Lou Adler

While I have never heard of the term CPS, I certainly know about creative problem-solving. In fact, I'm now developing a course for LinkedIn Learning using data analysis and CPS to address many difficult HR problems including improving hiring results. The big idea here is to explore all possible reasons for hiring related problems, like ineffective interviews, job postings that are difficult to find and worse to read, and systemic bias, to name a few. Then using basic statistics in GAI to figure out which problems seem the most likely culprits. The do some before and after testing to determine if there's is any improvement. While this might not be too creative, it certainly works

Long ago I was asked to teach a group of hiring managers about situational leadership. As a recruiter I realized it was better to understand the hiring manager's coaching and delegating style and then find candidates who fit their needs. I refer to this as "managerial fit" in our Hiring Formula Success interviewing process. To figure it out I ask candidates to describe situations where their hiring manager helped improve motivation or demotivated them. Based on this I could then determine if there was a fit or not. Here's a link to a LinkedIn post on this topic - https://hiring.tips/LII_managerialfit2

An old boss of mine once asked me when turning in a financial analysis of an investment project if the analysis represented my best work. I told him it didn't and I suggested ways it could be better. He then told to never submit anything to anyone for review unless it was your best work given some obvious time or resource restraints. This is a valuable lesson for coaching and mentoring others. People have to be able to self-grade themselves and take responsibility for their efforts. This is one coaching technique to help drive this point home.

Soft skills relate to how people organize and influence people in other functions and how they are used to manage teams and projects. As a recruiter and interviewer I assess a person's soft skills by the teams a person has been on, who's on these teams and how the person got assigned to them. This article provides more insight on how this assessment is made - https://hiring.tips/LIN_Sherlock. Candidates can reverse engineer this idea and describe some of the important teams they've been on and how they influenced the team members to achieve significant results.

DON'T NEGOTIATE YOUR SALARY! until you're absolutely sure you'll be getting an offer. To get a big offer you need to first prove you're the strongest candidate being seen. Start by asking the hiring manager to forget the money and ask him/her why the job could be the best career move of other things you're considering. This question will put you in the top half of all candidates being considered. Then ask the hiring manager what are the big challenges in the job. Then give examples of the best work comparable work you've done. If they're comparable you'll probably get an offer. Now it's time to begin the negotiation. Here's how to get ready - https://hiring.tips/LIN_prep

Don't sell the job, instead sell the convo to determine if the job is worth seriously considering as a possible career move. As part of this suggest that the purpose of the conversation is to determine if a Win-Win Hiring outcome is possible. A Win-Win Hiring outcome means both the new hire and hiring manager are still excited on the first year anniversary date. Too many candidates and company focus too much on the short term results and ignore the long-term opportunity. Here's more on this topic - https://hiring.tips/LII_careers and how to compare multiple offers on the factors that drive success and satisfaction.