This is how Facebook's HR director looks for talent

Once you have signed up for a job, but encounter a bad candidate, a manager can be causing a financial loss to the company as well as delaying the progress of the current team.

Finding good people is difficult, managers have another heavy task of identifying the elements that the current team needs and then screening the right people for the above task, negotiating with them for a period of time. relatively short time.

“Experience, intelligence and determination are all very important aspects to consider when looking at a candidate, but the main focus should be on talent first,” said two researchers Marcus. Buckingham and Curt Coffman argue in their management handbook, First, Break all the rules.

When the book was first published in 1999, Buckingham told Business Insider that it caused controversy by drawing conclusions that: The best managers are the ones who develop the strengths of their employees and ignore them. their weaknesses, while from earlier the classic advice is that leaders should focus on the weak points of the team so that appropriate adjustments can be made.

The two authors' conclusions are not based on mere intuition but are the result of 25 years of research and analysis of 80,000 managers across 400 companies. Over time, many companies began to adopt the management approach proposed by Buckingham and Coffman, and today companies like Facebook also operate entirely on this management philosophy. Facebook's chief human resources officer, Lori Goler, even recommends that all new managers read this book.

In their book, Buckingham and Coffman argue that talented candidates are of course hard to find, but that doesn't mean they don't have common characteristics. Recruiters can identify themselves based on a pattern of statistically similar flows of thought, feeling, or behavior that has been successfully applied.

The two authors suggest that there are three types of talent to consider:

- Talents to strive: They are the ones who always explain why I get out of bed every day, why he is the driving force to motivate people when difficulties arise.

- Thinking talents: They are the ones who answer questions about how he thinks, how he focuses on alternatives, how he makes his decisions.

- Associate talents: They are the ones who answer the question of who he trusts, who he builds relationships with, who he confronts, who he ignores.

Those are the basis for managers to identify a list of talented candidates for the position they are looking for.

Importantly, Buckingham said, from these bases managers can draw up a resume that is not merely a checklist but also a guide to interviewing candidates. The worst thing a manager can do in an interview is close-ended questions in an attempt to find the answers they're looking for.

“Every time you ask a question, you give the candidate some information,” he says. "Of course, you don't want to make this loophole in a negotiation."

Buckingham explains that interviewers should be looking for frequent behaviors and that if the candidate is a good fit for the selection criteria, they will naturally exhibit these behaviors without prompting.