In This Issue:
Ten Tips for Hiring the Right Candidate with Skills for the New Economy,
Upcoming Hiring Conferences,
Heroes In Action,
Myths that Undermine Decision-Making,
Honoring Veterans,
Meet Our Candidates,
Strange Behavior During Interviews
Ten Tips for Hiring the Right Candidate with Skills for the New Economy
In today's constantly changing workplace, you need to ask the right questions to learn if a potential employee has the attributes you need to grow under potentially volatile business conditions.
Desirable candidates must be flexible and eager learners in order to adapt to the constant reorganizing, fragmenting and reconceptualization in today’s business world.
Here are some questions you should seek to answer of potential new hires:
1. Is the candidate highly adaptive? The capacity to take on new roles and adopt new ways of thinking is critical with a bumpy economy.
2. Do they ask great questions? This tells you a lot about how a candidate thinks and if they will be able to see and solve problems in the market as they occur.
3. Are they voraciously curious? An employee who is curious and a great learner is the key to breakthrough thinking.
4. Can they see patterns in disparate information? This ability needs to be something you look for in each potential hire.
5. Are they team players? Search for candidates who know that their thinking and creativity is improved by collaboration and team efforts.
6. Are they good resource managers? As the world downsizes, knowing how to make the most out of less is a critical new skill.
7. Are they enthusiastic about people and relationships? Enthusiastic people create positive feelings and produce productive energy for their projects and initiatives. The positive impact they have on others is essential in today’s business world.
8. Can they admit to mistakes? Great learners make a lot of mistakes but are always able to take away important lessons from them. Take it as a warning sign if they can’t easily describe their past errors.
9. Do they see learning as pleasure? Great candidates are eager and rapid learners.
10. Is this the kind of learner you want on your team? Remember, you are hiring the person, not their skills. No candidate is perfectly qualified for the position. Look at the actual person in front of you. Are they someone you would want on your team during a business crisis or downsizing?
Nubs the Dog: The True Story of a Mutt, a Marine & a Miracle
In October 2007, Maj Brian Dennis of the United States Marine Corps and his team were in Iraq patrolling when they came across a pack of stray dogs. "We all got out of the Humvee and I started working when this dog came running up," recalls Dennis. "I said, 'Hey buddy' and bent down to pet him." Dennis noticed the dog's ears had been cut. "I said, 'You got little nubs for ears.'" The name stuck.
For months, the team would return to the same location where they originally met Nubs. "Every couple of weeks, we'd go back to the border fort and I'd see Nubs every time," says Dennis. "Each time, he followed us around a little more." And every time the men would leave in their Humvees, Nubs would run after them. "We're going forty miles an hour and he'd be right next to the Humvee," says Dennis. "He's a crazy fast dog. Eventually, he'd wear out, fall behind and disappear in the dust."
Dennis and his team even nursed Nubs back to health after he was found injured upon one of their returns to the fort. It was after that particular visit Nubs decided to take a journey of his own and managed to travel the 70 miles to find Dennis at his camp that was located south of the Jordanian border where they first found Nubs.
Dennis was not able to keep the dog at the camp and made arrangements to have him brought to America. He coordinated with friends and family to raise the funds to transport Nubs home. A month later, Dennis finished his deployment and returned home, reuniting with Nubs who was being cared for by friends in San Diego. "I was worried he wouldn't remember me," says Dennis. But he didn't need to worry. "Nubs went crazy," recalls Dennis. "He was jumping up on me, licking my head."
Dennis’ story has led to a children’s picture book called “Nubs: The True Story of a Mutt, a Marine & a Miracle” and an appearance on The Tonight Show. "The general theme of the story of Nubs is that if you're kind to someone, they'll never forget you -- whether it be person or animal," Dennis tells Paw Nation.
