High velocity hiring how to hire top talent in an instant

MORE PRAISE FOR HIGH VELOCITY HIRING “High Velocity Hiring helps you look past the obvious, and often unseen, problems in your hiring process and focuses on the solutions that will work for your business Scott Wintrip shapes a new way of managing the hiring process—a better, faster way—by identifying the barriers to fast, effective hiring and outlining specific ways to overcome them The outcome for your organization will be a hiring process your hiring managers and your candidates can trust I especially like the Seven Principles of an On-Demand System and how that awareness will help you prepare today for what you need tomorrow That is, after all, the expectation of leaders everywhere No one has a clearer view of how to improve your talent acquisition needs than Scott Wintrip.” —Amy Ruth, Senior Vice President, Human Services Group and Chief Human Resources Officer, Florida Blue “High Velocity Hiring is a magnificent reminder of the power of hiring only the best talent It illuminates wonderfully the principles of technique, process, and inventory building to help you make successful hires.” —Angeles Valenciano, Chief Executive Officer, National Diversity Council “Understanding Hiring Styles, a key feature of High Velocity Hiring, is a game-changer when it comes to identifying top talent Having worked with thousands of hiring managers across the country, I have been amazed when really smart leaders couldn’t see or hear what I Over time I’ve realized that it’s simply practice and a structured approach that helps avoid mismatches, and the fact we this all day long has helped! Anyone who is unaware of hiring blindness and how their hiring style affects this issue will continue to make the same hiring mistakes.” —Sharon Strauss, Vice President of Client Services at Vitamin T “We live in a new economy, what I call the Membership Economy More than ever, buyers want to feel as though they are a part of something meaningful, while receiving great value for their investment Turning ordinary customers into members for life requires companies to hire good people who great work High Velocity Hiring ensures that companies always have enough talented people to get the job done I’m already recommending Scott’s book to my clients.” —Robbie Kellman Baxter, Author of The Membership Economy: Find Your Superusers, Master the Forever Transaction, and Build Recurring Revenue “Change is hard, and innovation doesn’t always come easy This seems especially true in hiring, as the leaders I work with tell me it seems harder than ever to find and retain good employees Scott Wintrip’s process in High Velocity Hiring is revolutionary He clearly understands how empty seats undermine organizational effectiveness and has a proven process that eliminates this issue forever.” —Seth Kahan, Author of Getting Innovation Right and Getting Change Right “Never before has a book made fast and accurate hiring so simple High Velocity Hiring will permanently change how organizations find and select talented people worldwide.” —Mark Levy, Author of Accidental Genius: Using Writing to Generate Your Best Ideas, Insight, and Content “Scott combines his passion for people with his well-earned hiring expertise to create a brilliant approach to make hiring simply effective.” —Jay Perry, Author of Take Charge of Your Talent “Scott Wintrip reaffirms his fifth consecutive place on the Staffing 100 Most Influential People in the Staffing and Recruiting industry with High Velocity Hiring: How to Hire Top Talent in an Instant Addressing why traditional hiring is broken, and how to solve the problem through engaging a new, innovative approach, Scott changes how the world hires, illustrating how to quickly fill open positions and keep them filled with quality employees.” —Tammi Heaton, Chief Operating Officer, PRIDESTAFF “In High Velocity Hiring, Scott solves the most significant problem faced by all types of organizations across the globe—having the talent we need when we need it Who better