Yustina Saleh
Managing Director of Innovation Solutions at The Burning Glass Institute
I am a strategic leader who executes to a vision. I with a keen eye on opportunity, and a unique ability to orchestrate system transformation through leadership, consensus-building,...
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- Data-Driven Decision Making: Utilizing analytics for impactful outcomes
- Future of Work Trends: Understanding shifts in workforce dynamics
- Skills-Based Hiring Strategies: Implementing effective talent acquisition techniques
- AI and Workforce Optimization: Enhancing productivity through intelligent systems
- Change Management in Organizations: Leading successful transitions and transformations.
Meet the mentor
TALK SHOW VIDEOS
Tricky Workplace Situation Handled
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- Having a diverse team that reflect their market. Ensure a culture of engagement through out the company measured not just by sentiments, but by networks and decision making.
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- Yes. I have my own biases that I try to curb. The company I work for has biases that they are confirming every day by their actions.
- Many qualified people are excluded from the deicion making process, and the customer's voice gets lost, causing the product to deteriorate.
- Ask yourself always why you are making a particular decision. Challenge yourself. Listen to the context for an opinion different from yours, and do deep dives into how different POVs exist. Can you prove your bias in data? If not, be aware, and switch your mindset.
- The candidate's answers were vague, the interviewer wants the candidate to elaborate to ensure the candidate is fully aware of what he/she said and are able to elaborate,
- The interviewer is assessing a specific skill and want to make sure they have enough information to asses the response.
- Being more precise may create a negative evaluation, they are trying to avoid the question, if they answer in any way, there will be a negative aspect of the situation, they are trying to hide a specific weakness.
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- Some of it were interviewer caught a glimpse of a good quality in my answer, and is trying to validate, sometimes it is because my answer could mean many things, sometimes it it to see how I react under pressure.
- User STAR method. Even if interviewer doesn't ask, you can always bring a situation you have experienced related to the question, how you dealth with it, what the outcome was. Don't dwel too much on your own experience but the qualitities that the interviewer is asking of you.
- The first. You can study how other companies deal with the problem, but that would bias you to replicate experiences. Ideation will allow you to put yourself in customers shows and really understand the problem with an eye on possibilities.
- When you put yourself in customer's shoes you are able to be proactive and always thinking ahead. You will know of a problem before it becomes a complaint.
- 1. Empathize: Understand the need and the problem; 2. Define the problem: what are the needs. Underline ways and activities and Formulate the problem statement. 3. Ideate: Come up with more than idea and get feedback; 4. Prototype, show how that fits in the customer's lives. 5. Test (with users), if it didn't work, go back to ideation.
- We are always starting with empathy, understanding the needs. We then formulate a problem statement that we verify, make sure we understand their needs before they complain. Then you ideate, and here the customer is having a direct voice in the product. The prototype is created and again tested by real customers, so we already heard the customers needs.
- Empathy is the most important skill, and with that you can really understand what problem you are trying to solve and why it is a problem. Empathy is number 1.
- Consistency, ability to compare candidates, less subjective, you are able to evaluate candidate vis-a-vis work tasks and company culture using same questions, you cover all bases.
- Write down the criteria, what makes a good candidate. Thiese criteria need to be built in a team environment so you cover all needs. This involves technical aspects, situational aspects and behavioral aspects. Divide tasks among people interviewing to write questions.
- Once you had the criteria, write the questions. Each questions should be traceable to a criteria listed in step 1, and it should not be amibiguous. Objectivity will never be 100% but this will be less subjective.
- Then put standards for what would make a good candidate and a bad candidate for each question. Assign scores and make sure the scoring is consistent.
- I always do semi structured interview. I mix situational and behavioral questions and I always meausre how the person thinks, how they handle the stress of ambiguity even in the question am asking.
- I love hypotheticals. And my hypotheticals usually give a solid feel of the day to day job. They are situations that the peers of the candidate go through on a daily bases. This helps me measure key strengths that are important for the job, judgement, decision making, ability to work under ambiguous situations, etc.
- Show empathy, problem solving, showing customer that they are heard and maintaining an attitude of care.
- the person will be able to investigate, sometimes the problem can be traced, sometimes it is a perception, and understanding conctext and tracing the problem will allow the rep to provide meaningful answers.
- All the time. 10.
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- Show empathy. Listen to the complaint, and do your HW. Never make the customer feel unheard, or dismissed. You won't be able to solve every problem, but you can always make the customer feel heard.
