Hiring Products and Services

Choosing the Right People to Hire

No comments

Past behavior is supposed to be a good predictor of future job performance. That’s why behavioral interviewing became a popular hiring method. Unfortunately, behavioral interviews are labor intensive. Plus, job seekers have learned how to beat these interviews. Just plug the words “beat the behavioral interview” into a search engine and you’ll come up with thousands of posts, articles, and books on the topic.

How can you accurately determine whether or not a candidate is a good fit? There’s a better way of interviewing. Also, there are more accurate ways to measure behavior. I discussed both of these topics with Bill Johnston, President of Insight Worldwide, based in Salem, Oregon. Insight Worldwide has pioneered improved methods for assessing a candidate’s integrity and fitness for a job.

Scott: Why’d you get into the business of behavioral hiring assessments?

Bill: There is so much employee turnover in today’s companies. It’s costing these companies millions each year. Also, turnover creates stress and frustration for managers. I knew there had to be a better way of hiring. We researched the problem, discovered patterns in behaviors, and developed tools to accurately determine which employees will do well in a job and those that will not.

Scott: Hiring, for many business leaders and hiring managers, is a challenge. In particular, I’ve often heard complaints that the person they ended up hiring was not the same person they interviewed. From your experience, why does this happen?

Bill: Hiring is one of the most difficult tasks a manager has to perform. Even those who have experience in hiring can find that choosing the right candidate can be a challenge, and that it is equally as easy to make a bad hire as a good one. Most job candidates are presenting themselves in the best possible light on their resume and during the interview. Knowing more about the applicants, digging beneath the image they put forth, is an effective way for hiring managers to make informed decisions. That’s what a behavioral hiring assessment does—it digs deep into who the candidate really is as a person. That information, combined with an effective interview, lets hiring managers make the right choice when deciding whether or not to make someone a job offer.

Scott: In my book from McGraw-Hill, High Velocity Hiring: How to Hire Top Talent in an Instant, I share a process for filling jobs more quickly. How can behavioral assessments help hiring managers hire faster?

Bill: Imagine knowing who is likely to perform better and which candidates are at high risk for behaviors that drive workers’ comp claims, professional liability issues, and absenteeism. Would having this information allow you to make informed and faster decisions on whom to hire? Absolutely! This is the type of reporting a thorough hiring assessment provides to hiring managers about job candidates. Managers use this information to make quicker and better hiring decisions.

Scott: Also in my book, I share a new way of interviewing, called the experiential interview. This hands-on form of interviewing lets a hiring manager see someone action. Instead of talking about doing work (the conventional way of interviewing), the hands-on interview allows them to see first-hand whether or not someone can do quality work. How can companies combine behavioral hiring assessments with this improved way of interviewing to enhance the objectivity of employee selection?

Bill: Experiential interviewing is a great example of an innovative way to learn the important details about a job candidate before making a job offer. Behavioral hiring assessments add to these details, uncovering information you would not find with conventional hiring approaches. These assessments help remove subjective decision making (which often leads to bad hires) by providing deep insights into a candidate’s potential for success in the job as well as disruptive behaviors that he would bring to your workforce. Combining experiential interviews with behavioral hiring assessments helps you vet talent quickly, accurately, and efficiently. This type of “bulletproof” process is vital in a tight labor market when you can’t afford to make mistakes.

Scott: What’s one last piece of advice you’d like to offer to anyone involved in hiring?

Bill: People are the heart and soul of your organization, making hiring one of the most important things you do. Give your hiring managers the best tools available to ensure they make accurate hiring decisions. You’ll be empowering them to spot the good hires and then make job offers quickly before a competitor snaps them up.

Bill’s company, Insight Worldwide, was founded in 2000. Since that time, they’ve amassed information from millions of potential employees on everything from their integrity, ethics, and capabilities, to their use of illegal drugs and their work habits. That’s why their approach goes a step beyond many assessments. Insight Worldwide’s clients get a clear picture of which candidate is the best fit for a particular role based upon their job behaviors. Visit insightww.com to learn more.

Scott WintripChoosing the Right People to Hire
read more

Is Your Hiring Technology Making You Fat?

No comments

No one likes to be called fat. Unfortunately, technology is often bloating the hiring process, making it not just fat, but slow. In this podcast, you’ll hear how to select technology that cuts the “calories.”