to have written this book than the guy who’s driving the most important innovation in hiring?” —Pam O’Connor, Consultant and Former Executive Vice President of HR, Catholic Relief Services “Scott Wintrip decoded the process to eliminate the productivity drain of vacant positions Every leader who has positions to fill will benefit greatly by focusing on the essentials of this process and learning to distinguish speed from haste.” —Scott K Edinger, Author of The Hidden Leader “In his book High Velocity Hiring Scott Wintrip has identified the most crucial considerations for executives seeking to identify and attract the right talent, quickly and cost-effectively At a time when finding and obtaining talent comes at a premium, Scott has unlocked secrets that every organization needs to apply in order to grow and thrive in today’s new economy.” —Shawn Casemore, Consultant, Speaker, and Author of Operational Empowerment: Collaborate, Innovate, and Engage to Beat the Competition “I’ve always been baffled by long time-to-fill Keeping a job open never makes sense, especially in our competitive world of business Quality employees fuel growth and propel profitability That’s why High Velocity Hiring is so important Every executive should read this book, and make it required reading of all managers throughout their company.” —L Allen Baker, President and CEO, BG Staffing “Scott articulates brilliantly in print what I have experienced from him so often in person; the clarity of a hugely significant problem statement addressed by a crystal-clear approach to resolving it He backs his opinion and advice with well-researched, recognizable case studies that are easy to relate to, and then provides a systematic approach along with the encouragement and enthusiasm to help you succeed where others have failed The only thing then between success and mediocracy is the leadership and mindset driving the change.” —Mark Braund, CEO, RedstoneConnect Plc “If I could make one change in all of the client organizations I work with, it would be the way they hire I’ve seen the impact of long-empty roles and hires that don’t work, and it can be devastating Scott Wintrip offers a truly insightful approach to transforming hiring, starting most importantly from the mindset and building a process that ensures speed without haste He combines his personal experience with data and lessons learned to offer the first really different view on the most important thing organizations do.” —Karen Wright, author of The Complete Executive: The 10-Step System for Great Leadership Performance “In the dozen-plus years that I’ve known him, Scott Wintrip has consistently proved to be an expansive and innovative thought leader in his approach to recruiting, staffing, and hiring His new book, High Velocity Hiring, reveals his groundbreaking process that allows business leaders to quickly hire top talent I’ve been privileged to use Scott’s counsel with great success; I’m eager to employ more of his insights to take hiring at my company to a whole new level.” —Paula Roy, Vice President, Human Resources, Alex Apparel Group, New York, NY “Research-driven and pragmatic, Scott Wintrip boils down 30 years of hard-earned lessons on hiring into an interesting and digestible process for business owners, HR leaders, and recruiting professionals alike He’s taken the often reactive and suboptimal way most of us hire and turned it into a proactive, repeatable process critical for all growing businesses As a result, the new world of talent engagement just got a playbook.” —Eric Gregg, Founder and CEO, Inavero “With the pace of today’s workplace only getting faster, HR and recruiters need to keep up Using the ‘tried and true’ approach will only keep you lagging behind A shift is needed, and Scott Wintrip’s High Velocity Hiring approach does just that This new way of thinking is relevant, needed, and applicable Make the shift into high gear!” —Steve Browne, SHRM-SCP, Executive Director of HR, LaRosa’s, Inc “Being an entrepreneur and the founder of my company, one