different organizations such as JG Summit Holdings, Jardine Schindler, SciGen Phils., Philippine Bank of Commerce, Liquigaz, Ricoh Phils, Inc., First Metro Investment Corporation, Rider Levett Bucknall, Tiger Resorts, Siemens, Inc., Maybank, IBPAP, Scobell Consulting Services, Concentrix, Junna Industrial Corp., I. Ackerman & Co., Inc., Quaerito Qualitas, Inc., Realty Homes Inc., Sonru, CESI and from Profiles International, Profiles Japan and Profiles Malaysia.

Mr. Profiles, Deiric McCann on his talk "Leadership Charisma"

The highlight of the event was the conference that featured two days of presentations focused on renewing individual and organizational vitality and preparation for the future of recruitment and talent development. Noted industry experts, both local and foreign were invited, and they provided several workshops. The first day was opened with welcoming remarks coming from Profiles’ managing director, Jocelyn Pick. Kicking off the first day of the conference, Dr. Vida Caparas, a specialist in Training and Psychology held workshops on Behavioral Event Interviewing and Assessment Aids and Assessment Based vs Traditional Training. Simultaneously, Roger Bartholomew, president of International Education Specialists discussed Career Mapping and the Real World, followed by Serely Alcaraz, country head of ITD Consulting Group held a workshop on Creating a Coaching Culture. The afternoon session was also packed with influential speakers. President of iCareer Academy, Inc., Dr. Cesar Balatazar discussed competency frameworks and how to develop it in his Developing a Competency Framework workshop. Marie Segura, general manager of Career Management Consulting discussed the importance of culture and culture assessment in her Culture and Culture Assessment, It’s Impact in the Global Market workshop. Last, but definitely not the least on the list is Joey Gurango’s informational talk on Latest Technologies in Talent Acquisition.

The second day was as informative and energetic as the first one. Malcolm Pick, national director of Profiles Asia Pacific, Inc. started off with welcoming all the delegates back to the conference and wished them a fruitful experience. Teong Wan Ong, chairman and managing consultant of ManagementWise (International) started off the morning session with this topic Implementing a Talent Management System for Organizational Sustainability. Emotional quotient was given importance in Lisa Tilstra’s workshop: In Search of Star Performers:  How EQ Makes Good Business Sense in Leadership Development, followed by Rick Yvanovich’s workshop on How the Best Senior Leaders Pave the Way to Engagement. The finale for the day was a workshop on Leadership Charisma by no other than Mr. Profiles himself, Deiric McCann.

The team that made ITADC possible; the Profiles family.

Everybody went home with smiles on their faces because of the fruitful experience, and are already excited for the second one which will be held in Vietnam next year.

For a gallery of the three-day event, click here.

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How He Hires – Richard Branson’s Top Tip

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By Yvonne Manzi
Guest Writer, University of London

I’ve discussed before the importance of good hiring practices, as a bad hire can cost an organization hefty losses in time, money and resources. These can vary of course – based on your organization’s needs and culture, on your own personal hiring style and interviewing techniques, they can vary for many reasons. There is one thing, however, which you should not overlook, and that is applicable to all organizations – personality. British business magnate Richard Branson, in an article he posted on LinkedIn, writes:

“The first thing to look for when searching for a great employee is somebody with a personality that fits with your company culture. Most skills can be learned, but it is difficult to train people on their personality. If you can find people who are fun, friendly, caring and love helping others, you are on to a winner.”

“Personality is the key. It is not something that always comes out in interview – people can be shy. But you have to trust your judgement. If you have got a slightly introverted person with a great personality, use your experience to pull it out of them. It is easier with an extrovert, but be wary of people becoming overexcited in the pressure of interviews.”

“Some managers get hung up on qualifications. I only look at them after everything else. If somebody has five degrees and more A grades than you can fit on one side of paper, it doesn’t necessarily mean they are the right person for the job. Great grades count for nothing if they aren’t partnered with broad-ranging experience and a winning personality.”

