Job Fit Essentials

It’s a blessing when employees (and bosses) enjoy great-fit jobs. Because they fit, these people make significant contributions to the success of the organization. They experience very high levels of job satisfaction and loyalty. There is a synergy of ideas and working relationships that excel beyond the norm. Sales increase. Customers experience higher satisfaction working with the company.

What is the primary reason we don’t naturally find these valued employees? We rely upon traditional methods and then rationalize hiring failures as “not our fault.” We accept mistakes as part of the norm. We fail to create and follow a hiring and selection system that provides sustainable results. The fact is, a business is often better off leaving an “empty seat” rather than randomly filling the position with someone not suited to the job.

Hire the right person. We are often snookered by verbally adept candidates. We fall into this trap when someone has the ability to sell themselves, whether they possess true interest or the capability to do the job well or not. Studies show, poor job fit produces unhappy workers. Those who are unhappy in their work create miscommunication, make more mistakes, fail to focus on critical elements, and blame others for their inability to produce required results. They are overly focused on things that don’t matter rather than job performance.

Understand the Financial Impact. Hiring people who do not fit your job requirements and your company’s culture will cost you time and money. They may even irrevocably damage your reputation. The wrong person can actually increase your business and product liability.  Unfortunately, there is no line item on your financial statement about this costly process. But if you analyze the true expenses, tangible and intangible, you’ll be shocked and dismayed by these hidden costs. (Contact JLSeibly@gmail.com for the Cost Hiring Calculator)  Use this data as cost justification to build a legal, cost effective system.

Select the right tools. Develop a selection process built upon gathering reliable, valid, relevant information. This can be a challenge since we consider using scientifically designed assessments as costly, and not as important as our gut feelings. The added falsehood is that we believe we can coach, train and motivate anyone to do anything.

Select assessment tools that meet DOL guidelines, and provide information regarding how well their mental engine, their ability to drive the engine, and their interest in doing so, fit within your company, for this specific job. (SEE http://SmartHiringMadeEasy.wordpress.com)

Train the interviewers. Regrettably, poorly trained interviewers will rely upon their intuition and perceptions, and will hear what they want to hear. They don’t catch or ignore conflicting signals. They miss the fact that job candidates say all the right things, and make the right type of promises. Use a structured interview process to discern candidates’ depth of job skill. Implement qualified and scientific assessments that contain interview questions. These behaviorally based questions provide a structure to ascertain reliable job fit.

©Jeannette Seibly, 2010

Warren Buffet had it right:

“In looking for someone to hire, you look for three qualities: integrity, intelligence, and energy. But the most important is integrity, because if they don’t have that, the other two qualities, intelligence and energy, are going to kill you.”

He went on to summarize his lesson: “When you hire someone to run your business, you are entrusting him or her with the piggy bank. If these people are smart and hardworking, they are going to make you a lot of money, but it they aren’t honest, they will find lots of clever ways to make all your money theirs.”

Consider these facts:

In retail: Employee theft is estimated to be responsible for 47% of store inventory shrinkage.That ‘s over 17 billion dollars per year! Employee dishonesty is the greatest single threat to profitability at the store level.

It’s not all money and goods: A recent national survey found that 59 percent of employees who quit or were laid off or terminated in the last 12 months admitted to stealing company data, and 67 percent admitted to using their former employer’s confidential information to find a new job.

Banks and Credit Unions: The banking industry reports losses of over one billion dollars annually because of employee theft, greater than the amount taken in bank robberies many times over.

Lots of ways to do it: Faking on-the-job injuries for compensation, taking merchandise, stealing small sums of cash, forging or destroying receipts, shipping and billing scams, putting fictitious employees on payroll, and falsifying expense records.

Across business types: Security experts predict that up to 30 percent of the nation’s workers will steal at some time in their career. Difficult economic times, lack of salary increases and the threats of downsizing and cutbacks make it even more tempting for employees to help themselves.

This threatens your existence!  It is not unusual for a small business to be bankrupted by one employee’s theft . The Association of Certified Fraud Examiners reports that small businesses suffered a median loss of $100,000!

You just won’t know: On average, it takes 18 months for an employer to catch an employee who is stealing.

