New World of Work

HIRING MYTHS — What you don’t know can cost you!

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The challenge and cost of a hiring mistake is one of the most-discussed, most frustrating, and most misunderstood problems that our businesses can face.

If you do not know what a single hiring mistake is costing you, take the annual salary for the position and multiply by 2.5.  This number represents productivity loss, recruiting and hiring cost, training cost, liability, unemployment, and the other 101 hidden costs that we usually try not to think of, or may be aware of, when we lose an employee.   

Hiring mistakes often begin with our believing in “hiring truths” only to find that in reality they are “hiring myths!”   When we hire someone who does not fit the job, we have already begun an almost inevitable course that will end with failure—and another hiring casualty.

Myth #1:        We can hire anyone to do anything.

We believe in the illusion that we can coach, train and motivate anyone to do anything.  Unfortunately we don’t live in an ideal world.  People come into our companies with their own “version” of how to do something and whether or not they will.  Sometimes we can train them in “our” way; many times we can provide surface training.  It’s what’s underneath (a.k.a. core behaviors, thinking styles and occupational interests) that can keep them from doing the job as it needs to be done.

Myth #2:        I’ve always relied on my gut.

While using your “gut” or “intuition” can provide insight, it’s far from a perfect science.  Usually, our gut feelings are based upon past experiences; we’re trying not to hire the same (unsuitable) person we did before, or find someone as great as the person that just left for a better job.  People are like ice bergs: You only see the tip, the part they wish to show us.  However, we miss the 75% that is covered up that will make or break their success in our business.

Myth #3:        We simply hire and fire until we find the “right one.”

In the meantime, the other “right” ones have left!   The cost of personnel has gone up, quality and customer relations have declined, and your bottom line has been severely impacted! 

Myth #4:        Any assessment tool will do.

Why don’t more of us use assessments to improve our hiring (and lower turnover)? Part of the answer lies in lack of education on the topic—not many of us have even attended a single seminar on use of scientific assessment tools. Part lies in reluctance to spend any money on new processes. Part of it, frankly, is the already overwhelming load we place on the people who are doing the hiring—they are untrained.

Fortunately, the science of assessments has produced increasingly useful and valid tools. While no assessment, or even a combination of assessments, guarantees success, the same study showed that use of personality, abilities, interests, and job matching measures can raise your success rate to 75% or better.

© Jeannette L. Seibly and John W. Howard, 2006

 Jeannette Seibly, Principal of SeibCo — your partner in developing work and career strategies for selection, results and growth, We improve your bottom line!   JLSeibly@comcast.net 

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.  jwh@prol.ws

EMPLOYEES ARE OUR GREATEST ASSETS

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OR?  Are they?  As business owners we continually hope for a perfect world where all employees have integrity, are loyal and fit perfectly into any role the company requires.

Unfortunately, it is not a perfect world.  People are unique and bring with them varying experiences, backgrounds, education and other credentials.  They also bring their own set of learning abilities, interests, and personalities!

Do we intentionally hire people who are not assets in our business?  NO!  Then how do they get hired?

We have relied on traditional hiring practices as a means of filling jobs with productive people that can cost upward to 5 times a person’s salary.

Did you know…

           …63% of all hiring decisions are made in the first 4.3 minutes of an interview?

           …Over 50% of all the resumes have false or misleading information on them?

 …to determine technical competency and interpersonal skills, we rely on interview questions such as: “What book(s) have you read recently?”  “What famous person would you like to go out to lunch with and why?”

…business owners spend more time purchasing a $35,000 piece of equipment than hiring someone at a salary level of $35,000?

How do we stop the insanity of continuing to use the same or similar counter-productive methods while expecting different results?

First and foremost, we need to get ourselves out of the way.

The problem is that we think we know enough.  After all, we have worked hard and are successful.  We believe anyone with enough drive and savvy can do what we do.  Many of us, in our efforts to be fair, expend our energies on training or coaching people to change, to fit the job.  We even try paying people more money to be productive and effective.

