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The Science of Hiring

The Science of Hiring

by | Sep 2, 2024 | Candidate Assessment and Selection, Hiring and Retention, Recruitment Process Outsourcing, Research Publication, Talent Acquisition | 0 comments

Steven Lindner, Ph.D., is a prominent figure in the field of talent acquisition and human resources. He is the Managing Partner of The WorkPlace Group, a company specializing in recruitment process outsourcing (RPO) and talent acquisition solutions. With a Ph.D. in Industrial/Organizational Psychology, Dr. Lindner has dedicated his career to understanding and improving the hiring process.

Dr. Lindner is recognized as one of the creators of the RPO industry. He pioneered innovative approaches to streamlining and enhancing recruitment processes, and his contributions have significantly shaped the way organizations manage their talent acquisition strategies.

In addition to his groundbreaking work in RPO, Dr. Lindner has authored over 85 HR business and research articles in leading media outlets and academic journals. He also served as a member of the Society for Human Resource Management (SHRM) Talent Acquisition Expert Panel and is a contributing author to the American National Standard, “Cost-Per-Hire”. This standard provides a comprehensive framework for calculating the cost associated with hiring new employees, helping organizations better understand and manage their recruitment expenses.

Dr. Lindner’s work focuses on evidence-based recruitment strategies.” He has co-authored studies on resume characteristics that influence interview decisions, highlighting the importance of relevant work experience, educational background, and achievements in securing job interviews. He has published scientific studies on loneliness at work, work-from-home, sources of hire, job search strategies, hiring costs, candidate assessments and a range of related talent acquisition topics. His research emphasizes the need for a scientific approach to hiring, ensuring that candidates are selected based on objective criteria rather than subjective biases.

Through his innovative methodologies, Dr. Lindner has empowered employers with more effective hiring practices. By leveraging data-driven insights and advanced recruitment technologies, he has enabled organizations to identify and attract top talent more efficiently. His strategies enable employers to respond swiftly to their hiring needs, ensuring they can fill critical positions with qualified candidates in a timely manner.

When asked how he and his organization, The WorkPlace Group, do it better, Dr. Lindner said, “Anyone can recruit, but few know how to do it well. There is a science to selecting candidates who will perform well, add value to the business, and stay committed.” But apart from the science, isn’t it about knowing good job candidates and having a strong network of people?  To this, Dr. Lindner remarked, “It’s no longer about the size of your candidate database, LinkedIn connections or the number of candidates in your network. It’s about knowing how to select the right talent with the competencies, work experiences, and work philosophies to succeed within your organization.”

“Succeed within your organization” is a key phrase. To further explain his view, Dr. Lindner uses the example of Employee Referrals. Employee Referral programs are a common recruitment strategy. They account for approximately one-third of most companies’ new hires. Furthermore, employees generally receive a financial incentive for recommending candidates who are hired. However, he quickly points out that employee referrals are not always the best hire.  There is a difference between knowing someone and having objective knowledge and first-hand observations of how someone performed during critical decision-making or make-or-break moments of getting work done. Furthermore, we all know great people who did great work elsewhere but failed to do so in the same or similar job with the next employer.

But can’t Artificial Intelligence (AI) hire better? Do we still need Organizational Psychologists and Recruiters to make good hires? To this, Dr. Lindner responded, ‘While AI helps automate repetitive recruiting tasks, recruitment methodology and human decision-making are key to successful hiring.’ Jokingly, he said, “When recruitment AI fails, who do you call? Answer: A human.”  For now, solutions to how to do it better and the creation of novel ideas and solutions remain strictly a human ability.

Recognizably, most employers don’t have the recruitment, selection and hiring capabilities or expertise Dr. Lindner speaks about. When companies need to hire job candidates, most handle it using job ads and internal staff to review resumes and interview candidates. Larger companies may have additional resources such as recruiters, HR professionals and talent acquisition managers to sort resumes and screen job candidates.

When the do-it-yourself (DIY) approach fails, employers turn to staffing firms, contingent search groups and recruiting agencies. These are all very expensive options that often come with simple, cursory or uninformed reviews of job candidates’ qualifications. Staffing firms, contingent search groups, and recruiting agencies are in the business of acting as agents for candidates. As agents, they promote their candidates to multiple employers.

In contrast, Dr. Lindner’s organization, The WorkPlace Group, flips the paradigm and strictly represents the employer. This means candidates are being recruited and carefully assessed specifically for job openings in your organization. Dr. Lindner explains that his teams use all the same recruiting tactics, and then some, employed by headhunters, agencies, and staffing firms in addition to The WorkPlace Group’s database and network of over 700,000 job candidates.