of the key challenges I face is attracting the best talent to propel my organization into the future I’ve been following Scott Wintrip’s wisdom for many years, and when it comes to the most unique, innovative, and breakthrough ideas, Scott is the most insightful thought leader and the leading authority in this field Attracting and building an extraordinary team becomes your competitive advantage, your secret weapon, and your way of creating and controlling your future High Velocity Hiring is the absolute blueprint on developing the proper mindset and what you need to in order to create your dream team!” —Chad Barr, President of The Chad Barr Group, Coauthor of Million Dollar Web Presence “Your company’s future depends on hiring the right talent Scott Wintrip’s new book is an invaluable resource to help you land top performers—even in crowded and competitive markets High Velocity Hiring can become your company’s secret weapon.” —Dorie Clark, author of Reinventing You and Stand Out, and Adjunct Professor at Duke University’s Fuqua School of Business “Scott Wintrip’s book is exactly on point for today’s economy, especially in a tight labor market that is only going to get tighter Chapter on the Talent Accelerator Process and Chapter 11 on Durable Diversity are two items every organization needs to be paying attention to as these are especially critical issues Labor issues could easily determine your success and growth in the years to come.” —Dr Alan Beaulieu, Principal and Senior Economist, ITR Economics “There’s a big difference between speed and haste Rather than make hasty hiring decisions, at IBM we have baked speed into our process for talent acquisition That’s why High Velocity Hiring is so important Fast and accurate hiring is never an accident It happens because leaders plan for it, implement a process to achieve it, and hold staff accountable to following the plan.” —Obed Louissaint, Vice President of People and Culture for IBM Watson “Talent is what differentiates organizations, and the best talent will always be the hallmark of the best organizations Quickly finding and retaining talent is a must, and High Velocity Hiring offers proven and surprisingly potent ways to radically shrink time-to-fill so you can find and keep the right talent for your organization.” —Amy Dufrane, CEO, HR Certification Institute “Scott Wintrip’s innovative text, High Velocity Hiring, is an essential read (and frequent reference) for any organization striving to be best-in-class.” —Neil Goldenberg, MD, PhD, Associate Professor of Pediatrics at Johns Hopkins University School of Medicine, and Director of Research at Johns Hopkins All Children’s Hospital “Successful leadership hinges upon surrounding yourself with talented people You can’t afford to wade through a long, drawn-out hiring process, nor can you risk making a bad hire High Velocity Hiring shows you how to engage in fast and accurate hiring.” —Lisa Earle McLeod, author of Leading with Noble Purpose and Selling with Noble Purpose Copyright © 2017 by McGraw-Hill Education All rights reserved Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher ISBN: 978-1-25-985948-9 MHID: 1-25-985948-7 The material in this eBook also appears in the print version of this title: ISBN: 978-1-25-985947-2, MHID: 1-25-985947-9 eBook 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derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hill Education’s prior consent You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited Your right to use the work may be terminated if you fail to comply with these terms THE WORK IS PROVIDED “AS IS.” McGRAW-HILL EDUCATION AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE McGraw-Hill Education and its licensors not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free Neither McGraw-Hill Education nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom McGraw-Hill Education has no responsibility for the content of any information accessed through the work Under no circumstances shall McGraw-Hill Education