A better return on investment would be to discover smarter ways to screen, interview, assess, and make the right selection in the first place.   We’ve used the excuse that we’re doing all we can do legally!  However, there are a lot of gray areas in the hiring process that can legally work!

Second.  When we are hiring people, we need to be clear as to our own strengths and weaknesses.

When we hire people to do marketing, sales, and/or servicing of our clients, there is a risk that they may form stronger relationships with our clients than out company has formed. Problems may occur when this employee leaves. 

Be clear and specific about what you do best or dislike doing.  Stay in contact with your clients and/or prospects in a manner that supports them and your employees while sending a message that you care.  Having Non-Compete Agreements may help but too often they provide a false sense of security. 

Third.  Take the time to determine exactly what you need. 

Be open to restructuring or creating a job that will support your vision and mission of the company.  You may find people who have skills that can support your company, but they may not fit the traditional definition for the particular job you were looking to fill.

Fourth.  Establish a consistent procedure, and then follow it regardless of the person! 

The Director of Worldwide Security for a Fortune 500 company once said, “If the company has followed all their own written procedures, by the time final clearance for hiring is issued, there’s a .001 chance of finding out something that people didn’t already know!”

Many companies, in the hiring process, become attached to a person with whom they “connect.”  They lose their perspective when they do not follow their own policies and want to solely follow their intuition.

When we follow a well-defined selection process, we discover more about the person and they learn about us.  We are open to gathering more information by listening to others’ input (e.g., our employees, partners, customers, etc.).  We realize that there are times when our sole instincts are not the best guide.

If she or he is the right person, they will appreciate the time you have invested in determining whether or not they fit the company and job.   That starts the process of developing loyalty.

Fifth.  Be professional. 

Develop interview questions based on finding out “Can the person do the job?”  “Will the person do the job?”  “Does the person fit within this company?” 

Focus on what experience, education and background they have.  What skills can they bring that will resolve problems and issues we are experiencing in our company, industry, and/or profession?  Will they support our style of business?  Will they be:  Team-focused?  Highly competitive?  Capable of going with the flow?  Innovative?  Able to follow well established procedures?

Conduct reference checks, employment verifications, background checks, and core-value testing as well as personality and job fit assessment to ensure that your perceptions of the candidate are realistic, not idealistic.

The bottom line question for our business to truly be successful with each employee:  Is this truly the right person, in the right position, to create the right result for my business?

Fitting people into the right job reduces people-problems and provides businesses with people who are productive in jobs they love.  It supports a profitable vision of “employees are our greatest assets.”

(c)Jeannette L. Seibly and John W. Howard, PhD, 2005

Jeannette L. Seibly, Principal of SeibCo, LLC specializes in straight talk with immediate results and has been particularly successful in coaching and training business owners, their executives and managers, to achieve unprecedented results.   JLSeibly@gmail.com

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.  jwh@prol.ws

Making Decisions Simple

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Yes, I will.  No, I won’t.  It seems easy to make those statements.  Yet, many people have a hard time making decisions that work for them, or on behalf of their internal and external customers.  How do you make it easy by taking into account the facts, as well as the “feelings” of others when making decisions?

1)  Be clear as to the specific request or issue.  Make it as objective as possible.

 2)  Write out a “Cheat Sheet” or list of any specific criteria you want to have, or needs to be included in the result.  (For example, when buying a benefit policy, have a list of specific items that the policy must have before you buy it.)

 3)  Review any written company policy or procedure regarding the specific issue, or items. 

 4)  Ask boss and co-worker if there is a different practice in place.  And, ask their opinion about your pending decision.

5)  Make your final decision based upon the facts and doing what is the right thing to do.

6)  Communicate this decision in a manner that is respectful and considerate of the person or persons involved.

Making decisions is never easy.  And, making decisions based upon your feelings will only provide inconsistent decision making, and possible legal liability.  Making objective decisions requires that you objectively look at the facts, while reviewing your policies and procedures.  Additional research (people, internet, library, etc.) may be required.

