"I just loved her in the interview. What happened
to that pleasant person?"...
Has this happened to you? Some of the worst employees make
a wonderful first impression.
Be alert for RED FLAGS:
- Why did they leave their last position?
- How long has it been since they were last employed?
- What type of notice did they give when leaving their last
employer?
- Were they on time, early, late for their appointment?
- Do they speak respectfully of their last employer?
- Do they have an upward, positive career path, or are they
on a downward slide?
Don't clone yourself. Determine what the job requires and
hire people as good as or better than you. Stay objective
and focus on the job description. Don't allow your personal
annoyances to drive your hiring decisions.
Example: A manager did not hire applicants who did
not ask about promotions in the interview because that was
what was important to her.
When we interview, we often break the rule of letting the
applicant talk 75% of the time because even in this loosening
job market, we must sell the company to the applicant while
determining if the applicant is right for the position.
Stevenson & Associates' integrated hiring system
provides employers with the necessary information to make
an informed decision regarding an applicant. In addition to
experience, three factors should be measured when assessing
an applicants' likelihood of success. They are:
Cognitive Skills: Measures how quickly an applicant
will "catch on" and their ability to make decisions.
Regardless of other talents, if an applicant is too slow for
a given position, the likelihood of success is very low. This
is an inexpensive, 12 minute timed test.
Reliability: Measures an applicant on the following
seven scales:
- Freedom from Disruptive Alcohol and Illegal Drug Use
- Emotional Maturity
- Conscientious
- Courtesy
- Long Term Job Commitment
- Safe Job Performance
- Trustworthiness
Work-Style: Measures ones work strengths, decision
making preference, available energy, management style, stress,
energy drain, etc.
Stevenson & Associates uses three tools in its hiring
system which is described in detail:
-
Wonderlic Personnel Test (WPT): Measures an applicant's
cognitive skill level and the rate at which they can learn.
This is a 12 minute timed test. We can provide a scoring
range for any position. The WPT is a paper and pencil
test, which can be purchased one at a time or in multiples
of 25 at discounted prices.
-
Employee Reliability Inventory (ERI): Measures
an applicant's reliability. This tool is for applicants
only. The ERI is taken using paper and pencil and scored
on a PC. The ERI measures the seven scales listed above.
-
Professional Dynametric Programs (PDP): This is
a user friendly, convenient, easy way of assessing your
prospective and existing employees' talents and strengths.
ProScan identifies an applicant or existing employee's
natural leadership, productivity, communication and decision-making
talents, along with energy style and stress.
JobScan 'models' the organization's expectations
of a particular set of responsibilities and determines which
applicant or employee's talents most closely fit.
TeamScan analyzes the team's dynamics to identify
conflict potential, communication styles, and productivity
relationships.
With PDP, improve... hiring, managing, communication, and
teambuilding... and make all the pieces fit!
What are your natural talents?
Turnover is the economic reason to hire correctly. Turnover
is a significant expense to the bottom-line of the company.
Some personnel turnover is unavoidable and sometimes desirable,
however most companies have higher turnover than is cost effective.
The hidden cost of turnover is that the best employees often
leave and the least productive remain.
Research indicates employees essentially seek:
- A pleasant work environment.
- An equitable system of compensation and advancement.
- Challenging work.
- Dedicated, inspired leadership.
- Company pride
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