Written by John Berry on 1st May 2017. Revised 22nd April 2018.
4 min read
Research suggests now that that inferred personality can be used with targeted emotion-laden stories to drive a person's behaviour. This blog updates on this research and notes how this links to psychometrics used in recruitment.
Written by John Berry on 12th March 2018. Revised 21st March 2018.
6 min read
Most managers think they can interview. Many even believe that they are good at it. And yet precious few have been trained and fewer still understand the true role of interviewing in ensuring fairness and valid assessment. Simply, structured interviews win. But they must be built vacancy by vacancy. Here's how to improve the predictive ability of your interviews.
Written by John Berry on 4th February 2018.0
6 min read
In the UK, we get the idea that our staff need to be technically trained, but we have little or no understanding that the job of 'manager' is neither innate nor obvious. It can't just be learned by trial and error. Simply, we don't train our managers and, as a nation, this lack of management training is killing us. Here's what to do.
Written by John Berry on 19th December 2017. Revised 16th January 2018.
6 min read
Hiring managers are faced with young people seeking apprenticeships and employment without previous experience in the mainstream workplace. So what should hiring managers do to judge which young person will perform well in the role? Since vocational identity predicts performance, hiring managers should listen to the young person's story.
Written by John Berry on 25th December 2017. Revised 27th December 2017.
7 min read
The job that a software professional does is linked to where on the lifecycle they work and how much of that lifecycle they embrace. It also depends on how much of the technology they cover – user interface or full-stack. And salaries go with those definitions. Here's the structure of the industry.
Written by John Berry on 20th November 2017.0
5 min read
Performance appraisals have come in for some serious criticism recently. And yet the books and articles written which criticise simply advocate performance appraisal by another name – or rather a collection of names. Here's an analysis of the issues.