12 Reasons We Hire the Wrong Person and One Solution – Job Fit!

Interviewing a candidate is like meeting an ice berg in the North Atlantic you only see what’s above the water. Best case scenario you make a great hire who will produce high volumes over the next 90 days and you will feel confident that you were able to see the total person in an interview. Worst case scenario you will hire someone you though would fit the position perfectly but turns out to be unproductive, unmanageable and just fills the position with a warm body. Here are ten reasons why we hire the wrong person: 1. Gut feel hiring.

2. Hiring the best of the worst.

3. Hiring in our own image.

4. 63% of all hiring decisions are made in the first 4.3 minutes of an interview.

5. Unable to check references.

6. Promoting your best sales person to sales manager.

7. Promoting your best engineer to engineering manager.

8. Hiring someone’s friend. 9. Being unprepared for an interview.

10. The territory has been open too long and a warm body is better than no body.

11. Falsified and exaggerated resumes.

12. Lack of opened and probing interview questions, coupled with too much talking and not enough listening.

Using a good job match assessment will allow you to be better prepared, focus on critical areas/barriers to success and remain unbiased during the selection process. They add science to a very subjective process that has a failure rate of 60%. We all think we can read the room and not be deceived by a skilled interviewer but the odds are not in our favor. If an employee is disgruntled and unhappy they will voice their opinion and can at times destroy the reputation of an organization. Sites like Glassdoor are littered with comments and inappropriate language about companies who probably set themselves up to fail. Finding the right talent for your organization can seem overwhelming.

We leave so much to chance, we use our gut and our intuition to make a decision based on a couple of meetings and phone calls with a candidate. We all know that a candidate is always going to put their best foot forward in an interview. No on is ever going to tell the interviewee that they cannot do math or that they are unfamiliar with excel. If 60% of all hiring decisions are made in the first 4.3 minutes of an interview and the majority of hires fail, there is something seriously wrong with the way we go about selecting the right people. If sites like e-harmony are experiencing so much success via the use of assessing each individual and matching them to the people who share the same passions desires and interests how is it that we are not applying the same principle to hiring. After all, if we expect our employees to be passionate, engaged and productive it makes perfect sense to assess candidates and identify job fit prior to falling victim to the warm body syndrome. I leave the next move to you … hire based on fit or hire based on a hunch… you decide. What is the worst thing a mediocre employee can do? Stick around. Has your sales manager ever held on to bad hires too long thinking they can fix them? Perhaps afraid to tell the CEO he/she made another bad hire? Who do your managers spend more time with? Their top performers or trying to make bottom performers be average? Have you ever studied the foundational differences between top and bottom performers in such a way that you can differentiate them? That is what we do with job match. It’s like a football coach watching game films of wins and losses! We want to learn from our mistakes and not repeat them. Let us show you how! Click Here for more about Job Fit! For more information call us at 760-295-8150 MJohnson@AssessmentSpecialists.com

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Confirm Your Gut Feel and Select the Right Candidates Based on Fit!

How Human Psychology Impacts Hiring

Hiring managers are essentially the gatekeepers of a company, because they have the largest influence over a candidate’s admission. But, with this authoritative position and essential responsibility comes the demand to hire the right job fit while preventing employee turnover within the company. This can be a challenging process because hiring managers are, for lack of a better word, human, and it is our inherent nature to create bias or pass judgment when interacting with other people. This makes it difficult to distinguish whether a candidate is actuallya job fit or simply someone you see yourself golfing with on the weekends. Brad Wolfe of TLNT.com says that, “The biggest psychological issue we have as humans is dealing with other human beings, not our cat or our stuff.” It is our fallible quality that makes it impossible for us to be objective in our perceptions of people, which is magnified in an interview setting.
Consider these issues of human psychology that influence the hiring process.

  • As I mentioned earlier, bias is weaved through our DNA, so we tend to assign a positive or negative bias based on a number of attributes.
  • Humans and hiring managers alike assign bias based on how similar or different a job candidate is to themselves, through assumptions based on work experience, or simply stereotyping based on name, age, gender, race, or how they look—even though hiring managers know this kind of judgment is frowned down upon when hiring for job fit.
  • Although psychologists agree that most bias occurs in the subconscious as a result of an individual’s past experiences and upbringing, most job fit decisions are strongly influenced by how much the hiring manager likes a candidate.
  • Whether you consider yourself to be an “emotional” person or not, it is impossible to conduct an objective interview.
  • Interviews fail to reveal the abilities and genuine personality of a person and this is why “46 percent of all new hires fail within 18 months, according to a recent Forbes article,” mentioned Wolfe. However, interviews are still a crucial tool for determining certain soft skills.

Here’s what hiring managers can do to combat these challenges.

