Hiring and Selection Guru: Richard Pinsker
This time we were fortunate enough to sit down with Richard J. Pinsker, author of Hiring Winners (AMACOM, 1991), 7 Rules for Hiring Extraordinary Talent (HRD Press, 2009), and 7 Steps to a Rewarding Transitional Career: Getting Work in a Tough Economy (HRD Press, 2009). Mr. Pinsker has over 30 years of experience recruiting top level executives and coaching them in job transitions. He is also the Managing Director and Founder at The Transitional Career Center. Can you tell us about how the ideas for your two most recent titles developed? Thats a great question. Actually, I started with the 7 Rules for Hiring Extraordinary Talent, and the 7 Steps to a Rewarding Transitional Career actually takes the same concepts and turns them inside out for job seekers. Essentially, the ideas are universal and can be utilized by hiring managers and executives or candidates looking for engagement. In the recent economic changes, many books have been published about how to find work. What makes this one unique? First of all, it recognizes a new kind of career; a career model that recognizes the worker who is always in transition. Let me expand on that a bit: In the past, if people had more than two jobs in 10 years, it was suspect. Then with the dotcoms, people were changing jobs every year. Everyone was always jumping to the next deal. Then the bubble burst. Then this whole financial debacle hit us. Companies are now really seeking to keep their costs to a minimum. They are quite motivated to engage management consultants and interim managers for specific projects, so they can avoid extra costs. I define that whole process as a transitional career. Management consultants and contractors have been doing this for many years. The book,7 Steps to a Rewarding Transitional Career, shows people how they can be available for a transitional career, and how to get work in a tough economy. Essentially, a transitional career has one or more of the following attributes: A series of job engagements which may be part or full time; be consecutive or concurrent; and are typically separated by non-paid activity. Another unique aspect of this latest title is that it is designed as a workbook. That means the reader actually works through all of the steps to developing his or her own transitional career. Can you tell us about those steps? I would be glad to! In short, they consist of creating your personal brand, creating marketing tools to promote that brand, networking and creating brand awareness, presenting your brand successfully, knowing the value and worth of your brand, and how to manage your brand. As the reader works through the book he (or she) will learn how to develop many skills and resources such as how to succinctly describe your experience set and offerings, how to get an interview and what kinds of questions to consider when talking with a prospective employer. Essentially, I help the reader define the transitional career, and then lead him through the process of developing the business, defining the relationship with new employers, and leading them through the process of getting an engagement. Lets talk briefly about the 7 Rules for Hiring Extraordinary Talent. What makes the information you present so revolutionary? For starters, companies typically use job descriptions which are historical documents talking about activities, not accomplishments. When you are going to hire someone, it is to accomplish specific results. The first concept I introduce is to develop a hiring profile based on the results you expect them to achieve in the first year. Skip the description altogether, because you are hiring someone to achieve results, not to fill a position. Next, I encourage organizations to implement a proactive recruitment strategy. A manager should always be looking, whether there is an opening or not. Your company is built on the basis of great people working there. This means that every manager is charged with the responsibility of bringing good people to your attention. It should even be part of the managers performance expectations, whether candidates are currently needed or not. I also have a unique suggestion for drawing out sincere references, not simply commercials for the candidate that have been set up ahead of time! Thanks so much for your time today, Dick. We look forward to learning more about the hiring and career transition processes from you in the future!
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