Tag Archives: Recruiting

This Recruiter’s Perspective on DeVos: The Conclusion

Posted in Human Resources, Public Policy, Recruiting, Talent Acquisition by

Part III of III.

Part I and Part II of this series, respectively,  focused on what the job, Secretary of Education, is and what skills, knowledge, experience and abilities a recruiter might look for in a qualified candidate. The final part of this series focus’ on Ms. DeVos’s qualifications for this role and ultimately my conclusions on her fit for the job.

Upon review of her credentials, it is without a doubt that I state that Betsy DeVos is not qualified for the role of Secretary of Education. Further, had her resume come across my inbox, I wouldn’t have even scheduled a phone screen let alone recommended her for a face-to-face interview with the hiring manager. 

Ms. DeVos’s website, betsydevos.com, provides some insight into this candidate’s past professional experience and is my primary source for the following information. 

  • Education credentials: Ms DeVos has a Bachelor of Arts degree from Calvin College, a private school, in Grand Rapids, MI. Calvin  College is accredited  by the Higher Learning Commission. Though Calvin College does have an education program, her Bachelor’s degree is in business administration and political science. Not Education or Public Policy. 
  • Direct and relevant experience: Ms. DeVos has zero instruction experience. Zero years of instructing any student whether that be in public or private school; primary, secondary or college. 
  • Experience serving in a public or private education administration role: Betsy DeVos has not served in an administration role, ever. 
  • Experience in educational public policy. Kinda?  Here are my findings. Ms. DeVos’s website states that she serves on a number of national and state boards, including Board Member for the Foundation for Excellence in Education from 2012- present. However a search of the foundation’s website comes up with zero results for Ms. DeVos’s work on this foundation. However, The Dick and Betsy DeVos Foundation is listed as a 2016 donor  and 2015 donor in the $50,001-$100,000 donation range. Other Board positions Ms. DeVos has formerly or currently sits on that hold educational reform as part of their mission include the American Federation for Children, Alliance for School Choice, Great Lakes Education Project and The Potter’s House School. Clearly, Ms. DeVos has a vested interest in education as evidenced by the charitable foundations she is associated with. However, when one peels back the layers, you will see that her interest is very narrowly focused on school choice- this is the primary mission of these organizations. One might question her ability to arbitrarily review empirical facts about the state of education if one has spent a ton of money and time serving one cause. 
  • Former or current state Board of Education member. Ms. DeVos has never served on a Board of Education for any public of private school system. 
  • Experience managing a large team of professional employees. Ms. DeVos is listed as Chairman of the Windquest Group, a privately held investment and management firm with a diversified consumer product and service portfolio. The Windquest Group appears to be in the business of investing in innovative start-ups. None of these companies, per Windquest’s website, have any relationship with education, educational technology, etc…Further, there is no evidence that Ms. DeVos manages a large staff in her role as Chairman. 
  • Experience managing a large budget. There is no evidence that Ms. DeVos manages a large budget in her role as Chairman at the Windquest Group. One may presume that as a Chairman or a Board Member that she had oversight of budgets in her roles, but there is no evidence that she had the sole responsibility of a multi-million dollar budget. 
  • Experience managing a debt portfolio in the trillions. Ms. DeVos’s previous experience does not provide any evidence of having had responsibility for a large debt portfolio. Rather, it seems her and her family have only enjoyed managing financial surpluses. 

 

This Recruiter’s Perspective on DeVos: A Series

Posted in Human Resources, Interviewing, Public Policy, Radical HR, Recruiting, Talent Acquisition by

Part II of III.

In the first part of this series, I outlined what the Secretary of Education actually does.

Now we turn to an analysis of the requirements of the position. 

The biggest challenge and the part that is both equally amusing and horrifying is that there are no actual qualifications for the position of Secretary of Education. I’ve searched the Department of Education’s website and can’t find anything definitive. I think there are more written qualifications for an Administrative Assistant in my company than there are for this position. Using basis reasoning and logic, in addition to reviewing the basic requirements of positions such as Teacher, Principal, School Superintendent and School Board Member, one might reasonably expect that the Secretary of Education hold the following minimum requirements.

  1. 4-year degree from accredited institution in either Education or Public Policy required. Master’s degree in related field preferred.
  2. Instruction experience in a public or private primary, secondary educational institution or institution of higher learning.
  3. Experience in an educational administration role such as district superintendent.
  4. Experience in educational public policy.
  5. Former or current state Board of Education member.
  6. Experience managing a large team of professional employees.
  7. Experience managing a large budget.