and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise Dedicated to the companies I’ve been honored to serve Thank you for your trust CONTENTS Acknowledgments Introduction Why Hiring Is Broken CHAPTER The Emperor Has No Talent: What Causes Long Time-to-Fill? CHAPTER The Talent Accelerator Process: Apply the Principles of the On-Demand Economy to Fill Jobs in an Instant CHAPTER Step #1—Create Hire-Right Profiles: Design Blueprints Detailing Who’s Right for a Job CHAPTER Step #2—Improve Candidate Gravity: Generate a Continuous Flow of Quality Candidates CHAPTER Step #3—Maximize Hiring Styles: Leverage Perception to Counter Hiring Blindness and Support Accurate Employee Selection CHAPTER Step #4—Conduct Experiential Interviews: Employ Better Selection Methods to Improve Precision and Speed CHAPTER Step #5—Maintain a Talent Inventory: Create a Pool of People Ready to Hire CHAPTER Step #6—Keep the TAP Flowing: Ensure Hiring Can Always Be Done in an Instant CHAPTER Lean Recruiting: Deploy Automation to Enhance the Efficiency of Your TAP CHAPTER 10 Engage Talent Scouts: Create Lasting Partnerships Between Organizations and Staffing Providers CHAPTER 11 Durable Diversity: Maintain a Dependable Workforce of Complementary People Conclusion A Rising Tide of Talent Appendix A Internet Links Appendix B Recommended Assets for Hire-Right Profiles Appendix C Resources for Finding Staffing Providers Appendix D Diversity and Inclusion Resources executing, 118–121, 124–125 function of, 108 hiring bias and, 231–234 sample vs real work done in, 111–112, 120 stages of, 110–112 Talent Inventory and, 131, 134 failed hires, 55 Fortune 500, use of recruiters by, 13 France, staffing providers in, 252 Frederickson, Barbara, 15, 20 freelancers, 13, 39–40, 201 Gawthorne, Mike, 205–206 Germany, staffing providers in, 252 gig economy, 13, 201 Glassdoor.com, 16, 17, 214 Global Diversity and Inclusion (SHRM report), 240 globalization, and talent shortage, 14, 21 government jobs, recommended asset for, 248 Great Recession, 12 healthcare jobs, recommended asset for, 248 heroic partnerships, 199, 202, 205–215, 216 High Velocity Hiring: advancement opportunities and, 242 flow in, 45 in on-demand economy, 30 Talent Accelerator Process in, 44 Talent Inventory in, 130 Hire-Right Profiles: advantages of, 46, 56, 63 creating, 69–70, 188–189 criteria for, 60–65, 246–250 diversity and, 224–228 function of, 52, 60, 66–69, 114, 133 interviews and, 108, 109, 110, 118, 120 matrix for, 57–58 in recruiting, 74, 80 samples of, 58–59 succession planning and, 242 in Talent Accelerator Process, 9, 68 updating, 68, 70, 89, 188–189 hiring: blind, 223, 229, 233 frequency of, 197 overcoming divisiveness through, 238 hiring blindness, 9, 96, 120, 133 hiring managers: continual interviewing by, 125 emotional decision making by, 55–56 time-to-fill and, 21 hiring process: appraisal of, 27 bias in, 223, 224, 229–234 collaborative selling in, 136–138, 139, 147 duration of (see time-to-fill) emotions in, 54–56, 63, 67, 69 expertise in, 102–103 innovation in, 3–5, 14, 91 internal vs external, 196–199 measuring efficiency of, 130 mindset in, 14–16, 20–23, 26 mistakes in, 1, 23, 101 obstacles in, 23–25 on-demand, 8, 32, 35–40, 41 outsourcing of, 201 packaged methodology for, 18 partnerships in, 202–215 reactive, 12 resistance to, 41–42, 46, 124 speed in, 25, 30, 32, 41–42 stages in, 109–110 talent shortage and, 21–22 teams used for (see hiring teams) technology in (see technology) (See also Talent Accelerator Process [TAP]) hiring profiles: diverse workforce and, 228 function of, 46 inaccurate, 176 objectivity and, 56 Talent Inventory and, 130 hiring quotas, 223, 237 hiring styles: categories of, 98–99 diversity and, 229–230 expertise and, 102–103 identifying, 100–101, 103 improving, 103–104 leveraging, 101–102 in Talent Accelerator Process, hiring teams: accountability of, 162–165 employee diversity and, 229–230 in experiential interviews, 108–111, 120, 124 hiring styles on, 101–102, 104 Talent Inventory and, 130, 133, 135 hiring trends, information sources