How can you protect your business?

As devastating as these possible losses are, two simple and inexpensive processes, inserted in your hiring system, can dramatically reduce the possibility that you will experience them:

Perform background checks before you hire. While background checking is far from flawless, it’s a valuable tool to learn about past problems and possible risks–and it doesn’t cost much!

Use an honesty-integrity assessment. A valid, predictive honesty-integrity assessment will help you avoid hiring someone likely to cause you this kind of problem–again, it doesn’t cost much!

Combine these two tools to help protect yourself from mostly preventable business disasters!

To learn more about using background checking and honesty-integrity assessments in your hiring process:   Contact JLSeibly@gmail.com. We’ll show you the tools, explain the low costs and high benefits, show you real-life examples of how they work, and arrange a demonstration, if you like!

Written by John W. Howard, PhD

Sources of statistics

Contact us for further information:

  • For a brief description of all our systems and tools, click here.
  • For a flash demo of our simple and affordable online hiring and recruiting solution, click here.
  • For a flash demo of our online performance management system, click here.
  • For information on our simple, affordable online HRIS, click here.
  • Or, for more information and a custom solution for your business, call or email!

Which assessments = hiring success?

A business owner recently made a typical statement about whether or not a  candidate possessed the required core values for a job.  “I’ll simply ask her if she has integrity, work ethic, and reliability, and if she does drugs. Then, I won’t need to use an assessment!”

Huh?  Over 71% of people lie in their interviews and on their resumes. Why would this person be the exception?

Scientifically validated assessments have been a continuing debate for several decades. It can be difficult to discern from among offerings of over 3,000 publishers, which tools are available and to understand their inherit differences. The issue here is that thousands of test publishers do not go to the expense and trouble to validate and test for discriminatory impact. This shortfall is compounded by the hundreds of thousands of users who don’t follow assessment directions accurately. 

The following are key points to consider when selecting the right tools required to hire the right person.

Not all assessments are created equal. Using the wrong tool, or no tool at all, is like tossing the dice and hoping for the best. Some tools are incredibility accurate, while others are simply fun to use in a seminar type setting.  The problem is we often don’t understand the difference, and end up inappropriately choosing the fun ones for hiring purposes. Legally, you need to use the tool that has a window of predictive validity of more than several months.

One assessment can not address everything. There are different types of assessments; each validates specific areas:

  • Skills Tests – measure actual competency within a particular skill set
  • Core Values Assessments – gauge integrity, work ethic, reliability and attitude towards substance abuse. 
  • Job Fit Assessments – ascertain a candidate’s ability and commitment to get the job done in the manner you desire.

Passing one of these does not mean the applicant possesses everything else required to best fill the position. For example: although applicants have successfully completed skills and core values assessments, they may not have the interest, thinking style or core behavior to do the work.  The reality is, the candidates may not have the willingness to do a good job – although, they may have the skills.  Measuring these key factors is the purpose of job fit tools.

Assessments help you find and hire the qualified people. Using an interview process alone is only successful in one of eight hires! When you employ an objective process and hire the right person, it will make a significant difference in your own success, and your company’s bottom line. 

How do you find and select the right assessments?

Insist on having the Technical Manual. It will describe precisely how the assessment has been validated, and how it has been tested for discrimination. It will also provide further information about study size, validation and reliability processes – important determinants.  Predictive validity is the key!  Are the results valid for a few months or five years?  If the provider is unable or unwilling to provide a Technical Manual, move on to another provider.

Review key determinants.  The Department of Labor offers a publication on use and selection of assessment tools. They list 13 key determinants of whether an assessment is appropriate, and its proper use.  Contact me for a copy of this publication. JLSeibly@gmail.com

Still in doubt? Ask the provider for a copy of their attorney’s legal opinion.  Many sales people will tell you what you want to hear, not what you need to know. Get the company’s legal counsel to provide a written outline of how the tool works and how it can be used. Have your own attorney review for clarification.

Employers need to hire the right people the first time to turn their companies into profitable ventures. It makes good business sense to ensure successful hiring practices.  Contact me today to discuss how you can use scientifically validated assessments to improve your hiring success. JLSeibly@gmail.com

©Jeannette Seibly, 2010

Feeling Lucky When You Hire?