So take it from Richard Branson, who built an empire that only continues to grow. When hiring new employees, look for transferable skills, and bring out the personality in them.

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Bad Hiring – What Exactly Went Wrong

By Jabrielle Vincee Delfin
Marketing Associate, Profiles Asia Pacific

I know of an employee who we all thought would make a great sales person. He has the charisma, the intelligence and the personality. He started out great on the phone, could source new clients and set up meetings. He could’ve stayed longer on the job, but he didn’t. He wasn’t a ‘fit’. The job he truly wanted, his ‘dream’ job, was in something else, not selling. He was willing and able to sell, but he’d rather not do it. We had a bad hire, and a problem. Poor job fit is the very reason most people fail at a job.

Companies use up so much time and resources making sure they’re hiring the right talents, but most totally fail when it comes to organization and job fit. I wouldn’t blame them, organizational fit is not so easy to determine.  You can make your own assessment; do basic interviewing, etc. But you’re almost always going to miss the target.

Peter Druckker said that “chances are good that up to 66% of your company’s hiring decisions will prove to be mistakes in the first 12 months.” And these mistakes were not made on purpose, it happened because there wasn’t enough information, and the time wasn’t enough, and the process of evaluation wasn’t there, to obtain it. The information we’re looking for is ‘Job fit’. According to the Harvard Business Review, the “job matching” approach more accurately predicts job success than any of the commonly accepted factors such as education, experience or job training.

Have you ever stated ‘pPoor Job Fit’ as a reason for termination on your exit interview forms?  My guess is never.  Every time we think of using “Poor Job Fit” as a reason, we don’t. Because what that means is we don’t do our jobs well. And the ugly truth is – poor job fit is probably the reason for most employee terminations.  The skills you wanted are there, but the job you have doesn’t use or need most of those skills.  The job you have doesn’t meet the expectation set by the candidate, and the job you have isn’t really the job the candidate wants.

Most companies do not have assessments that measure job fit, but job fit is the key to retention – not skills.  Skills are trainable, but behaviour isn’t. You can’t train a person to want to do the job that he doesn’t want to do, or is not interested in doing. Like the sales person I know, although with great skills, he didn’t want to be a sales person so he turned out to be a terrible one. With the “job matching” approach, recruiters can determine if the person they are hiring wants to do the job that they’re asked to do, or simply put, if they have the ‘Job fit’.

So if you want to avoid bad hires and the cost that comes with it, make sure you incorporate job matching assessments into your recruitment process. Cause if you’re unable to determine job fit, it’s either you will always be terminating employees, or they will eventually be resigning.

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6 Tips for a Happy Intern Experience

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By Yvonne Manzi
Guest Writer, University of London

It is not uncommon for an organization to hire interns but not carefully plan out their stay within the company. This results in unhappy employees, unhappy interns, and a waste of time and resources on both ends. In order to make sure both you and your interns make the most out of your working relationship, follow a few simple tips.

1. Assign them to a supervisor

Yes, interns will normally be adults who have graduated and are thus responsible for themselves. However, they will have little working experience, and no experience in your company, so it is a good idea to guide them with a supervisor at first. It can be overwhelming and they do not want to feel abandoned.

2. Do make use of their skills and talents

It is easy to assume that because they have little to no experience, they cannot handle real working challenges or haven’t developed enough skills. However, you would be surprised to find out that with just a little bit of guidance most interns will show how capable they are. They will often bring a fresh and younger take on your company which you should not ignore.

3. Make it a learning experience for them

An intern is not an employee and thus is not rewarded by the same benefits. The most important reward they will gather (and the reason they applied for an internship in the first place) is learning from this job. Your working relationship goes both ways and you should therefore make sure you give back to them – they should always be learning in everything they do for you.

4. Make them do valuable work, not just ‘busy work’

This ties into the previous two points. Too many companies make the mistake of using interns as secretaries. They are qualified individuals, with an array of skills, who are there to work for you and learn from you.