for, 26–27 hospitality jobs, recommended asset for, 249 Houwen, Eric, 42–44 Human Resource Outsourcing (HRO), 201 human resources (HR): in experiential interview process, 124 functions of, 17 Hire-Right Profile creation and, 62 Talent Inventory and, 130, 131, 135, 140–141 talent scouting by, 196 IBM Watson, 34, 35 inattentional blindness, 94–95, 96 inattentional deafness, 94–95 Indeed, 80 India: diversity in, 227 staffing providers in, 252 talent shortage in, 13 information technology jobs, recommended asset for, 249 instant gratification, 32 Internet: impact on hiring process, 13 job ads on, 75 networking and, 83 resources on, 245 speed of, 29–30 staffing providers via, 18, 201 internships, 78 interviews: approach to, 24, 106–107 asking better questions in, 116–118, 137 candidate-driven, 190 choosing candidates for, 141 as continual process, 123, 125, 130, 135, 144 dating compared with, 51–54, 97, 100 determining candidate fit during, 45, 136 effectiveness of, 105–106, 109 efficiency of, 44 Hire-Right Profiles in, 67–68 packaged methodology for, 18 by phone, 108, 109, 110, 113, 114, 120 poor hires resulting from, 95–97 role of emotion in, 55 Talent Inventory creation and, 133 teams used for, 102, 104, 108–111, 120 techniques for, 1–2 by video, 173–174 (See also experiential interviews) Invisible Gorilla, The (Chabris and Simon), 94 Japan: staffing providers in, 253 talent shortage in, 12 Jimmy John’s, 4–5, 37–38 job applications, 110, 118 job boards: effectiveness of, 72, 84, 89 excessive resumes from, 172 as recruiting tool, 17, 44, 71, 73, 76 job candidates: attracting, 11, 17, 45 check-ins with, 191 creating pool of, 23–24, 45, 72, 74–88, 92 diversity of, 226 emotional reactions to, 54–56 hiring process and, 7, 32 Internet use by, 13 as interview drivers, 190 in interviews, 97, 105, 108, 109 job-specific assets for, 64–65, 246–250 motivations of, 117 passive, 109, 114, 117–118 realistic expectations about, 207 recycling of, 91 selling opportunity to, 136–138, 147 skills training for, 228 traits of, 57–58 (See also Talent Inventory) job description sources, 63, 70 job offers: experiential interview process and, 111, 116 refusals of, 2, 141 Talent Inventory and, 135, 139 job openings: categories of, 48, 88–89, 133–134 prospective, 135, 139 unfilled, business drawbacks of, job postings: based on Hire-Right Profiles, 68–69, 74 mass distribution of, 76 online, 75 job skills: demand for, 12–14, 15–16 in experiential interviews, 120 (See also talent shortage) large companies (see corporations) launching questions, 117–118, 124, 137 leadership: accountability and, 165–167 development program for, 143 diversity and, 240 hiring for positions in, 64, 114, 149 referrals sought by, 91 of Talent Accelerator Process, 157, 169 (See also executive positions) Leading Indicators of National Employment (LINE), 27 lean methods: in High Velocity Hiring, 172 in on-demand systems, 39–40 in Talent Accelerator Process, 45, 188–191, 194 Lean Recruiting: application of, 181–182 principles of, 178–181, 193 technology in, 172, 178, 182–186, 215 vendors and, 194 Lean Test, 187 legal jobs, recommended asset for, 249 Lerner, Jennifer, 56 Liautaud, Jimmy John, 4–5 LinkedIn, 63, 80 Louissaint, Obed, 34–35 Lynch, Loree, 204 Major League Baseball (MLB), 195–196 Managed Service Provider (MSP), 201, 202 ManpowerGroup, 26 manufacturing industry, experiential interviews in, 112–114 market presence: of competitors, 89–90 as recruiting tool, 77, 86 McIntosh, Rob, 21 Mexico, staffing providers in, 253 mid-sized companies: staffing partnerships for, 205 Talent Inventories in, 131 Monster, 80 multitasking, 158–160 National Diversity Council (NDC), 257 Netflix, 39 networking: candidate diversity and, 226 power of, 83 as recruiting tool, 77–78, 79, 90, 92 and Talent Inventory, 131, 144 new hire churn, 149 new hires: referrals from, 145, 147 return on recruiting and, 130 success rate for, 110, 149 Nice Person Syndrome (NPS), 165–167, 170 O’Connor, Pam, 54, 55 on-demand economy: end as starting point for, 36, 37, 46 in hiring process, 