Indeed, here are samples of the minimum requirements for various Superintendent roles in Michigan, the home state of Mrs. DeVos.

Superintendent/Principal K-12 schools for the Fairview Area Schools. Requirements include:  Master’s Degree in Education or related field, experience in school administration/staff management, and a proven track history of budget preparation, adjustments, and successful implementation of approved budget.  Applicant must possess excellent verbal and written skills, a firm understanding of a small school environment, and a strong record of high moral, ethical, and professional standards.

To apply for the Superintendent position at Williamston Community Schools in Michigan, candidates must possess the following background:

  • Experience as a teacher, building administrator, and/or Central Office administrator;
  • Master’s Degree plus Administrative Certification with evidence of on-going leadership training;
  • Accomplishments which reflect ability to enhance educational programs and increase student achievement;
  • Experience with Multi-Tiered System of Support (MTSS);
  • Deep understanding of curriculum and teaching methodologies;

And one more, cause three is better than two. The Allendale Public School District in Michigan publishes a candidate profile complete with required professional background: Master’s plus administrative certificate , Teaching and Administrative experience, Possesses a strong background in K‐12   education, previous Superintendent/Central   Office experience preferred , An instructional leader with previous success   improving achievement for all students,  Successful experience implementing   instructional technology, and experience in school construction preferred. 

Tune in for the final part of this series where we will put Mrs. DeVos’s experience and background under a microscope and make our final recommendation.

This Recruiter’s Perspective on DeVos: A Series

Posted in Human Resources, Public Policy, Radical HR, Recruiting, Talent Acquisition, Uncategorized by

Part I of III

By now, you have probably heard that Trump is POTUS and he has picked his cabinet nominees. Those nominees are now in various stages of confirmation hearings by the Senate. Shortly after the election, Trump nominated Elisabeth “Betsy” DeVos for Secretary of Education. And all hell broke loose- see here.

To try to be as fair and balanced as possible, I decided to look at this nomination from a recruiter’s perspective and to answer this very fundamental question, does Mrs. DeVos meet the minimum requirements for the position of Secretary of Education?  In this three- part series, I’m going to explore 1) the essential functions of the role, 2) the minimum requirements of the position and 3)the candidate’s qualifications and my recommendation.

So, if I’m going to declare myself a recruiter and also use this post to determine the qualifications of others, it behooves me to outline my own competencies so that you know I’m speaking from a place of experience and not relying on alternative facts.

I have 13 years of HR experience, and of those, about 11 of those years have been dedicated in whole or in part to recruiting responsibilities. I have sourced and recruited for staffing agencies and private industry, from entry-level manufacturing employees to skilled professionals and technicians to C-Suite Executives. Each role required a custom-designed sourcing and recruiting strategy to find the best talent available that met the skills, knowledge, abilities, general competencies and soft skills required  for successful execution of that position. My hiring recommendations have always been based on a detailed analysis of the position, it’s responsibilities, the skills and knowledge required of the position and the skills, knowledge and abilities of the candidate based on thorough and deliberate vetting process.

The Essential Functions of the Secretary of Education

There is no publicly available job description for Secretary of Education. After reading the Overview of the U.S. Department of Education, I was able to make some educated (no pun intended) guesses.

The Secretary of Education is required to:

  1. Manage a department that has over 4,000 local and remote employees.
  2. Manage a budget of approximately $50-$60 billion dollars.
  3. Manage a department that has over 200 separate programs.
  4. Establish policy, administer and coordinate Federal assistance to primary and secondary schools totalling over 150,000 schools with 55 million + students.
  5. Establish policy, administer and coordinate Federal loan, grant and work study programs for millions of undergraduate students.
  6. To advise the President and Congress on matters of education policy, programs and activities.
  7. Oversees education research to analyze data for trends that will identify effective teaching techniques and education best practices.
  8. Enforces Federal statutes that prohibit discrimination and adverse impact in education and to ensure equal access to educational opportunity for every individual.
  9. Promotes public understanding of the department’s mission, goals and objectives.
  10. Refrain from establishing schools, refrain from establishing curricula and refrains from setting enrollment or graduation requirements.

Now that we have set the foundation for what the Secretary of Education’s charge really is, stay tuned for my next post detailing the minimum requirements we can probably all agree would be reasonable for successful execution of this role.

 

 

Kill The Resume

Posted in Human Resources, Radical HR, Recruiting, Talent Acquisition by

Why do we even use resumes? Are they meant to signal the candidate’s interest in a particular position with a company? We know that past behavior is not an accurate predictor of current or future behavior, so no matter how the resume is formatted or what information is on it, why do companies require this as the entry point to employment with the organization?

