Hire Right The First Time

“I hired someone with lots of experience, so why is their performance lacking?”

If you are a hiring manager, this is likely a familiar frustration. You hired someone with all the right skills and knowledge, but they can’t seem to get the job done. Maybe you’ve tried to “train right,” equipping your new hire with the tools for success, and to “manage right,” giving clear direction and frequent feedback. But if you didn’t “hire right” in the first place, then your efforts may seem futile.Capture

Did you know that only 20 percent of employees studied over a 16-year period were in a job that “fit” their talents? It’s important to recognize that different jobs require different sets of behaviors and values for success. For example, extroversion is ideal for a salesperson, but introversion better suits a researcher. Selecting the right person for the job goes beyond resume credentials and interview skills.

The first step to hiring right is identifying the key indicators for success for the position you’re seeking to fill. Once those behavioral metrics have been established, you’re ready to screen candidates for potential matches.

The statistically proven PDP® survey system can take the guesswork out of hiring. It starts with ProScan®, a quick, non-threatening assessment tool which focuses on an individual’s strengths and motivators. Once applicants have taken this survey, JobScan® will find candidates who best “fit” the Job Model for a specific position.

No screening process can predict success 100 percent of the time, but PDP comes close. It has a 96 percent accuracy rate, offering a standard of reliability far beyond the “hit or miss” method of hiring based on resume credentials and interviewing skills alone. Using this precision hiring tool will boost your confidence that you have selected the best candidate for the job.

Inc. magazine ranks behavioral assessment among the “Four hiring practices of highly successful organizations.” When you survey applicants about their values and motivations, and match their talents to a specific job, you’re well on your way to “hiring right.”

Here are few other tips for conducting a successful interview:

  • Simulate a “typical” task. This will allow you to gauge specific job-related skills, observe how a candidate interacts with existing team members and how he or she works under pressure. If time does not permit, ask the candidate to prepare something in advance to present in person, or assign a “homework” task after the interview.
  • Evaluate email communication. Note how well candidates express themselves in writing, as well as the timeliness of their follow-up.
  • Get the team involved. It’s critical to observe how well candidates jell with your current team. Your employees will bring differing perspectives and insights to the hiring discussion. New hires should complement and enhance the existing team.
  • Check references. This may seem obvious, but too often this step is skipped. Don’t be afraid to ask former employers tough questions, and ask follow-up questions if you receive a vague answer.

The bottom line is this: Bad hiring costs your company money. It can result in disengaged employees, frustrated managers and high turnover rates. While retention may be improved through better training and management practices, it’s best to hire right the first time. That way, you will be certain your new hire has what it takes to become a high performing employee.