The Founders of HiringSmart

http://www.HiringSmart.com We started Hiring Smart because of the many people we met who were unhappy at work as a result of being hired into the wrong job. And because we had clients that were spending lots of money to bring experienced people into their organizations -- people who weren't delivering because they didn't fit with the culture. We really wanted to fix this problem.
We help employers see things about their people and their hiring practices they've never seen before. It's like we start a "knowledge chain reaction" in their company where everyday they learn something new that makes them smarter about their hiring and their people. They see very quickly how our approach has positive results for the people they hire and the overall company.
We're very different than the other hiring systems out there -- we don't look for the right key words in a candidate's résumé or where they've worked before -- we find out what matters at each client's workplace and then we help them measure it in potential candidates. This is what predicts fit and even candidates are starting to get this.
This is not the business flavour of the month -- it's about changing the way companies hire across North America. It's about changing the way people come together to create value in the workforce. It's that big.
Tim Brennan & Jan van der Hoop
Founders of HiringSmart

Category:

Education

Tags:

• productivity in the workplace
• Résumé
• interviewing
• candidate
• Hiring Smart
• reducing turnover
• human resource software
• employee commitment
• employee involvement
• labor productivity
• employee productivity
• payroll productivity
• productivity
• candidate management
• employment branding
• managing performance
• competitive
• strategy
• workplace performance
• employee assessment
• employee management
• recruitment management systems

[HiringSmart]

I see HR as doing their best with the tools and the system they have inherited. That's what's broken.

In staffing, let's shift the focus to attracting and selecting for fit - fit with the manager (in the manager's and candidate's estimation, not HR's), fit with the job, fit with the team and the culture... then get out of the way.

In this model, HR's role shifts from finder and plugger-in of widgets (low value activity), to broker of relationships... adding a ton of value in the process.

[123BDG123]

I was digging around the net and found your site. And, I saw you had some videos on Youtube. I definitely agree with you that the hiring process is broken. But, to a certain extent, that is because HR is leading the process. HR has no clue as to who should be screened in most instances. So, from the very beginning, your logic is faulty. They don't have the intellectual capital in a specific situation to be recommending who goes to the next step to be an engineer, a sales person or other.

[HiringSmart]

Thanks for your comments. We love dialogue. Through dialogue new ideas are created.

[123BDG123]

If we would return hiring to the actual people who understand what they are looking for, ie, the hiring line of business and remove HR, we would have drastically better candidate matches. In addition, some of the problems with people hating their jobs is corporate hegemony. Workers have lost a voice in the corporation. Neither are fixed by espousing a new methodology for HR. So, I agree with your argument but your solutions won't change the outcome.