Listen: Introducing The Effective Hiring Manager Book
"Why the effective hiring hiring manager as our second book right the first book was the effective manager but why hiring is the second book so first of all. I got to say to those who are longtime. Listeners wonder when we record things it turns out. We're recording this on the day that fifteen hundred of these books just arrived it at my house. The book will be is for sale now on our website. If you WANNA buy a signed copy I think it's thirty five dollars because we've got posted and shipping all in there and if you go to Amazon or Barnes and noble live with whatever normal prices are for kindle books and for hardback books and there is no audio book yet they some of you complained but in a nice way that you would rather either the first book have been narrated by me and so we agreed to that it's a really bad deal for us but we agreed to it and so sometime in November late October early November in about a month and a half. I'm supposed to go into the studio for two three days and record the book. I don't know how long it takes to produce the audio book after that but I'm sure they'll let me know and we will of course let the people in our community what the schedule is for an audio book if you prefer that. I admit that on the first book we basically said you don't need an audio. Book of this book just listened to the podcasts on the same topics but that's a lot of people I was the wrong answer to a lot of our fans so in my hallway actually there are eighty three boxes of books with a total of fifteen hundred books in them and I have to sign them. All for people who've requested signed copy some very excited. My right hand is not excited but the rest of me is okay so you asked why the effect of Higher Manager of second book a cat. The overarching reason is hiring is the most important strategic responsibility we managers have on a regular regular basis. K. Organizations that turn out to be great have notably better hiring processes talent screens and higher bars people to get over and in the long run people are the ultimate capital. labor is way more important than financial capital. You know I I it's all about people the the mechanism by which any organization organization assesses New People into it is the single biggest mechanism for the long term health and organization region. It's the most important long-term effect we managers have on our own organizations and here's what's important. It has strategic impact if you do it well. It's the only thing that individual managers do that has a strategic impact on the organization directly in hiring better more quickly sustainably and also bringing new hires up to speed faster. That's a mistake that most people make they don't realize that on boarding is included in hiring bringing bringing new hires speed faster than other firms is the biggest leverage manager's provider organizations over the long term. You might get beat out in the short term with a better product service better price but in the long run if you hire better people people you're going to outperform everybody else. Okay so it's the most important strategic thing we do so you might say. Well okay well then. Why wasn't that I read my mind. I actually what has to ask well. Let's because it's a strategic behavior but it's not a behavior. Most managers would call something something that they use frequently. It's not you know I say in the book that it's like Horsemen Christmas rule. Is something important that you do rarely typically the things you do. Rarely that are important. You tend not to learn enough on and you never get very very good him. You never master them in a way. That's impressive and it's important strategically. That's a bad connection. It's a bad relationship for us. As managers the first book the effective manager was about how to manage the team. You have and of course whether you hired them or not. We did that first because that's what most managers asked questions about day to day. It's what we manager spend the most of our time doing doing. How do I get the most team. How do I lead them. How do I talk about performance which of course for us starts with the mandatory Trinity. One on someone's feedback coaching and delegation how many times in my life I said that the mandatory Trinity One on Ones Feedback Coaching and delegation I should give scully scully inherited it and of course I guess the other important issues you can you can be effective hiring managers much as you want but if you can't manage those folks day to day and you can't retain them because we talk about all the time the two primary responsibilities manager is results right in getting better people. Is that helps you get results but it requires management and secondly in higher all the great people but you can't retain them. That's not good so yeah so we did affective manager I because that's the tactical sweet spot for managers ineffective hiring manager second because it's the strategic sweet spot simple all right. I agree I think most of our respective hiring his critical right so yeah where in your experience do managers need help with effective so this is going to sound terrible but we love our audience just going to be blunt and save us a bunch of time in my experience. Managers need help everywhere and I'm not saying that to be disrespectful of the average manager skills in hiring again. It's or some Christmas rule. We get zero training on what what passes for training if your manager and you've listened to some of our podcast on hiring and you've been shocked. You've never been told this before or you. Get the book and you read it and you go. Gosh this makes so much sense and it's all doable. Why haven't I haven't told this and you feel bad. Somehow we want you to lay that burden down by by the side of the road because you my friend are not alone. The average manager Kids Jack from their organizations about training on hiring during what passes for training these days for the average manager is I an inference in essentially infrared training how how did I get interviewed which by the way if you got interviewed as an individual contributor and you're now a manager you were probably a high performing performing individual contributor which probably became clear in your interview which then means you were interviewed with an eye because the manager was thinking all all long about hiring you your process for getting to be a manager started with the wrong approach to interviewing and if that's what you learned if you learned the communist thing which is by the way the way I learned. I'm not saying you're you're the bad guy I did same thing your process for learning earning was how you sat on the other side of the table and it was a chat and the manager got to know you and she or he was learning more about you and that's a horrible training process. The other side is that that the other thing that passes says for training this days when I ask people hey you've been training and the reason I say tell me about the training and basically what it boils down to is all label. It is human resources. Don't discriminate training and they say you know you can't use. You can't use this you can't you can't discriminate on the basis of that. You know we hear stories lately about Silicon Valley being male and having essentially imply biases and they're hiring and so on but typically don't discriminate training training is necessary look. It's legally helpful to reduce companies raise but frankly I bet you. At least thirty percent of the people listening to this podcast right now have been taught or believe in some fashion or the other that there are such things as illegal questions if you think that that's an indication of how little you know about hiring on a scale of one to ten if you think that you're probably too even if you think shelf could manager because in fact other than a couple of municipalities and I'm talking about in the United States as a as a representative sample. I think it's a little different Australian and Great Britain but not that much different I think the only one hundred percent clear on is in Philadelphia and it has to do with you can't ask about pay okay but if you've been told that you can't ask certain questions about a person's age or you it's legal to ask about gender or what what have you you're wrong. They're not illegal. It's not guys and we have a podcast about this thing. It's called there. No questions the question itself office not illegal. We also have a podcast how to respond to a question that you believe is legal in an interview so if you want to play both sides of the fence there you go but in fact the question is not illegal it implies that that question will be used to determine hiring and that would lead to potential claims of Barnabas but the question itself is not illegal now. Do we recommend you ask you know stupid. It's unethical. It's boorish. Don't do it but what if somebody's telling you somebody respect about hiring processes. These questions are illegal. It's just false. It's wrong and and it just to me it gives you a sense of what a manager can expect relative hiring and we go back again to this issue of it happens rarely now right now in the greatest job mark in the history of mankind. Everybody's telling you hey we need. I really got and it's going to be harder to fill your openings because there are so many jobs avenue people have so many choices but for the most part the average manager just like I did just like Mike did years and years and years ago doesn't know what he or she is doing. They need help across the entire spectrum and I would also suggest that one of the reasons I know that managers I need l. is they probably think the same thing I do that. Hiring is about sourcing and interviewing"