41 increasing speed in, 5, 33 instant gratification in, 33, 128 seven principles of, 35–40, 211 ubiquity of, 46 open houses, as recruiting tool, 17 orbiting businesses, 92 outsourcing: of business processes, 200 of human resources, 201 of recruitment processes, 18, 201 partnerships (see staffing partnerships) pathways thinking, 15 peer references, 121 performance reviews, 62 Philippines, staffing providers in, 253 phone interviews: content of, 114, 120 as prelude to experiential interviews, 108, 109, 110 results of, 113 pipl.com, 91 Pon, Jeff, 236–237 productivity: bad hires and, staffing partnerships and, 210 professional associations: as job description source, 63 for staffing firms, 212–213 promotions, 143, 241–243 public safety jobs, recommended asset for, 250 quality vs speed, 34, 35, 37, 41–42 recruiting: active vs reactive, 74 appropriate use of, 71–73, 80–82, 84–87, 89–90 corporate, 196 hiring process and, outsourcing of, 201 partnerships in, 202–215 software industry example, 16–21 talent shortage and, 16 technology impact on, 13 timing of, 3–4 tools used in, 17 recruitment firms, 196 Recruitment Process Outsourcing (RPO), 18, 201, 202, 205 reference checks: in hiring process, 110, 111, 113–114, 115, 120–121 referrals and, 78, 80 scheduling of, 190–191 technology used for, 180 referrals: candidate diversity and, 226 crowdsourced, 189 in experiential interview process, 112 generating, 80, 84–85, 91 power of, 82–83 as recruiting tool, 17, 44, 71, 78, 79, 81 Talent Inventory and, 131, 144 research jobs, recommended asset for, 250 reskilling, 228 resumes: for candidate mining, 76–77 excessive submissions of, 13 experiential interviews and, 110, 113, 118 reactivating invalid, 91 retail jobs, recommended asset for, 250 return on recruiting (ROR), 130, 148–149 Russia, staffing providers in, 253 sales positions: experiential interview for, 106–107 recommended assets for, 58, 59, 64–65, 119 schedules: implementing Talent Accelerator Process and, 49, 161–162 for improving candidate gravity, 87–88, 90 for interviews, 124, 173 for maintaining Talent Inventory, 141 for reference checks, 190–191 search firms, 199 Serocor Group, 205–206 Simons, Daniel, 93, 96, 102 Singapore, staffing providers in, 253 single-tasking, 160, 169 small businesses: recruiting by, 81–82 staffing partnerships at, 205 Talent Inventories in, 130 talent scouting at, 196 social media: candidate diversity and, 226 networking and, 83 as recruiting tool, 71, 77, 189 Society for Human Resource Management (SHRM), 1, 27, 63, 236–237, 240, 257 software developers: recommended asset for, 249 recruiting, 16–21 South Africa, staffing providers in, 254 South Korea, staffing providers in, 254 speed: as competitive advantage, 4–5, 33 haste vs., 34–35, 47 in hiring process, 22, 35 quality vs., 34, 35, 37, 41–42 sustainability of, 34 widespread increase in, 29–30 staffing industry, 78–79, 196, 199–202 Staffing Industry Analysts, 212, 217 staffing partnerships: considerations for organizations, 215–216 considerations for staffing firms, 217–218 expectations in, 206–211 loyalty in, 202–205 partner selection in, 212–214 resources for, 251–255 Staff Management | SMX, 202–205 Starbucks, 1, 224 Star Trek, 235–236, 237 Statement of Work (SOW), 201 Stone, Brad, 33 strategy: failure factors that undermine, 152–155 strategic imperative, faster hiring as, 4, 125, 141 Strauss, Sharon, 66–67 succession planning, 242 Sull, Donald, 162–163 supportive job roles: candidate gravity and, 88–89 definition of, 48 filling, 134 Tackler hiring style, 98, 102 Tailor hiring style, 98, 102 Talent Accelerator Process (TAP): steps in, 9–10 accountability in, 162–165, 166 advancement opportunities and, 242–243 benefits of, 243 diversity and, 224, 225, 232, 234, 239 efficiency of, 147–149 failures in, 151–155, 166, 167 flowchart of, 45 function of, 44–45, 151 Hire-Right Profiles in, 67 implementing, 46–49, 132, 161–162 leaning of, 188–191, 194 making changes in, 155–157 minimum daily requirements (MDRs) for, 164–165, 169–170 preventing failures in, 155–170 for staffing