The RPO industry that Dr. Lindner helped create has produced many RPO providers offering a myriad of choices and industry specializations for employers to consider.  The WorkPlace Group’s model provides recruiting solutions for both small and large employers. Small companies can now have the same scalability, recruiting technologies, assessment abilities, job market intelligence and hiring capabilities as larger employers. Large companies can customize support options for managing and filling thousands of job openings across various locations and departments.

Steven Lindner, Ph.D., has profoundly impacted the talent acquisition industry through his innovative methodologies and scientific approach to hiring. By leveraging data-driven insights and advanced recruitment technologies, he has empowered employers to identify and attract top talent more efficiently. His emphasis on objective criteria and evidence-based practices ensures that candidates are selected based on their competencies, work experiences, and alignment with organizational values.

Dr. Lindner’s organization, The WorkPlace Group, stands out by strictly representing the employer, providing tailored recruitment solutions for both small and large companies. This approach allows smaller companies to access the same advanced recruiting technologies and market intelligence as larger firms, while large companies benefit from scalable support to manage extensive hiring needs.

As the recruitment landscape continues to evolve, Dr. Lindner’s and The WorkPlace Group’s contributions will remain pivotal in shaping effective and efficient talent acquisition strategies. Their commitment to excellence in hiring practices underscores the importance of combining human decision-making with technological advancements to achieve successful outcomes in the ever-changing job market.

 

This article also appears on:

CBS Lake Charles: https://pr.cbslakecharles.tv/article/The-Science-of-Hiring?storyId=66d6e0054629fe00082af8b9

NBC Fort Wayne’s: https://fwnbc.marketminute.com/article/syndicationcloud-2024-9-3-the-science-of-hiring

Fox47: https://fox47.marketminute.com/article/syndicationcloud-2024-9-3-the-science-of-hiring

 

For more information, contact:

Steven Lindner, Ph.D., steven.lindner@workplacegroup.com

Instagram: https://www.instagram.com/lindner.steven/

LinkedIn: https://www.linkedin.com/in/stevenlindner

Should We Actually Be Going Back to the Office?

Should We Actually Be Going Back to the Office?

by | Apr 29, 2024 | Research Publication | 0 comments

The current study clarifies the direct impact of working from home, working from an office, or having a hybrid work arrangement on counterproductive work behaviors (CWBs) and organizational citizenship behaviors (OCBs). An analysis of 391 working adults showed no mean differences between OCBs and CWBs based on where they worked. Multiple linear regressions indicate that coworker support and supervisor support predict CWBs and OCBs. Workplace loneliness was also a significant predictor of CWBs. Implications of these results are discussed.

Click here to read the full article

5 Skills Predict Work-From-Home Success

5 Skills Predict Work-From-Home Success

by | Jun 7, 2023 | Candidate Assessment and Selection, Remote Workforce, Talent Acquisition | 0 comments

Click here to listen to the Podcast.

Ninety-five percent (95%) of employers offer work-from-home or hybrid work arrangements for jobs that can be performed from home. During the pandemic, work-from-home was a matter of public safety. Now it’s about productivity. Selecting who should work from home goes beyond having a quiet home office and a fast internet connection. There’s science behind the psychology of remote work. While teachable and trainable, only job candidates and employees who demonstrate a Readiness to Work from Home are likely to do so effectively. What are those psychological characteristics and work skills? A variety of factors are involved.

Are employees working at home productive?

Most employees in jobs that can be done from home work from home. According to SHRM.org, employers expect hybrid work arrangements and work-from-home to remain unchanged in 2023.

But productivity is the greatest concern employers have of their employees working from home. A 2022 survey by Microsoft of 20,000 people in 11 countries found that “85% of leaders say that the shift to hybrid work [and by association work-from-home] has made it challenging to have confidence that employees are being productive.” Marc Zuckerberg, the CEO of Meta, announced on March 15, 2023, “An internal analysis of employee performance data suggests that engineers who work in person get more done” (Capot, 2023). A 2023 article by Kathryn Mayer, Amazon Nixes Employees’ Petition Against Return to Office, serves as another example, among many, of employers reinforcing their return-to-office policies in spite of employee protests. Return-to-office policies, requiring employees to work from corporate offices on most days of the week, don’t fully solve productivity concerns. Employees still need to have Readiness to Work from Home.

Job design and workflow matter, but it’s not that simple!

Some jobs are better suited to be performed in-office than at home. For example, managing a manufacturing production line from home is not practical. But procuring raw materials from home is highly doable. To perform a job equivalently at home or in the office, the job design and workflow must enable both settings. For example, employees need to have the same exact software, hardware and work tools whether in a corporate office or a home office.

