![]() If candidates struggle to answer, the authors recommend repeating the question or sharing your own answer to give them time to think-but not backing down from requiring a response. What’s something weird or unusual you did early on in life? What views do you hold religiously, almost irrationally? These are uncommon questions, meant to bump candidates outside of prepared answers and familiar territory, and help you assess their resourcefulness, personality, and self-awareness.What did you do this morning? This is a simple opening question that can elicit a story, shift someone into a conversational and less fake mode, and reveal how a person organizes ideas.21) They believe that what you do in your free time can help reveal personality and how you approach self-improvement. What are the open tabs on your browser right now? This sheds light on “intellectual habits, curiosity, and what a person does in his or her spare time, all at once,” the authors write.Here is a sampling of interview questions that they recommend, along with the reasoning behind each one: 27)Ĭowen and Gross believe that hiring managers should endeavor to establish trust with candidates, avoid asking obvious questions, try to get candidates to tell stories about themselves, and ask for specific pieces of information. “Interviews are essential, and because so many organizations rely on mindless bureaucratic approaches, the bar is low and the payoff high,” they write. 24) and instead focus on “unstructured” interviews where the individual judgment of the interviewer is a deciding factor. Cowen and Gross dismiss such approaches as “bureaucratic methods of hiring” (p. ![]() Talent outlines a provocative approach to hiring, in contrast with many companies’ efforts to standardize hiring processes-and interview questions-to reduce the impact of individual biases. 9) and they believe spotting talent is itself something a hiring manager can improve through practice. Their focus is on hiring workers who generate new ideas and approaches or “inspire others by their very presence, leadership, and charisma, regardless of the context” (p. 119) Other traits they recommend looking for include what they call sturdiness, or consistency of getting work done every day, and generativeness, or openly bubbling with and sharing ideas. ![]() They believe that “stamina”-evidence of untiring drive they see in the likes of Bob Dylan-is “one of the great underrated concepts for talent search.” (p. “What you want is a kind of conscientiousness directed at the kind of focused practice and thus compound learning that will boost intelligence on the job,” they write. 85), including a commitment to practice-the equivalent of a pianist playing scales-for continuous improvement. 79) They argue that instead, top performers exhibit a combination of traits the authors call “the whole package” (p. “Intelligence is usually overrated,” they conclude on the basis of a review of the research into IQ scores, earnings, and professional achievement. They posit that top candidates are too often overlooked and reject some traditional hiring assumptions and practices. With a new book called Talent, economist Tyler Cowen and investor and entrepreneur Daniel Gross tackle the question of how to best go about this and find people with a creative spark. Amid the tight job market of the past few years, recruiting talent has been one of the biggest challenges at many organizations.
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