firms, 218 Talent Inventory and, 133, 134 technology use in, 184, 193 workforce upgrades via, 140 Talent Inventory: advantages of, 129 attracting people to, 139 creating, 133–135, 146 diversity and, 234–235 effectiveness of, 132–133 examples of, 142–144 function of, 127–128 interviews and, 123 maintaining, 129–131, 135, 140–141 replenishing, 144–145, 147 size of, 138–139, 144 at staffing firms, 218 in Talent Accelerator Process, time-to-fill and, 7, 132, 148 talent management system (TMS), 176–177 talent manufacturing, 78, 227–228 talent scouts: candidate diversity and, 226 organization size and, 196, 205 partnering with, 10, 202–218 pros and cons of, 196–199 as recruiting tool, 78–79, 90, 196 talent-sharing agreements, 235 talent shortage: effects of, 15–16 global, 21 hiring process and, 21–23 information sources about, 26–27 pervasiveness of, 12–14 in software industry, 18 Talent Shortage Survey (ManpowerGroup), 26 talent streams: categories of, 75–79, 146 improving use of, 79–92, 133 Talent Inventory and, 131, 144–145 TAP Lead, 157, 169 technological codependency, 182 technology: effectiveness of, 89, 173–175, 192 evaluating, 181, 193 impact on hiring process, 10, 13 multitasking and, 159 in on-demand systems, 40 overreliance on, 182–183 pros and cons of, 171–172 as recruiting tool, 76, 80 to solve process problems, 175–176 underutilization of, 183–184 upgrades of, 176–178, 184 vendors of, 185–187, 193–194 technology myths, 172–178 Teller hiring style, 98, 102 temporary workers: advantages of, 199–200 flexibility of, 197 as percentage of workforce, 13 suppliers of, 196 temp-to-hire, 200 Tester hiring style, 98, 102 timeline for improving candidate gravity, 87–88, 90 time-to-fill: factors influencing, 11, 21–22 impact of extended, 2, instant, 20, 132, 148, 218 typical durations of, 6–7 Topgrading, 18 TrueBlue, 202, 205 Uber, 37 United Kingdom: staffing providers in, 254 talent shortage in, 13 United States, staffing providers in, 254–255 upskilling, 228 Upwork, 39–40 Vendor Management System (VMS), 18, 201, 202 vendors: in Hire-Right Profile creation, 70 for hiring processes, 201, 214, 215 loyalty to, 202–205 of technology, 185–187, 193–194 video interviews, 173–174 Vitamin T, 66 Wahlquist, Richard, 213 Ward, Charlie, 36 websites: banner ads on, 75 job descriptions on, 63, 70 as recruiting tool, 17, 77 Weingarten, Gene, 94–95 Wintrip Consulting Group, Workforce Solutions Ecosystem, 199–202, 216, 217 World Employment Confederation (WEC), 255 World Federation of People Management Associations (WFPMA), 257 zabasearch.com, 91 zero-to-fill, 132, 148, 218 zombie searches, 91 ABOUT THE AUTHOR Scott Wintrip has changed how thousands of companies across the globe find and select employees, helping design and implement a process to hire top talent in less than an hour Over the past 18 years, he built the Wintrip Consulting Group (WintripConsultingGroup.com), a thriving global consultancy Scott, the acknowledged leader of the on-demand hiring movement, is pioneering improved methods for recruiting and interviewing job candidates For five consecutive years, Staffing Industry Analysts, a Crain Communications company, has awarded Scott a place on the “Staffing 100,” a list of the world’s 100 most influential staffing leaders He’s also a member of the Million Dollar Consultant Hall of Fame and was recently inducted into the Staffing 100 Hall of Fame Scott and his wife, Holly, live in St Petersburg, Florida ... Staffing 100 Most Influential People in the Staffing and Recruiting industry with High Velocity Hiring: How to Hire Top Talent in an Instant Addressing why traditional hiring is broken, and how to. .. Flowing: You’ll learn what can interfere with the new way of hiring, and gain methods to ensure you can always hire in an instant Chapter explains how to improve hiring efficiency using automation... Depositing checks meant getting in the car, driving to bank, waiting in line, and handing those checks to a bank teller With mobile banking, we can make those same deposits from our desk in a matter