But homes are filled with distractions, and monitoring what employees do throughout the day is challenging. Just because a job can be performed effectively from home doesn’t mean everyone can perform effectively from home.

So, what should employers do?

Select job candidates and employees who have demonstrated a Readiness to Work from Home.

Readiness to Work from Home is a psychological construct involving a variety of characteristics and work skills. All of which are teachable and trainable. Job candidates and employees with a Readiness to Work from Home are able to work effectively and productively in both remote and hybrid jobs.

Five essential characteristics and work skills to look for in job candidates and employees with a Readiness to Work from Home are:

  1. Communication Skills: Effective communication is essential for remote work. The ability to communicate clearly, ask questions, and provide feedback can help employees stay on track and feel connected to their team.
  2. Self-Motivation: Remote work requires self-discipline and self-motivation. Employees who are self-starters and able to manage their time effectively are more likely to be successful in a remote work environment.
  3. Technical Competence: Remote work relies heavily on technology, so employees must be comfortable with the tools and software used in their role. Additionally, they should have a good internet connection and reliable hardware to work efficiently.
  4. Adaptability: Flexibility and adaptability are crucial when working remotely. Employees must be able to adapt to changing circumstances, such as working across different time zones or dealing with technology issues.
  5. Integrity and Trustworthiness: Remote work requires a high degree of integrity and trust between employees and managers. Employers should look for employees who have a proven track record of reliability, responsibility, and trustworthiness. In other words, people who do the right thing even when no one is watching.

Need help hiring, training and selecting employees who are ready to work successfully from home? Want to learn how to do this better? We here at The WorkPlace Group are ready to help. For more information, please click here to contact us today.

Employee Referrals Are Not Always the Best Hire

Employee Referrals Are Not Always the Best Hire

by | Jan 26, 2023 | Candidate Assessment and Selection | 0 comments

We all love hiring people we know. Candidates referred by existing employees account for up to a third of most companies’ new hires. Employee referral programs are a common recruitment strategy for incentivizing and rewarding employees for attracting quality candidates to fill job vacancies.

Are All Referrals Created Equal?

Hiring managers often extend job offers to employee referrals without interviewing other candidates. When other candidates are interviewed, the employee referral is still most likely to receive the job offer. This outcome should not come as a surprise. Logically, there should be less risk in hiring someone who comes recommended. And, it isn’t necessarily a bad practice. The more you know about a candidate beyond their resume and interview, the better the odds of correctly inferring that they will do a great job for you. 

But not all referrals are equal. Nor does every referral turn out to perform well. So how do you know if the employee referral is the best candidate to hire, and what can you do to figure it out?

1. Don’t Provide Special Treatment

To start, treat all employee referrals as you would any other external candidate. They should go through the same hiring steps as everyone else.

Evaluate all employee referrals using the same hiring criteria. Put them through the same interviews and assessments as others. This allows apple-to-apple comparisons to be made with other external candidates being considered.  

2. Fact-Check

Second, fact-check your views and knowledge of the employee referral.

  • How much do you really know about them over and above any other candidate in the process?
  • Is this a person you have first-hand job-related observations and experiences with because you previously worked with them or managed them? If yes, use that job-relevant knowledge as input into your hiring decision.

First-hand knowledge and observations of how someone performed during critical decision-making or make-or-break moments of getting work done are worth their weight in gold. Observations of actual work performance are strong predictors of how well they will do in your job. There is a lot of truth in psychology that past behavior is predictive of future behavior. Chances are, if they’ve done it well before, they’ll do it well again.  

However, most employee referrals are simply someone an employee casually met and shared the job with. They could be a neighbor, a person introduced to them, or someone they sat next to on a train or plane. These candidates are not well known by the employee referring them and have little to no insight into their work capabilities. Hiring managers would be well advised to blind-review these candidates, meaning they are better off “not knowing” they were referred. This avoids making errors in judgment related to the expectancy bias that a referred candidate is recommended and better.

3. Consider Work Culture

Finally, take work culture into consideration. Cultural changes have big effects on employee performance and behaviors. Not everyone thrives in all cultures. For example, some leadership and management styles don’t translate well in collaborative, shared decision-making organizations. If your knowledge of an employee referral is based on a company culture very different from the current one, don’t assume past successes will necessarily translate to future successes.  

It’s smart to ask employees for referrals to people who may be interested and qualified to fill your job vacancies. Employee referrals are a vital source of talent and should be evaluated in the same way you would any other external candidate. Consider also a “blind review” of referrals who do not share a work history with the employee referring them. Remember, just because an employee referred them and knows them doesn’t necessarily mean they are your best choice. 

Need help to make correct hires happen in your organization? Want to learn how to do this better? We here at The WorkPlace Group are ready to help.  For more information, please click here to contact us today.