If you don’t believe the objective outcome you reach is the right thing to do for the other person, make appropriate requests to your boss for an exception.  Always remember, there will always be additional facts available or pending; and therefore, it will never be perfect.  Your job is provide your company and your client (internally and externally) a win-win outcome.  How well you communicate your decision is everything.  If it is not communicated appropriately, it may not occur as a win-win for the client or other person.

 ©Jeannette L. Seibly, 2007

Avoid Executive Derailment

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Many of us say we are committed to being successful in our life and career.  Yet, 40% to 60% of high-level corporate executives brought in from outside a company will derail in their careers within two years.  Why do they fail so quickly (normally between seven and nine month in the job)?  (Liberum Research’s analysis of North American public companies) 

Are you one of those executives who has “failed”?  Are you confused as to why?  Do you conveniently blame the company, industry, perceived biases (e.g., age, gender, etc.)? 

If you are concerned about your future as an executive (think, yes I should be), now is the time to get yourself some executive insurance by taking responsibility for your career.  Invest your time and money in yourself, while achieving the results your Board of Director’s require.

Stop talking about it.

Be a solution provider.  How?  First, and foremost, get in action NOW.  What challenges is your company facing (whether or not you’re directly responsible for that area)?  Interview different managers by asking questions and really listening to their responses:  “What are 3 issues facing us today?”  “Why are these issues important?”  “How do you suggest they be resolved?”  “How much will it cost if we do?”  “How much will it cost if we don’t?”

Do not buy into the negativity.

There’s a reason you were hired to move the company forward.  Falling victim to the negative “clique” of the company will only ensure the status quo.  As you are talking with people about the issue(s), a common solution will emerge.  Be careful not to jump too quickly without investigating other alternatives with Board members, employees, industry experts, etc..  Get their thoughts and opinions.  Then get into action, put together a plan.  Now is NOT the time to wait until all the i’s are dotted and the t’s crossed.  

Truly listen to all ideas.  Don’t kill the messenger of bad news.

Share with the people your outline of the solution.  Really listen to their ideas and whenever possible incorporate their ideas and thoughts.  If you don’t, you will probably derail your career.  What do they like?  What don’t they like?  What alternatives could they provide?  Don’t be afraid of brainstorming.  True synergy will result in a better solution.  If they don’t like it, can they at least live with the plan even though it’s not ideal?  Remember to listen to their rationale.  If they’re not willing to make a decision, they may prove to be a detriment in the future. 

There is no failure if you’re moving forward. 

You need to believe in the process of designing, developing and implementing the solution(s) necessary.  You’ll either achieve the results you’ve declared, or not.

Get started by establishing three and six month goals now.  Develop action plans and assign responsibilities.  As you move forward, new facts will emerge.  Keep on track by focusing on the end results, without overlooking the obvious concerns.  Hire a coach or consultant (YES, find the money) that will keep you on track and keep you out of the quagmire that internal thinking has already gotten the company into.  It’ll be the best money ever spent.

Not everyone wants to win, even if they say they do. 

People’s actions speak louder than their words.  Now is the time to stay focused on the goals, actions to achieve those goals, while delivering products and services on time and within budget.  It’s not time to worry about the carpeting.  Nor the new system you believe will save time someday.  Or other derailments people will create since they are not comfortable with change.   Stay focused on ensuring the highest quality of products/services are meeting customers’ needs.

 Having the right people in the right job will ensure success.

This is paramount.  You may need to re-assigned job duties to ensure greater success for the company, and job satisfaction for your employees.  Do this in a progressive manner, while ensuring the person is the right person for the position or assignment.   This will require a level of objectivity by using valid assessments designed to show thinking styles, core behaviors and occupational motivations.  Have “straight conversations” designed to support employees in their careers by honoring their strengths.  Develop training and development to support them in becoming effective in their weaknesses.  Remember people don’t change core behaviors. 

Be clear as to how others view you, as well as your inherent strengths and weaknesses.  Leaders who are able to hold their employees accountable for the necessary results are usually the ones that have the respect of their employees, and Board of Directors.  You’ll learn that your attitude about your employees will determine your success! 

