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But then he took a quick x-ray. Lo-&-behold, the x-ray immediately spotted a cavity hiding under one of my fillings!! In other words, what you see is not always all you get!!! An objective x-ray found a lot more important information than a highly trained eye. Likewise, some applicants come across fine in a job interview. But, they then proceed to flop after you put them on the payroll. In fact, huge amounts of research prove most interviewers do poorly at predicting how an applicant will do, if hired. So, it is crucial for a manager to use special “x-rays” to spot potential trouble lurking within an applicant – and also uncover skills and talents that will prove beneficial on-the-job. Here are five superb “x-ray” methods you can use immediately to help you hire high-achievers – and stay away from underachievers. 1. Pre-Employment Tests Research shows that customized tests are the best way to accurately predict on-the-job performance. You can use three types of tests: A. Behavior tests – to evaluate interpersonal skills, personality, and motivations B. Abilities tests – to predict brainpower in problem-solving, vocabulary, arithmetic, grammar, and handling small details C. Character tests – to detect a “bad apple” who has a bad work ethic or might steal Tests can be given in paper-&-pencil test booklets or on the Internet. Importantly, only use tests designed for pre-employment assessments. Customize tests you use by doing a “benchmarking study” to find out how your highly productive, low-turnover employees typically score. Then, you quickly can compare applicants’ test scores against scores of your most productive employees. Of course, you can show preference for applicants who score like your winners. 2. Remember One Truism When I deliver my speech or seminar on Hire the Best -- & Avoid the Rest™, I always point out: Whatever behavior you see from the applicant during the screening process is likely to be the very best behavior you ever will see from that person! You surely witnessed this truism. Let’s say you want to hire a high-energy person. Candidate A stays very high-energy during your entire screening process, including all in-depth interviews. Candidate B starts interviews high-energy (a good sign) but then acts increasingly drained as the interviews go on (a bad sign). Candidate A is much more likely to be high-energy on-the-job than Candidate B. Do not expect Candidate B to suddenly explode with energy if you hire that person. 3. Referrals from Your Best Employees Winners hang around with winners. Losers hang around with losers. Your best employees probably hang around with high-achievers. Ask those employees to refer applicants. 4. Bio-data I’m not referring to DNA. Instead, bio-data is biographical data. Here’s how to benefit from bio-data. Grab the files on your superstar employees. Look for common work-related experiences or education that most of them have. 3 For example, one company I consulted to wanted to hire salespeople to sell a service (not a product). Upon examining bio-data of the company’s superstar salespeople, we found the high-achieving salespeople had worked selling services. Most of the company’s underachieving salespeople worked in sales, also. But, the underachievers sold products, not services. Interestingly, the same company also discovered most of its superstar salespeople worked at McDonald’s for six months or longer in high school or college. This showed an interest in serving customers (after all, that is what McDonald’s stresses) plus stick-to-itiveness (lasting six months or more in a normally high-turnover job). So, start digging into your bio-data treasures located in employees’ files. 5. RJP RJP stands for realistic job preview. To do an RJP, (a) show applicants exactly what they will do on-the-job if you hire them, (b) let applicants think about it for 24 hours, and (c) then ask applicants if they want to take the job. Research shows employers who give detailed RJPs get two results: 1. less employees accept the job offer 2. applicants who accept the job off are less likely to turnover Importantly, an RJP needs to be super-realistic. For example, I consulted to a tire company. It had great difficulty getting people to work in “purgatory” – a horribly hot room in which hot, just-made ties were moved on the tire molds. Anyone who worked in the “purgatory” room spent all day covered in sweat and thick white dust. No wonder most people quit that job after short time! I recommended using RJPs. The company worried, “Applicants won’t take that job if they know much about it!” I said let’s try RJP anyway. Sure enough, after seeing this awfully hot and dusty job, only a small percentage of applicants took the job. But, those who did stayed a long time. Note: They were people who acted distinctly “odd,” and relished feeling hot and sticky all day! Do It Now If you remember these points, you can hire the best – and profit from it: 1. what you see is not all you get – but it is the best you will see 2. use customized tests, since tests predict job success better than other methods 3. take advantage of predictors right under your nose, including referrals from winners, bio-data, and RJPs. Importantly, you can start these valuable methods today so you immediately start hiring the best. © Copyright 2005 Michael Mercer, Ph.D.
This is the next blog in the continuing series of interviews with top-echelon and renowned professionals. In this blog, I interview Group Manager Barb Anderson , who talks about small business needs. Enjoy!
To listen to the interview, click on this MP3 file link DISCUSSION: Interview Time Index (MM:SS) and Topic:00:42: :02:39: :04:14: :06:35: :09:09: :10:46: :15:03: :16:41: Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Earn More by Learning More Keep an Open MindWe live in a diverse and fast pace world. Businesses hire from all walks of life to create an eccentric and hopefully a better business. There is nothing wrong with this idea, but the real problem happens when two people just focus on their differences. Not everyone is just like you, and it is almost pointless to try to find and hire these people. You don’t want clones of yourself for how will you ever gain new ideas or perspectives? Different ideas can help you, but you have to… Online Beauty Supply 2. Assertive Communication - 6 Tips For Effective Use By Lee Hopkins What IS assertive communication? Assertive communication is the ability to express positive and negative ideas and feelings in an open, honest and direct way. It recognises our rights whilst still respecting the rights of others. It allows us to take responsibility for ourselves and our actions without judging or blaming other people. And it allows us to constructively confront and find a mutually satisfying solution where conflict exists. So why use assertive communic… 3. Motivating Unmotivated People Motivating Unmotivated PeopleBy John Strelecky- Author of The Why Are You Here Café If you walk around a Walt Disney World resort or theme park, you are likely to witness something that in most other settings would seem bizarre. Not the presence of a large animated character, although you may witness that also. Rather, at any given moment, a person in dress clothes will be walking from one destination to another and will stop, pick up a piece of paper, a cup, or other piece of trash someone dro… 4. Interviewing Candidates: 3 Ways to Avoid Snap Judgments By Ann Clifford Have you ever hired the wrong person? If so, perhaps you are an emotional interviewer?An emotional interviewer tends to make judgments on first impressions. In a matter of minutes, an emotional interviewer may decide if someone is competent or not. Not surprisingly, they often make poor hiring decisions.All hiring managers are susceptible to "emotional" hiring mistakes. Why? Because we are human and we like to hire people that we like or that may mirror ourselves.First impressions, good o… |
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Barb Anderson is Intuit's Group Sales and Marketing Manager, Global Small Business. In this role, Barb is responsible for developing strategic marketing plans and delivering customer-focused communication to support Intuit's portfolio of small business products and services.