Dr. John Sullivan

Dr John Sullivan is an internationally known HR thought-leader who specializes in bold and high business impact and strategic Talent Management solutions for large corporations. A prolific author with over 900 articles and 10 books covering all areas of Talent Management, he has written over a dozen white papers, conducted over 50 webinars, dozens of workshops and he has been featured in over 35 videos. In addition, Dr. Sullivan is an engaging corporate speaker who has excited audiences at over 300 organizations in 30 countries. His ideas have appeared in every major business source including The Wall Street Journal, Fortune, BusinessWeek, Fast Company, and others. Fast Company called him the "Michael Jordan of Hiring,” Staffing.org called him “the father of HR metrics,” and SHRM called him “One of the industries most respected strategists.” He was selected among HR’s “Top 10 Leading Thinkers” and he was ranked #8 among the top 25 online influencers in Talent Management. He served as the Chief Talent Officer of Agilent Technologies, the HP spinoff with 43,000 employees, and was CEO of the Business Development Center, a minority business consulting firm in Bakersfield, CA. Since 1982, he has also been a Professor of Management at San Francisco State University. His articles can be found all over the Internet and on his popular website www.drjohnsullivan.com and on www.ERE.Net.

Articles by Dr. John Sullivan

HR Management, Talent Management

15 More Good Reasons Why You Really Might Want Employee Turnover

123RF Stock Photo

Second of two parts

Yesterday, I listed 10 reasons why turnover might actually be a good thing and why you might not necessarily want to keep long tenured employees.

As I pointed out, you need to step back and think about it: Should all employees be kept or just the ones who currently and in the future produce high value?

In particular, should the employees with the most tenure be automatically kept, even though they may be expensive, and in some cases, they may be one of the primary roadblocks to corporate change? Read more…

HR Management, Talent Management

Why Some Employee Turnover May Actually Be a Good Thing

Fotolia

First of two parts

As turnover rates for employees continue to increase, there seems to be an almost universal agreement among HR and managers that “we must do something” to retain our employees.

But take a step back and think about it: Should all employees be kept or just the ones who currently and in the future produce high value?

In particular, should the employees with the most tenure be automatically kept, even though they may be expensive, and in some cases, they may be one of the primary roadblocks to corporate change?

In fact the goal is to identify the top potential issues that can be attributed to long-tenured employees. Read more…

Recruiting and Staffing

Revisiting Runner-Ups: Why “Silver Medalist” Candidates Are Good Bets

© Africa Studio - Fotolia

One of the most underused but surprisingly effective approaches to hiring focuses on “silver medalists.”

If you’re not familiar with the term in recruiting, it is revisiting past applicants who that came in second during a previous hiring effort.

Now if you’re thinking that these individuals are “rejects,” you could be wrong because they may not have been hired simply because they had the bad luck of applying for a job at the very same time that a superstar candidate also did. Read more…

Recruiting and Staffing, Talent Management

How Commute Issues Can Dramatically Impact Employee Retention

© roza - Fotolia.com

As more companies adapt a data-supported approach to HR decision-making, new data is revealing that commute issues can have a major impact on hiring success and retention.

You may have assumed that commute issues were an obscure factor with only a minor impact — but you would be wrong.

You probably already know that long commute times frequently increase new-hire tardiness and absenteeism rates, but data now reveals that long commute times can have a major negative impact on new hire retention. Read more…

Recruiting and Staffing

The Most Effective Job Referral Approach You’ll Ever Find

123RF Stock Photo

Most managers already realize that employee referral programs routinely produce the highest quality of hires, but few know that the “Give Me 5” program produces the highest-performing hires of any individual referral approach.

The “Give Me 5 Names” tool is easy, fast, and free. You start by proactively approaching individual top performers in the target job area, but instead of asking them the standard question “do you know anyone?” (which usually draws a blank), you instead stimulate their recollection by using an effective memory stimulation trick known as “a retrieval cue.”

What you do is stimulate the employee’s memory by asking them a more targeted question like “name the best innovator who you know in this field. Almost without exception, providing that “cue” (innovator) will result in them providing you with the name of an innovator who they know. Read more…

Recruiting and Staffing

How to Find the Best Passive (or Not Looking) Job Candidates

© DOC RABE Media - Fotolia

Last week, I discussed why using the term “passive candidate” or “passive job seeker” was inappropriate and I proposed a more accurate name —  “not-looking top prospects.”

In this article I highlight the best sourcing approaches that can be used to identify and eventually attract the highly desirable “not-looking top prospects.” Read more…

Recruiting and Staffing

Passive Candidates? They Aren’t Passive or Candidates, Either

Jobcandidate2

Using the term “passive candidate” is just wrong for so many reasons.

First, these recruiting targets haven’t applied for anything, so they can’t be classified as candidates (the correct name for those who have not applied is prospects).

Calling them “passive job seekers” is equally inaccurate because they are not in fact currently seeking a job.

And finally, they can’t accurately be called “passive” because they are definitely not passive individuals. In fact they are frequently bold and aggressive individuals while on the job. Read more…

Classic TLNT

Interviewing to Death: A Bad Practice That Crushes a Candidate’s Spirit

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Editor’s Note: Readers frequently ask about past TLNT articles, so every Friday we republish a Classic TLNT post.

“Death by interview” is the harsh but unfortunately all-too accurate name that I give to the majority of corporate interview processes because of the way that they literally abuse candidates.

“Death by interview” is worth closer examination because harsh treatment during interviews impacts almost every working American, simply because each one of us is subjected to many interviews during our lifetime.

The hiring interview shares a love/hate status, where even though applicants initially hope to be granted an interview, once they are finally notified, they almost universally undergo a wave of stress and painful memories that causes them to stop looking forward to them. Read more…

Recruiting and Staffing

Why You Need to Make Hiring a One-Day Affair

From istockphoto.com

The average time to fill an average job in the United States is 25 days. Unfortunately, in many cases top candidates are no longer available after 10 days.

You may think that making quick hiring decisions would lower the quality of your hire, but the reality is that in most cases, the reverse is true.

The very best candidates are in high demand. They are likely to receive multiple offers. And because they are decisive individuals, they are likely to accept another offer before most corporate processes are only one-third completed. Read more…

Best of TLNT

10 Good Reasons You Should Be Hiring Overqualified Candidates

overqualified

Editor’s Note: It’s a TLNT holiday tradition to count down the most popular posts of the year. This is No. 19. Our regular content will return next Monday. Happy New Year!

First of two parts

Imagine being assigned a physician and then purposely rejecting them solely because they were “overqualified” for your medical situation. Well that’s exactly what happens when hiring managers reject candidates who have “too many” qualifications.

There is simply no excuse in this new era of data-based recruiting to adhere to this old wives’ tales” in hiring. I have written in the past about the cost of rejecting “job jumpers” and in this article, I will focus on the false assumption that hiring candidates who are “overqualified” will result in frustrated employees who will quickly quit. Read more…