You’re not hiring the resume.

You are not hiring the resume … you’re hiring a person who possesses the skills, education, and other attributes required to be a successful cultural fit for the job. Incorporate objectivity into your hiring process by starting the conversation with team members before you post an ad. Be sure to include in your discussions thoughts, concerns, and resolutions for onboarding, key elements required for company success (don’t simply replicate an old position description), how to correctly use qualified assessment tools, and what is required to create ads designed to attract the right candidates. It will be time well-spent, saving countless dollars and hours.  For additional insights on how to save time and money, get your copy of “Hire Amazing Employees, Second Edition.” ( )

(c)Jeannette L. Seibly, 2013

Do your employees feel safe?

With white-collar crime and substance abuse on the rise, the chances of your company hiring co-workers and bosses with different sets of values has greatly increased. Poor hiring practices will cause your employees, clients, and vendors to distrust you and your company. The good news? Poor hiring practices can be changed! Although the results derived from using qualified hiring tools and processes cannot guarantee 100 percent success, objective information will always improve your selection decisions. Remember, as a business owner and/or executive, you have a fiduciary responsibility to protect your employees, customers, proprietary information, tools, and communities. (

(c)Jeannette L. Seibly, 2013

The Know-It-Alls

“Your attitude not your aptitude will determine your altitude.” —Zig Ziglar

Did you accidentally hire a Know-It-All? How did it happen? The answer: They had all the right answers and you failed to dig deeper into how they achieved them. They possessed the technical skills you really desired and their references agreed, but gave superficial responses to questions about their ability to work well with others.

The Know-It-Alls do not usually work well with others. They tell you the current results are good enough and spend more time complaining about problems than fixing them. They criticize new and innovative solutions from others, relying on their way of getting things done.

Although Know-It-Alls may have the right skills for the position, they are a poor fit with jobs requiring critical people and project management responsibilities, in other words working with and through other people to achieve intended results on time and within budget. Since many Know-It-Alls are unwilling to be coached and are in denial of their limitations, you must provide them with projects that allow them to work on their own.

Require that they meet with you periodically to assess their progress. Don’t be afraid as their boss to ask good business questions and expect the right answers delivered in a respectful manner. If they show a negative attitude, or disregard or dismiss your concerns, provide them with a “come down to reality” conversation: Remind them it doesn’t matter where you work or who you work for, you must listen to others and realize that 99 percent of the world’s information resides in others’ heads.

©Jeannette L. Seibly, 2013


Jeannette Seibly delivers straight talk with immediate results to business owners and executives of $1MM to $30MM enterprises, achieving dynamic results. Along the way, she helped create three millionaires. You may contact her at to discuss your coaching challenges.


There Are Hiring Solutions!

The resume looked great. She interviewed well, saying all the right things and providing great examples. You were so excited that you finally found “the one” that you skipped conducting reference and background checks—after all, you pride yourself on your ability to read people. Yet after only three weeks, you had to admit you made a mistake! You contacted the previous employers post-hire and found out they had fired your new employee for not achieving the results she bragged about! The bottom line? You hired a wolf in sheep’s clothing! 

You lament that it’s too costly to use the right hiring tools. You falsely believe in your intuition, but human bias is alive and well and the reality is you are correct only 15 percent of the time. You rely on the candidate’s resume to determine his or her qualifications, but over 50 percent of applicants stretch the truth. By only accepting “good enough,” you place your company in jeopardy—clients do not want to work with wolves, or the bosses of companies who employ them.

There are solutions to your hiring dilemma: collect enough objective, valid, and reliable data. Using the right hiring tools can be cost effective, when used correctly.

First, use an application tracking system that requires completion of the application. Create pre-screening questions to help you weed out unqualified candidates. Also, have each candidate complete a qualified core values assessment. These three items are very cost effective and will help you vet candidates faster and more objectively.

Next, use unbiased skills testing and a qualified job fit assessment to determine if the candidate can do the work, and if he or she will do the job successfully in your organization. Remember, most applicants exaggerate their abilities, and high skills proficiency does not equate to a great job fit or the ability to achieve the required results. Ensure the job fit assessments meet the Department of Labor guidelines.

Now that you’ve collected objective, reliable, and valid data, it’s time to interview. (Relying upon interviews alone will result in a good hire only 14 percent of the time!) Interview to confirm the data you’ve collected and to find out more about the candidate’s work experiences and accomplishments. Weeding out poor interviewers who would be good hires is no worse than moving forward with candidates who interview well and are bad hires.

