Hiring is all about probabilities. When we evaluate a candidate, we are basically just trying to predict whether that candidate will be a success in the position being filled. We're trying to know the future, but we have no prophets and no Oracle.
Eric Sink • Hazards of Hiring
The relevant question is, What must employees do to survive and succeed in your organization? What behaviors get them included in, or excluded from, the power base? What gets them ahead?
Ben Horowitz • What You Do Is Who You Are: How to Create Your Business Culture
Across industries, there were three dominant templates: professional, star, and commitment. The professional blueprint emphasized hiring candidates with specific skills: Founders looked for engineers who could code in JavaScript or C++, or scientists who had deep knowledge about synthesizing proteins. In the star blueprint, the focus shifted from c
... See moreAdam Grant • Originals: How Non-Conformists Move the World
The traditional bureaucratic approach to finding talent doesn’t typically intend to be discriminatory, but the focus on credentials, hierarchies, and consensus is far from ideal for giving better chances to outsiders.
Daniel Gross • Talent: How to Identify Energizers, Creatives, and Winners Around the World
This is critical, because every single organization in this research insists that a candidate’s attitude is equally if not more important than her skills and experience.
Frédéric Laloux • Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