5. Include them in your team and company culture

A young intern is very likely to feel out of place in your organization as they are newcomers who are not fully hired and may not end up staying for longer. They are, nevertheless, part of your body of employees and should therefore be treated as such. Do not omit inductions, do not omit them from team meetings and team nights, introduce them to everyone and make them feel like they do belong. They will feel much more at ease and be more likely to be proactive.

6. Ask for feedback at the end of the internship period

Upon their leaving, do ask them for their opinion on the general experience at the company so that you can take on any suggestions for future improvement.

What would you add to this list? Have you had any experiences with past interns, or concerns with future ones, that you would like to share? You can find us on Twitter, Facebook and LinkedIn!

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Extreme Hiring Tactics – Read Them to Believe Them!

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By Yvonne Manzi
Guest Writer, University of London

We know the losses in time, money and resources that can be caused by a bad hire. It is no wonder, then, that some organizations will go to great lengths in order to find the right people. An article on recently compiled four of the wackiest hiring tactics by companies. You might get inspired by these pioneers in hiring – sometimes the obvious, clear-cut route isn’t the most effective one. Read on and let us know what you think!

Hiring Tactics

1. Vote Early; Vote Often. “Firing fast never works,” says Dane Atkinson, CEO and co-founder of SumAll, a New York City-based business analytics firm. That’s why Atkinson puts every employee through a 45-day trial period. Each applicant is assigned an on-staff sponsor and gets regular assessments from a dedicated selection committee.

At the end of the trial, if the selection committee approves a candidate, SumAll’s entire 35-person team puts the matter to a vote. One veto, and the candidate goes home. About 30 percent of applicants don’t pass. Atkinson admits this Survivor-style approach intimidates plenty of applicants and requires an intense time commitment from employees, “but the meta effect is better,” he says: In two years, only one employee has left the company. “It sets employees up for success,” he says, “because there’s such close attention paid to them in those early days.”

2. Trial by Rejection. Salespeople need to be able to handle rejection on a daily basis. So when Rob Rawson hires salespeople for his remote staffing company,, he starts by turning them down. After initial interviews, Rawson calls the candidates he wants to hire and tells them he doesn’t think they have what it takes. About 75 percent of applicants accept the rejection outright or become overly defensive–and thereby fail the test. On the other hand, the 25 percent who fight to make their case tend to be golden. “You get to see whether a salesperson is able to overcome rejection and sell themselves with a real-life example, rather than a theoretical question,” he says.

3. Make It Like a Reality Show. Potential hires are used to selling themselves, but it’s what they’re willing to say about other applicants that John DeHart finds truly revealing. He’s the co-founder and CEO of Nurse Next Door, a Vancouver, British Columbia-based franchiser of home care services. The company conducts group interviews to make the hiring process faster and assess candidates for cultural fit.

After asking the usual questions about strengths, weaknesses, and the like, DeHart and his staff conclude each interview by asking the applicants which of their rivals they would hire. Many choose the weakest candidates, which suggests to DeHart that they are threatened, rather than inspired, by top performers. “ ‘Admire people’ is one of our core values,” he says, “so we’re looking for someone who will point to the top person in the room and honestly say why they would hire him.”

4. A Bounty on Their Heads. The Nerdery, a Web design firm in Bloomington, Minnesota, hires about 25 percent of its employees from internal referrals. But last year, the company was growing so quickly that hiring became a bottleneck. Co-founder Mike Derheim needed a bigger applicant pool, and fast. So the company took out ads offering to pay the public to refer good developers. The Nerdery rewarded people with $100 if their candidates landed an interview and $400 if they got hired.

More than 700 referrals came rolling in, along with another 900 applicants who heard about the campaign and applied on their own. The company did 600 interviews and spent around $30,600 on rewards. Of those 600, 33 developers were hired, which Derheim says is just slightly lower than the company’s typical acceptance rate. “It was more risk than a lot of companies are willing to take on,” he says, “but when hiring is our No. 1 constraint, it’s definitely worth the investment.”

So what is the most extreme hiring tactic you have undertaken or are thinking of undertaking? Do you plan on trying out new methods?

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