Has HR or any organization ever challenged the reason why the resume is the thing that a candidate has to send in? It seems to me that this is just assumed. All people have resumes and all companies request them. But the majority of resumes suck, they do not provide valuable information, they most certainly do not provide valid and reliable data.

I say kill the resume. Let’s take a hard look at what we as an organization require from a candidate and hack a better way.

What about a video profile? Job incumbents can easily use their computer or mobile device to make a short elevator pitch describing what they can offer to the company and why he or she deserves to be considered further. Through video, recruiters and hiring managers get a better idea of how well the candidate prepared for his or her video submission and how effectively the individual advocates for himself or herself to advance for further consideration of employment.

How about using a test or an essay submission that is specifically designed to draw out required competencies of the position? Humans are used to writing essays or taking a test to be considered for things like college, a grant, a scholarship etc… why not use these tools in lieu of a resume? Individuals that truly want to work for your organization and have a vested interest in earning consideration for a particular role in your company, will have no problem accepting the challenge of an essay or test.

Why waste our time on resumes when we can cut right to the chase of assessing one’s skills and competencies from his or her very first interaction with the company? It’s time to get innovative with the application process.

5 Ways to Improve Your Quality of Hire

Posted in HR Competencies, Radical HR, Recruiting by

Experiencing some buyer’s remorse with your latest hire? It’s probably your recruiting and selection process. Like most employers you have sourced candidates using various resources & methods, reviewed dozens of resumes for required and preferred competencies, experience, and skills, then phone screened, then interviewed (using behaviorally-oriented questions, of course), then maybe final interviewed and then made a decision. You set your expectations high because the candidate nailed the interview and you are confident in the criteria with which you made your selection decision. Within 60 days, the general consensus is your new hire sucks. Is this result really any wonder? The current recruiting and selection process outlined above has no proven correlation to the quality of your hire. It never has and it never will. Your good hires were based on sheer luck of the draw.

Think about it. Everyone can be a super-genius, rocket scientist with an MBA, a PhD and an MD on paper, right? Since all recruiters and hiring managers ask the same routine questions over and over in interviews, candidates have had practice crafting really good answers. And almost everyone in the world knows you bring your A-game to the interview. Combine several hours of a polished, charismatic and well-rehearsed candidate with all of the interviewer biases known to man and subjective, gut-level decision-making based on interview answers about PAST behaviors and successes, and you have a situation ripe for bad decision-making.

If you and your company are serious about spending your efforts, energy and money to hire the best and brightest, banish your antiquated recruiting and selection process today and replace it with a process that actually provides you real information and data to base your most important decisions upon.

  1. Beef up your referral sourcing methods, not only with your current employees but specifically your high-potential employees and your successful business partners and vendors. Referrals are built-in references. Not to mention no good employee wants to tarnish the reputation of the one who referred them, so you have a built-in back stop against crappy performance and behavior. Tap your high-potentials, as I suspect they run in circles with people similar to them. Don’t forget to ask your company vendors and other business partners for their referrals. Make the referral bonus meaningful determining its value position-by-position and by the level of difficulty of finding qualified candidates for that position.
  2. We live in a knowledge economy and we need knowledge workers. How do we test knowledge? Cognitive tests of course. We can train skills but we can’t increase intelligence. Also, require transcripts from your candidates transcripts will show you what classes the candidate took and their individual grades in each class. Does the candidate’s education show a history of taking challenging courses or 101 courses. Decide if you like to see candidates who have taken really hard courses and earned B’s and C’s or candidates who have taken “Rocks for Jocks” and bowling classes and earned A’s.
  3. Incorporate aptitude screening. Require work samples from your candidates. Or, for the final round of interviews, define a fictional business problem or challenge and ask the candidate to write a white paper or develop a short presentation. The interview becomes the presentation or delivery of the white paper. Interviewers base their evaluation on how well the candidate presented his of her ideas, the ideas or solutions themselves and an in-depth review of how the candidate went about preparing for the exercise.
  4. References. In my opinion, we do not give references the attention they should receive. Candidates should bring several references- character, educational and professional. HR should have a robust process around gathering reference information, crafting really good questions for references by determining what information you are looking for or is important for the job and documenting the answers.
  5. Build in a character test. I’ve read about companies that involve everyone from the driver, hotel concierge and receptionist into the interview process by creating scenarios that the candidate responds to and the interview team is provided feedback from these participants. Was the candidate courteous, respectful, professional and polished in their interactions with everyone? Or were they rude, arrogant, or discourteous when they thought no one was looking?

