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

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!

We Hire for Job Skills and Fire for Poor Job Fit

Many employers have taken note of Starbuck CEO Howard Schultz’s recent call for companies to create jobs and improve their own businesses. The problem is that hiring to create jobs does not necessarily improve businesses if antiquated hiring practices do not ensure good job fit!

There is a plethora of information on how to recruit, interview and hire the right person, from good strategic and sustainable business practices, to woo-woo. Many employers have relied upon traditional practices for too long. They still fail to understand the whole person they are hiring, not just the person’s alleged skill-set. If you continue to do what you’ve always done, you’ll be perpetually in the hiring-then-firing-trying-to-get-it-right loop.

Get started, now. It’s important to know your numbers. The costs of turnover, honeymoon period, and poor promotion or transfer choices can quickly off-set any tax credits. Numbers give credibility for the need to create a truly sustainable strategic hiring system. It’s important that everyone is committed to real results; it is too easy to be lured back into old habits.

Recruiting. An on-line application process will snag top talent faster than expecting them to snail-mail you a resume with cover letter. Cast a broad net to ensure you’re attracting the right candidates. Include a ten-question format to clarify their job skills, experience, education and career intentions. It will help you find those hidden gems. Do not get caught in the trap of relying solely upon key word searches or skimming applications and/or resumes. 

Interview. Train your hiring managers how to conduct legal and effective interviews. Design structured interview questions to determine a candidate’s actual skill set and experience. Do not rely upon the interview alone to make a good hiring decision. Beware. There are many well-trained interviewees who know how to tell you exactly what you want to hear.

Assessments. Use valid assessments that meet the Department of Labor requirements. They provide good, objective information that is not obtainable in interviews, or by reading a resume or application form. They provide insights into the candidate as a whole person. Use job match pattern technology to determine job fit. 

Background and Credit Checks. White collar crime is on the rise, especially since many companies do not prosecute for theft or other illegal activities. In addition to using background and credit checks, include a core value assessment as part of the on-line application process. This can help to eliminate potential hiring problems.

Employment Verification and References. Both are important to ensure all the information you’ve collected is indeed verified. Ask for professional references and call them to affirm the information submitted by the candidates. If you’ve done a careful job of collecting authentic information, there should be no surprises. 

While this may sound time consuming, documenting evidence to fire someone actually takes more time, money and energy than hiring the right person! Furthermore, the in/uh-oh/out scenario associated with this sort of turnover can sully your reputation. The right person in the right job actually helps you keep customers and grow your business, (think, make money). Having the right people also ensures you attract and keep other great employees too. Then you can truly be free to focus on improving and building your business.

©Jeannette Seibly, 2011