When executive teams find themselves less than satisfied with their decision making process, many turn to the psychological remedy of exercises in teamwork, trust and communication. But sometimes the solution lies not in the psyche, but in dispelling the widespread myths about the teams themselves. CEOs and their teams should take a hard look at these misconceptions. By doing so, an often flawed decision making process can be improved.
Myth 1: A Single Team Makes All of the Big Decisions
Most organizations have a top executive team that consists of the CEO and direct reports. The rest of the company expects that all the big decisions are made by that group. In fact, decisions made at the highest levels might involve the CEO, CFO, head of business development or the president of an operating unit. The nature of the decision often determines which people are involved. A different set of minds may be used for each decision.
But if who is making the actual decision is not completely clear to everyone, confusion on authority can result. For example, Executive Team members who are repeatedly presented with completed deals they had no input on may feel disempowered, leading to trust issues and dysfunction in the office.
Myth 2: The Executive Team is a Body of Equals
Because executives are peers, members on the team might believe they have the same decision rights as operating executives, much like the U.S. Senate, where for example, Rhode Island carries the same weight as California. In actuality, some executives’ functions carry more weight than others. Compare this to the House of Representatives where California has more votes than Rhode Island.
Problems arise when the team isn’t clear how the decision making process is going to work. Are they being asked to decide? Are they being asked to advise? Are they being informed about a decision that has already been made? Is it "majority rule"? Are the more powerful members brokering a decision? You’d be surprised how often there is confusion among top team members as to what kind of input they are being asked for.
The solution is to not decide on one decision making model, but for the CEO to let everyone know exactly where the group is in the decision making process and what is expected from the discussion before the meeting takes place.
Myth 3: Team Members Should Always Adopt a CEO Perspective
Many times during a meeting, a CEO expects team members to leave behind their function hats and adopt a companywide perspective. But asking everyone to always think like a CEO can be counterproductive. The head of Human Resources for example, may not have much input for a new plant proposal but will have great ideas for hiring or labor relations.
The answer is to not choose the generalist perspective, but to recognize which model is useful for different types of decisions.
By recognizing all three myths and addressing them, CEOs can build a decision making process that can unleash the full power of their team.
Heroes Night Out is a nonprofit organization that provides wounded veterans a set of gift cards to use for activities such as dinner with their families, a trip to an amusement park or sporting event. By providing the means to enjoy these activities, Heroes Night Out gives wounded veterans encouragement, a chance to refresh the family as they move through the healing process and a sincere “Thank You” to our heroes. To learn more about Heroes Night Out or to make a donation, please visit www.heroesnightout.org.
Note: Orion is not in any way affiliated with Heroes Night Out.
Meet Our Candidates
The battle for talent in the workplace can be fierce. It doesn't have to be if you know where to look. Below is a preview of actual Orion International candidates and the valuable skills and experience they possess.
• Led, motivated, facilitated, and provided oversight of the Marine Corps Recruit Depot and San Diego's Plans and Programs Division which encompasses base facility planning and environmental compliance.
• Managed 240 facilities on 311 acres of land and 12 linear miles of utilities and managed a $20M Facility Sustainment, Restoration, and Modernization (FSRM), and Operation and Maintenance, Marine Corps (OMMC) budget.
• Supervised twenty-four civilian General Schedule employees and three Civil Engineer Corps personnel, successfully executing daily utility management responsibilities of a $1.6B utility plant.
• MBA, National University / MS, Mechanical Engineering, Rochester Institute of Technology
• First line leader responsible for organizing, performance, and supervising preventive and corrective maintenance on air condition and refrigeration system.
• Responsible for operation and preventive/corrective maintenance of five 300 ton air condition and three 8.5 ton refrigerator industrial units and associated equipments with the supervision of 10 personnel.
• Supervised and performed crisis repairs in major overhaul of an 8.5 ton refrigeration unit and 300 ton air condition unit compressor.
• Expert qualifications in evaluating personnel needs and developing responsive training programs.