Wouldn’t you rather know for sure?

The resume says they’re “proficient’ in MS Office, and “expert” in your specific professional field…wouldn’t it be nice, for about what an hour of their time, to know before you hire?

Would you take several thousand dollars of your company’s money, and place it on the line with only a one in eight chance of winning?

Probably not.

But that’s exactly what you do every time you hire someone based on their resume and an interview … statistics show that you have only about a 1 in 8 chance of getting a good long-term employee with that conventional approach.

The solution: Test for skills before you hire!

We offer over 1,000 validated, job-specific skills tests, internet delivered and user friendly, with prices that start at  $25 and go down!

Click here for Lists of Skills & FAQs

Measure Sales Success During the Interview, Not After

Selecting sales candidates who can actually sell is a huge challenge for any employer.  Even if they sold the same or similar products or services for your competitor, it doesn’t mean they can adequately sell for you. 

Many times future employers are “sold” or mis-led about an applicant’s sales abilities when:

  • They have very good verbal skills (does not mean they have the personality and/or interests to deliver the results);
  • They appear to be good team players (many good sales people are not); or
  • They are able to sell themselves (does not mean they can sell your products or services).

The following interview metrics do not eliminate the need to use valid and objective assessments that actually (and legally) measure your candidates’ true sales capabilities (think, learning style, core behaviors and occupational interests). These questions simply provide you additional information to ensure you’re getting a true sales person, and not a “marketing-type person” who relies upon others to sell and close the deal.  Your sales people create your company’s reputation, now and in the future.

  • What was your candidate’s quota for his last employer(s) – did s/he hit it?
  • What was the average size deal?  (Dollars and re-sales)
  • Did s/he make President’s club or receive other industry recognized “acknowledgement.”
  • Does s/he have inside vs. outside sales experience?   Which did they prefer?  Why?
  • What were the number of cold calls, conversations, presentations, etc that s/he made daily and weekly?
  • What was his or her close ratio? (How many presentations vs. number of actual sales?)
  • Where did his or her leads come from – were they generated by the person or were they given to them by others in the company?
  • What were his or her day-to-day activities, including time at the desk and time in front of the potential customer?  Or, in front of current customers, up-selling or cross-selling?
  • What formal sales training has s/he had?
  • What tracking system did they use to keep stats on lead generation, lead conversion, and repeat business?
  • Do they plan their work and work their plan, effectively?   How do they know?
  • If they were to describe a sales person, what words would they use?  (Remember, you’re looking for the positive attributes, not the age old “snake oil” descriptors.)
  • If they were to use one word to describe his/her customer’s experience of working with him/her, what would that word be?

© Jeannette L. Seibly and John W. Howard, 2008

Jeannette Seibly, Principal of SeibCo, is a nationally recognized coach, who has helped 1000’s of people achieve unprecedented results.  She has created three millionaires.  You can contact her:  JLSeibly@gmail.com OR http://SeibCo.com  Jeannette is also the author of “Hiring Amazing Employees.”

John W. Howard, Ph.D., owner of Performance Resources, Inc. helps businesses of all sizes increase their profits by reducing their people costs. His clients hire better, fire less, manage better, and keep their top performers. He may be reached at 435.654-5342, OR JWH@prol.ws

Has it been a while since you’ve hired?

The economy is improving, and your need to hire people that fit your job will increase.  Traditional methods of hiring do not work, and have become costly in more ways than you can calculate.  Now is the time to improve your hiring system, before you need to hire.

1)     Get real about the cost of turnover.  Calculate it!  Write it down!  This information will be critical in determining what you need to do.

2)     Use valid pre-hire assessments that meet legal requirements.  This includes core value assessments (interviewers will catch a lie only about 14% of the time) and job fit assessments, to assess thinking style, core behaviors and occupational motivation/interests.

3)     Train your interviewers.  We all have unconscious biases that we bring to the interview process.  Successful job seekers know how to conform to those (the chameleon effect).  Structure the interview format, and use questions obtained from the assessments to get the right person for the right job. 

(c)Jeannette Seibly, 2010