Don’t forget to conduct due diligence by conducting reference and background checks, along with employer and education verifications. These will illuminate a great candidate and provide a healthy work environment for current employees!

Do you still think the right hiring solutions are too costly and time consuming? Add up the hours you’ve spent skimming resumes, talking with unqualified or uninterested candidates, and hiring someone not really interested in the job. Yikes! Not using the right hiring tools is costly and doesn’t reveal the 101 other known and unknown factors! The solution: a well-designed selection system ensures your profits improve and your work life does too! It may even save your own job!

Before you hire another person, get your copy of Hire Amazing Employees, Second Edition (, which includes interview and reference-checking templates.

©Jeannette L. Seibly, 2013

Jeannette Seibly has been hiring great employees for over 34 years. She delivers straight talk with immediate results to business owners and executives of $1MM to $30MM enterprises, achieving dynamic results. You may contact her at to discuss your hiring challenges.

Hiring Refresher for Busy Bosses

  • Did the last hiring mistake zap you?
  • Still spending sleepless nights, over-thinking how to fix it?
  • Customers complaining about the quality and timeliness of deliverables?

You may need a refresher on hiring and selecting the right top performer.

As busy bosses, we do not hire often. When we do, it becomes very time consuming. We hope to find a quality candidate like the one who just left, or avoid hiring a similar problem to the one we fired.

This is a short 30-minute refresher on “secrets” to shorten up the selection process and ensure  hiring the right person. The first time!

  • How to use ATS (Applicant Tracking Systems) effectively to weed out less desirable candidates.
  • What is a legally qualified assessment? What makes them different than the 3,000 published ones on the market?
  • Completing a full due diligence now saves countless hours and money later.

Join us on Thursday, September 13, 2012 @ 9 a.m. MDT (11 a.m. edt/8 a.m. PDT)

Registration takes only a minute and will save you many sleepless nights!

Infuse consistency, reliability and validity into your hiring process! Register today!

About our presenter:

Jeannette Seibly has been successfully assisting her clients to hire the right person, the first time, for over 20 years. With over 33 years of human resource, business management experience working with companies ranging from $100K to $100MM, and reducing countless turnover and poor hiring selections, Seibly has saved companies 100’s of thousands of dollars. She’s the noted author of “Hiring Amazing Employees” (, “It’s Time to Brag!” (, and over a hundred articles on hiring and being a biz-savvy executive and business owner. She’s already at work on the 2nd edition of “Hiring Amazing Employees.” ( for current copy).    Register today!

Focused on the Wrong Things to Hire the Right Person?

Every boss, C-Suite and executive wants to hire the best person to achieve the best results. When the right candidate is selected, companies grow profitably. The major concern for employers during the selection process is fear – fear of hiring the wrong person. This is the hard reality: No one wants to hire someone who is a thief or can’t or simply won’t do the job. But instead of creating a process to collect the right data and make an informed decision, employers too often rely upon tiny fragments of information that are not factual or misconstrue observed behavior. When interviewers fail to follow a strategic selection processes, they are unable to sufficiently compare applicants to make the best decision (think, apples with apples).

Structured Interview: Many employers create questions that have nothing to do with the person’s actual ability to do the job. They focus on whether candidates like money, are loyal employees, want to work, are task or idea focused, etc. Savvy interviewees will tell you what you want to hear! Ask interview questions that are legal and focus on results the person has achieved. Determine the level of skill they actually possess currently, by drilling down into their responses (e.g., Tell me more. Which means?)

Assess Whole Person: Interviewers rely upon their perceptions to infer a person’s entire character. They dismiss a candidate because s/he didn’t bring a pen to the interview, or read a book or listens to music they don’t like. Traditionally we have relied upon 1/8th of the information readily available to evaluate a person’s job suitability: key words on resumes, interview savvy and reference checks. It’s time to access job fit – the 7/8th’s that is often overlooked. You can train the right person to develop needed skills.

Use qualified assessments to determine job fit. Review the Department of Labor guidelines and Technical Manual (each publisher should provide these) to determine appropriate use of any assessment. When choosing an assessment tool, do not solely rely upon a sales person’s knowledge or their attorney’s letter to determine if the tool can be used for pre-employment purposes.

Due Diligence: Use core value and job-fit assessments; background, credit and criminal checks; employment and school verifications; structured interview questions (including all the ones contained in assessment reports); and reference checks with previous employers. Follow your own system in its entirety. If your selection system and interview questions are constructed to obtain the right information and are used correctly, you will make an informed hiring decision.

©Jeannette Seibly, 2011