Smart Thoughts: Musings on Talent Analytics and other corporate talent management issues. We get people. 

The Smart Work team (partners and network) has, through its long and varied experiences in business and in life, as well as through its association with Self Management Group, amassed its own "Smartworkepedia" of knowledge in the talent management domain. We offer these  ruminations to you and encourage your feedback; we’d love to hear from you!  If you'd care to comment on any of our Smart Thoughts please do so by clicking on the comment box.

When Did You Decide?

The little boy in the picture is my grandson, Crawford Dillon. He’s pushing a toy cart full of medical instruments like a plastic heart monitor, stethoscope, scalpel, scissors, etc. This picture would have made his Great Grandfather, Amos Dillon, proud and tickled since he was a general surgeon for over 50 years.

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Five Things Most Hiring Managers Don't Consider*

For hundreds of years people responsible for selecting new employees have experimented with different evaluative sources for picking the best potential employee for their companies. Resumes, letters of reference, background checks, drug testing, college transcripts, panel interviews, behavioral based interviewing techniques, demonstration exercises and on and on, just to mention a few.

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Can you predict a candidate's success in your job?

Can you predict candidates' success in your job assignments?

by Doug Garner

Imagine, for a moment, that your recruiters have better than x-ray vision and can see into the souls of your candidates before they even step into the office to be interviewed. Like gazing into a crystal ball, they could view the potential of a candidate in your job, in your company, working with your management team.

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4th Installment of John Marshall Interview

Note to Readers: This is the 4th of 5 postings in which we have transcribed a telephone interview with Dr. John Marshall, developer of the ‘source code’ for the statistically predictive psychometric assessments we refer to as Smart Work | Assessments. In this session Dr. Marshall introduces us to his 2 x 2 matrix model for categorizing different employees for purposes of coaching and training.

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3 of 5 Interview with John Marshall

Note to Readers: This is the 3rd of 5 postings in which we have transcribed a telephone interview with Dr. John Marshall, developer of the ‘source code’ for the statistically predictive psychometric assessments we refer to as Smart Work | Assessments. In this session Dr. Marshall describes the interconnectedness between an “Effort Profile” and a “Success Profile” and how companies and hiring managers can look for and differentiate the two in their recruiting and selection processes.

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Interview with Dr. John Marshall #2

Note to Readers: This is the 2nd of 5 postings where we have transcribed a telephone interview with Dr. John Marshall, developer of the ‘source code’ for the statistically predictive psychometric assessments we refer to as Smart Work | Assessments. In this session Dr. Marshall describes the origin of the inherent traits measured by these unique profiles and how they impact a person’s fit to a job opportunity.

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How Many Change Agents?

How Many Change Agents Does It Take to Change a Light Bulb?
The Challenge of Predicting Change Agent Performance 
by Claire Kuhl
Wouldn’t it be great if you could reliably predict which leaders in your organization are naturally suited for success in the challenging Change Agent role? XONITEK is engaging with a research partner to develop a tool for doing exactly that. Find out about this research study and how your organization can participate in and benefit from it.

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You Can't Ask That!

We each shook the candidate’s hand as we took our assigned seats at the conference room table. Of course I sat next to the young man whose resume suggested he just barely met the minimum requirements, since I wanted him to feel he had a “friend” in the room.

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So, How Do You Calibrate Culture?

So, How Do You Calibrate Culture?
By: Douglas Garner

I admit, I thoroughly enjoyed Joseph Paris’ article ..”It’s a Marathon, not a Sprint” and the inherent question… “how can a Lean program be sustained over time?”Read it here.

Having spent a good portion of my career in the chemicals manufacturing industry and more specifically, in total quality management and process improvement activities, I must report more than a few flashbacks to conversations with operators, engineers, supervisors, managers and even staff (HR, Law, Environmental, etc.) that resembled his sample exchange between “Leadership” and “Deployment Professional”.

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To be or to do?

To Be or To Do? (That is the real question.)
by: Douglas G. Garner

For hundreds of years we all thought that Shakespeare’s Hamlet spoke of the real struggle between life and death in Hamlet’s soliloquy in the beginning of Act III but I believe the struggle that we all suffer is how to manage the polarities of life, being or doing. Do we do (work) so we can be (rest)? Or do we be (rest) so we can do (work)?

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