Good People are Hard to Find.... without a Behavioral Assessment Tool
Posted by Kathleen Frank on Fri, Apr 16, 2010
This is part 1 of a 2 part article on finding good people. Be sure to check back next week for part 2.
How often have you heard the phrase, Good People are Hard to Find, articulated in your company? The war to win qualified employees presents many challenges to employers today. Business owners and managers know all too well the consequences of a poor hire, including costly mistakes, high turnover, low morale, all of which ultimately affect productivity and quality which, in turn, results in financial loss for companies.
In addition to lower productivity, rehiring and training costs are also hitting businesses in the pocketbook. The U.S. Department of Labor reported that it costs 33% of a new hire's annual salary just to bring that person on board. If a new employee decides to leave a company in a short period, the employer has to absorb the additional cost of hiring and training yet another replacement
Making a Match
Hiring the best matched person for each job greatly reduces the occurrence of employee flight. The question is, how do you really know if a job candidate has what it takes to fill your position for the long term? The formula for success consists of a multi-pronged approach to selection, including the following components.
A Well Thought Out Recruitment Process
When you advertise a job in the paper or on the internet, what kind of words are you using to describe the job and the company? Are you using the type of language that will attract the individuals that you want? Or are you driving potential candidates away by the way you are presenting the opportunity? Think about your audience when developing ad campaigns, and remember that you are "selling" the opportunity to work for your organization to candidates who may have many choices. Despite the economy, there are plenty of companies hiring that are competing for the same talent base as you.
Structured Behaviorally Based Interviewing Techniques
"Past behavior is a predictor of future performance." By seeking out actual examples of past performance and behavior, you will have a glimpse into how an individual actually will behave in your workplace. Identify the criteria that you are actually looking for in a candidate (i.e. Quality Orientation; Leadership; Initiative; Teamwork) and develop interview questions that will provide data around each of those criteria. Develop your interview questions to seek an actual example of a situation or task that the candidate dealt with, their specific action taken, and the end result. Ask good follow-up questions to ensure that the answers the candidate is providing are complete. Ask all candidates the same interview questions so that you have a basis of comparison. By taking this approach, you will have a wealth of data from which to base your hiring decision rather than a "gut feel."
Use of Assessment Tools
These tools can be invaluable, particularly in the area of understanding a candidate's particular propensities for success in a certain role, by tapping into the elusive aspects of what drives and motivates that individual. Assessment tools, or "tests" reveal aspects about a prospective employee that might not be readily apparent in an interview. They can provide extremely accurate insight into which individuals are best suited for a particular job, and for working with a particular co-worker, boss and working environment. While these types of assessments have been in existence since World War II, their popularity has dramatically increased in recent years.
Remember this part 1. Check back next week to find out what really motivates employees.
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