  • Focus on the needs of your organization then, evaluate the function and goals of the position you are hiring for. Keep in mind how a candidate aligns with those performance objectives and company culture. “Good talent managers think like businesspeople and innovators first, and like HR people last” said former Netflix Chief Talent Officer, Patty McCord. Hire a job fit that works best for the company and its culture, do not just hire a body to fill a vacant position.
  • Use a pre-hire assessment like the ProfileXT® (PXT) to identify specific qualities and measure certain capabilities of a candidate that reveal a number of things you’ll want to know about, before extending an offer to a potential candidate. Hiring managers that incorporate pre-hire assessments into their hiring and recruitment processes have the advantage of uncovering the characteristics of a candidate that they might not have picked up on during an interview.
  • The assessment results provide hiring managers with a holistic view of a candidate’s learning styles, ability to adapt, response to conflict, manageability, and reliability, among many other competencies. Check out this presentation, by Jason Ingram, 101 Things (Everyone Should Know) About Assessments, if you want to learn more about assessment solutions and how they can add value to your business.
  • “The PXT always correlates to a company’s business results” says Ingram, and assessments reveal whether someone is a strong job fit based on how a candidate approaches and behaves in a given situation—NOT based on the numbers they answered “correct”—this is a common misconception because assessments do not have “right” or “wrong” answers.
  • After you have used an assessment to narrow down your candidate pool of people who can perform the necessary duties of the job and that have a higher probability for success, it is time to extend an invite to interview. Wolfe suggests that hiring managers should “Prepare your questions in advance to learn more about the candidate’s skills, experience, attitude, and values, so the interview doesn’t get sidetracked by whether you like or dislike the person. This helps improve objectivity. And remember, a ‘bad attitude’ is often the effect of poor [job fit] or environment and not the true cause of the person not working out. Attitude is rarely a stable characteristic. It usually becomes more positive or negative depending on job and culture fit.”
  • Hiring is a tricky responsibility, but if you follow these tips you will be amazed at how much time, stress, and money you and your company will save.

    To Learn more call us at 877-855-1179
    or email our team at MCaspole@AssessmentSpecialists.com

Hiring is a tricky responsibility, but if you follow these tips you will be amazed at how much time, stress, and money you and your company will save.

To Learn more call us at 877-855-1179
or email our team at MCaspole@AssessmentSpecialists.com

Special Announcement from Assessment Specialists!

We are delighted to announce that Michelle Caspole has rejoined Assessment
Specialists effective Monday May 18.  Michelle's role will be new business
development and she will work as my peer in backing up client services needs
of our clients developed over the past 17 years since we began our business.
Her addition to Assessment Specialists greatly enhances our ability to
respond to both client and prospect needs as our business continues to grow.

 

Michelle comes to us with a strong background in client services, assessment
knowledge, the PAC and a client centric focus on helping businesses hire,
develop and promote the right people.  She spent the last 2 plus years
working at Profiles International developing a deep understanding of our
assessment tools used in corporate environments from selecting key
executives, to sales and talent management/succession planning,

 

Prior to that she worked three for us as a client services representative
with focus on teaching clients basics of the ProfileXT and the assessment
center as a talent management system.  Before that Michelle worked as an
intern for us while getting her BA at the California State University at San
Marcos in Communication.

 

Please welcome her aboard.  Michelle can be reached at
MCaspole@AssessmentSpecialists.com and via phone at 760-805-1684.

 

John Caspole

Assessment Specialists, Inc.

877-855-1179

760-434-9877

Great Customer Service made simple…..

Last week a colleague shared five simple steps to great customer service.  This was just too good not to share

1. Say hello — great them graciously and mean it!

2  Smile!

3  Really listen to the client!

4  Go the extra mile!

5  Say thank you!

If you are lucky your parents probably told you this a hundred times but we all still need practice!  Some do it naturally and some do not.  As a pre employment testing expert this can be measured and if it is there in a candidate or employee it can be honed.  If it is not why not avoid that candidate?  Learn more at http://www.assessmentspecialists.com/custsvc.html

A reason to live….. mom sent me this pic….so it is special!

A reason to live.....  mom sent me this pic....so it is special!

You cannot pick your family.
You can pick your spouse.
You can slightly control your exist from this world.
Make every day special!
Make every day count
At work, at play at home!
If you were born in America you are among the luckiest on the face of the earth! I am for sure!

People matter!!! Every day and especially today!

Measuring Employee Engagement to Drive Results!

As we approach the first quarter of 2014 a key metric that will determine how successful any organization will be can be measured in how highly engaged it’s employees are.  Your strategy may be 110% on target but how well it gets executed will be decided by how engaged employees are in their day to day activities, commitment and your leadership’s ability to motivate them.

Holding your leaders accountable for their departments engagement is a powerful method to drive your results.  Here is a tried and true method to focus on this important fundamental element of your success. It has been well researched that employees level of engagement fall into one of four categories.  Nationwide studies have been conducted that allow you to measure how engaged your individuals and departments are.  Here is a key national metric to compare you team to. 
National research shows the average firm has this level of engagement:

7% of Employees are Highly Engaged

49% of Employees are Engaged

43% of Employees are Disengaged

1% of Employees are Highly Disengaged

How would your company compare to national norms?  How would your departments and or regions do?  There is normally a correlation to engagement and performance.  Savvy clients use this measure as a way to show leaders how they can improve their teams performance.  Raise the engagement and you will raise performance.  Savvy companies use a combination of Engagement Surveys and 360 Leadership Feedback to hold managers accountable for performance and engagement.  They openly share how each department ranks in terms of engagement and performance. 

The Engagement Survey is repeated to show improvement and raise the bar on a regular basis.  No manager wants to be the low marker and all want to improve in an easy way to measure.