• Created, briefed, monitored, and debriefed shipboard drills for 150 crew members including nuclear reactor operations, sub-on-sub engagements, and nuclear weapons events.
• Innovated a new security procedure for at-sea embarks that was adopted by other squadrons.
• Instructed multiple courses of 20 students in Naval Engineering and Naval Science
• BS, Ocean Engineering, USNA
• Completed various maintenance tasks including Reverse Osmosis motor and valve replacement; Hotwell level control repairs; valve and pressure testing; pump replacements; gear inspections; shifting of pumps, oil strainers and electrical loads; shifting reserve feed and primary water supplies.
• Taught cross rate and in rate nuclear mechanics to potential nuclear operators in the Naval Prototype pipeline.
• Hands on experience with the disassembly, cleaning, inspection, replacement, reassembly and testing of various models of Rolls Royce (Allison) turbine engines.
• Assisted in the day to day scheduling of AS-39, including manpower management and requisition and distribution of tools and parts.
• Commanded first of its kind Multi-Function Team in Afghanistan which combined Sensitive Site Exploitation, HUMINT and SIGINT capabilities which had led to capture of over 20 high value targets.
• Restructured the intelligence staff section's standard operating procedures and methods, which resulted in greater efficiency and accolades from higher headquarters.
• Senior operations planner and final approving authority on all unit missions; coordinated and oversaw over 500 missions which led to neutralization of over 350 insurgents and terrorists.
• BS, Social Science, Campbell University
Strange Behavior During Interviews
Most managers and supervisors at one time or another have been baffled by the behavior of a candidate during an interview.
Based on a published survey via the Internet, here are some odd things reported by HR professionals.
1. "... said he was so well-qualified that if he didn't get the job, it would prove that the company's management was incompetent."
2. "... stretched out on the floor to fill out the job application."
3. "... brought her large dog to the interview."
4. "... chewed bubble gum and constantly blew bubbles."
5. "Candidate kept giggling through serious interview."
6. "She wore a Walkman and said she could listen to me and the music at the same time."
7. "Balding candidate abruptly excused himself. Returned to office a few minutes later, wearing a hairpiece."
8. "Applicant challenged interviewer to arm wrestle."
9. "... asked to see interviewer's resume to see if the personnel executive was qualified to judge the candidate."
10. "... announced she hadn't had lunch and proceeded to eat a hamburger and french fries in the interviewer's office."
11. "Without saying a word, candidate stood up and walked out during the middle of the interview."
12. "Man wore jogging suit to interview for position as financial vice president."
13. "Stated that, if he were hired, he would demonstrate his loyalty by having the corporate logo tattooed on his forearm."
14. "Interrupted to phone his therapist for advice on answering specific interview questions."
15. "... wouldn't get out of the chair until I would hire him. I had to call the police."
16. "When I asked him about his hobbies, he stood up and started tap dancing around my office."
17. "... had a little pinball game and challenged me to play with him."
18. "... bounced up and down on my carpet and told me I must be highly thought of by the company because I was given such a thick carpet."
19. "At the end of the interview, while I stood there dumbstruck, went through my purse, took out a brush, brushed his hair, and left."
20. "... pulled out a Polaroid camera and snapped a flash picture of me. Said he collected photos of everyone who interviewed him."
In today's constantly changing workplace, you need to ask the right questions to learn if a potential employee has the attributes you need to grow under potentially volatile business conditions.
Nubs the Dog: The True Story of a Mutt, a Marine & a Miracle
When executive teams find themselves less than satisfied with their decision making process, many turn to the psychological remedy of exercises in teamwork, trust and communication. But sometimes the solution lies not in the psyche, but in dispelling the widespread myths about the teams themselves. CEOs and their teams should take a hard look at these misconceptions. By doing so, an often flawed decision making process can be improved.
Most managers and supervisors at one time or another have been baffled by the behavior of a candidate during an interview.