Example:  A client had great dreams and goals.  His employer and  family were all on board to help him achieve them.  However, he would always believe the maybe someday, three to five years down the road, he could have them.   With the help of his coach, he clarified his inherent strengths and weaknesses.  He  now manages from those strengths, while allowing his coach to support him in diminishing his weaknesses.  He’s aware of what “gets in his way;”  and, honors his commitment by blasting through those excuses.  He’s a great example for his employees to achieve what they want to have in life, and he loves living his dream.   His boss is very happy!

Enjoy your success, and the accomplishments of your employees.

Enjoy success now, even if you haven’t fully achieved the end result.  Remember, life and goals are a process.  During this time, you’ll learn valuable lessons about yourself, your relationship with goals and how you go about achieving them.

©Jeannette Seibly, 2007

About the author:  Jeannette Seibly 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

Are You Ready for the New World of Work?

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Are You Ready for the New World of Work?

 Regardless of your age, many workers will go through unemployment again in their lifetime.  Now is the time to learn lifelong skills on how to sell yourself and your value; and how to transfer your current skills into new opportunities and pursuits.

 We are now experiencing the start of a new world of work, again!  Back in the 90’s, changes started occurring much more rapidly than they had in the previous decades.  Now, it’s moving forward again.  Are you ready?  

Baby boomers, early in their careers, were willing to take risks, take a stand for what is right, and move heaven and earth to make it happen.  Then, they became older, and other priorities took over, e.g., kids, mortgages, retirement and caring for their parents. 

Then, the next generation of movers and shakers evolved (aka Generations X and Y) and their views of success are different.  They are not willing to settle for the old standards employers have used for too long to determine career paths, recognition and paychecks.  They look at risk taking as something they will do as long as there is a clear payback. 

The common denominator between all the generations:  most have not had to work to find their next job!

What is the major hindrance in finding the next job?  Attitudes!  Self talk and how we communicate with others limit the types of work and job challenges we are offered, and the corresponding paychecks.

 Regardless of your generation, there are three basic types of job seekers:

 1)  Do nothing and wait out the economy.  They are waiting for employers to call them.  (Hint:  It’s not going to happen.)  Your waiting will impact you professionally, and your family financially.  Many times your health and well-being can suffer, too.  Let go of the illusion that someone will serendipitously recognize your value by simply reading your resume and offer you your dream job. 

2)  Yeah, but’s.   They make luke-warm attempts at finding a job, and rely heavily upon resume blasts or support groups to talk about finding a job.  While support groups can be great in helping people, unless they are results-focused they will unconsciously reinforce the “I won’t do it” mentality that often limits job seekers (e.g., won’t relocate, won’t work in a different industry or profession, will stay unemployed so children can keep their current friends, will keep relying solely on blasting out resumes, etc.)

 3)  I’m the one!  They have an attitude that says, “I’m career directed, job fit ready and open to transition out of my old career path when it is no longer working.”  They realize the only limiting factor is how they view themselves, and they create positive self talk.

 These job seekers are open to effectively exploring, investigating and educating themselves so that they can communicate their value to their next boss!  They do not rely upon past job titles and job responsibilities – they have taken the time to clarify who they are, their inherent strengths and weaknesses and how to communicate these traits effectively.  They are ready for the new world of work.

 They effectively use their network to market themselves using voice-to-voice conversations to elicit the best of others’ ideas and opinions, which goes beyond tweeting, and posting requests on their Facebook, MySpace or LinkedIn pages.

As a result, they are the first to learn about the myriad of new opportunities being created throughout the world due to new businesses, industries, inventions, and professions; and unadvertised job openings (an estimated 90% of all openings!). 

Their focus is to find a job that matches their goals and provides job fit–now and in the future.  So they prepare great questions to ensure clarity about the company’s direction, and how the company envisions their path for success.  They are comfortable saying, “No, thanks.” to job offers, when they are clear it won’t work.

 Are you ready for the new world of work? 

About the author:  Jeannette Seibly 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

 (C)Jeannette L. Seibly, 2009