The current recruiting and selection methods have not proven valid. Dump them and get creative with your organization’s steps for finding quality hires.

Interviewing Your Next Employer

Posted in Benefits, Compensation, Employee Engagement, Employee Relations, Interviewing, Lists, Professional Development, Recruiting by
Female Woman Sitting At Interview

Portrait Of Female Woman Sitting At Interview

Do you have any questions for me? Almost every interviewer asks this question of a candidate. If you, the candidate, do not have any questions prepared, you are doing interviewing wrong. For a bevy of reasons, not every employer is able to  or willing to disclose or share everything about the job, the company, the culture, and the environment during the interview process, although, a good employer will try to do so. But, it is up to you, the candidate, to ask those questions and find out the answers during the interview phase.

Think of the interview not as the one-sided, fact-finding mission of the employer vetting the candidate, rather, think of the interview as a mutual invitation for the employer and candidate to determine what value each can bring the other and if both parties’ needs can be aligned for the benefit of both.

Consider asking the following questions:

  1. What is the company’s mission and vision? What are the company’s short-, medium-, and long-term goals and objectives? Companies that do strategic planning well will have clear answers to these questions. However, most companies do not do strategic planning altogether, and authority may be concentrated at the top of the executive leadership where business plans and actions may be based on as little as whims or knee-jerk reactions. These questions will help to determine where the potential employer may fall on this spectrum of reactivity or proactivity.
  2. Describe the typical flow of communication throughout the company? Or, how are corporate goals and objectives communicated to all employees? Again, companies that do strategic planning most effectively not only have a mission, vision and goals but intentionally create communication mechanisms to make sure ALL employees from their non-exempt to their management know what is going on. Clear, consistent and transparent communication from the top-down correlates with high engagement scores amongst employees.
  3. What is the purpose of this position and how does it directly relate to the company’s success? If you are going to invest 40 or more hours in a week at something, don’t you want to know the purpose and agree that it’s a purpose worth working for?
  4. What are the company’s biggest strengths and challenges? What is the biggest challenge to the position? In the business world where things change daily, good employers should have a handle on their strengths, weaknesses, opportunities and threats. Also, not all positions are easy peasy lemon-squeezey, there are challenges to all jobs whether they are a lack of IT systems, outdated processes or manual heavy-lifting. Employers who have an ear to the ground and a true open door policy will know the pain points of the position and should be willing to share them.
  5. What is the company’s compensation and benefits philosophy? This one will probably make most interviewers squirm because most companies do not have a philosophy. But since you already know this, the reaction to this question both verbally and non-verbally will be key to knowing how the company recognizes its employees via extrinsic rewards.
  6. How would your employees describe your management style? Here, you are looking for the managers ability to delegate not only the details but certain levels of authority. Is he or she the type of manager who is going to not only care about the outcome of your work but also be all up in your shit about how you get the work done?
  7. How is performance evaluated? Is it informal or formal? Everyone likes to know whether their performance is meeting the company objectives and their managers’ expectations. Does the company actively manage performance all year round, does the company do a once-a-year formal performance review or do they take the position of, “if you are doing well, you won’t hear anything from me but you’ll certainly know if you aren’t”.
  8. Does the company have formal succession plans? How are high-potential employees developed? Key talent can and will leave an organization for any number of planned or unplanned reasons. Find out if the company develops from within and how they do it.
  9. Does the company have a formal professional development plan? What does it look like? Find out if the employer has written and/or formal development plans for high-potential employees, if the employer funds professional designations and adult education and if the employer has internal training programs. The answers to these questions will help you find out if and how the company invests in its employees.
  10. Why is this position vacant? Why did the last incumbent leave? Many times, the employer or recruiter will already answer this question. If they do not, find out why the position is open- is it due to growth, to answer a need or to fill an opportunity area? If the position is open because the incumbent left, probe further to determine if there is something inherently bad about the position or if management is causing attrition.

Pepper these questions throughout your interview. Ask them of multiple interviewers. Jot down questions to ask interviewers so you can probe deeper or ask for clarification. Listen and observe non-verbal cues. An employer worthy to have your talent, will be eager and happy to answers these questions, will be ABLE to answers these questions and will honestly answer the questions even if the answer is less than great. The more information you can gather from the interviewers, the more information you will have to make an informed decision about an offer.