Scott WintripIs Your Hiring Technology Making You Fat?
read more

Why Recruiters on Your Team Aren’t Listening

No comments

Scott's Monday Morning MessageLeaders are often frustrated that they have to repeat themselves. Are the recruiters and other staff members on their team not listening?

No, often, they are not.

Short attention spans have gotten shorter. We have just nine seconds to capture someone’s attention. And only 30 seconds to share our full message being tuned out.

Less is more when it comes to being masterful in conversations. Being a “soundbiter” will have more of your direct reports listening, wanting to understand, and retain the valuable things you have to say.

Becoming an effective soundbiter begins with three simple steps:

Step 1 – Listen to how people communicate in person, on the telephone, and via television and radio. Pay particular attention to those that capture your attention while keeping their comments brief. Notice how they convey their ideas through their selection of words and use of volume, tone, and inflection.

Step 2 – Conduct a personal debrief after conversations you have with others. Pick statements you made during the conversation and develop alternative ways you could have made your remarks in more of a provocative, soundbite fashion.

Step 3 – Strive for progress, not perfection, by using select conversations as an opportunity to practice saying more with less words. Personal conversations are often a safe and easy place to start.

The job of being a leader is challenging. Leaders make it harder than it needs to be when they talk to much.

Scott WintripWhy Recruiters on Your Team Aren’t Listening
read more

Empty Seats Are Like Open Wounds

No comments

Scott's Monday Morning MessageIn an organization, an empty seat is like an open wound. It’s a painful distraction that interferes with the business’s core mission.

When there’s an empty seat, the work must either be redistributed or left undone, resulting in stress, costs, delays, and lost opportunity, as well as lower revenue.

What’s more, hiring to fill empty seats can take weeks or months, adding strain and extra costs.

This is why I’ve launched a new LinkedIn Group, called ZERO-TO-FILL. Members of ZERO-TO-FILL are committed to hiring that is faster and more accurate. Our shared vision? All jobs and assignments get filled with quality talent the day they open.

WHO MAY JOIN ZERO-TO-FILL:

  • Staffing and recruitment professionals
  • Talent acquisition and human resource leaders
  • Executives from vendors who provide hiring-related technologies and solutions

Currently, the group is accepting requests to join. Discussions will begin on July 15, 2015.

ZERO-TO-FILL will always be a supportive place to learn, share ideas, and improve the status quo.

Time-to-fill should be zero. This group brings together the parties who can make that happen.

To submit your request to join, go to:

ZeroToFill.com

Scott WintripEmpty Seats Are Like Open Wounds
read more

Time-to-Fill Should Be Zero

1 comment

Scott's Monday Morning MessageCan your company instantly fill any open seat? When you achieve a zero time-to-fill, which I call ZERO-TO-FILL, you can.

A new LinkedIn Group, called ZERO-TO-FILL, is now adding members who will support one another towards this goal.

Members of ZERO-TO-FILL are committed to hiring that is faster and more accurate. Our shared vision? All jobs and assignments get filled with quality talent the day they open.

WHO MAY JOIN ZERO-TO-FILL:

  • Staffing and recruitment professionals
  • Talent acquisition and human resource leaders
  • Executives from vendors who provide hiring-related technologies and solutions

Currently, the group is accepting requests to join. Discussions will begin on July 15, 2015.

ZERO-TO-FILL will always be a supportive place to learn, share ideas, and improve the status quo.

Time-to-fill should be zero. This group brings together the parties who can make that happen.

To submit your request to join, go to:

ZeroToFill.com

Zero to Fill medium logo

Scott WintripTime-to-Fill Should Be Zero
read more

Effort is the Enemy

No comments

Scott's Monday Morning MessageHiring managers typically need that empty seat filled yesterday, yet they often wait until tomorrow or a series of tomorrow’s before that happens. It is this very gap between yesterday and tomorrow that holds one of the greatest opportunities for staffing and recruiting firms.

The staffing industry can quickly elevate its reputation by more consistently providing talent on demand, right when it is needed. This not only delivers tremendous value; it is how firms can be rewarded with a more loyal constituency, a larger base of customers, and higher margins which are proportionate with the value being provided.

One key element standing in the way is effort. Agencies must recruit ahead, not behind, manufacturing the talent before it is needed. Buyers must be enrolled in a smarter process that allows them to acquire talent today, not tomorrow. Anything that causes delays, including resume submissions and interviews, must be eliminated and replaced with processes and guarantees that create a more nimble and responsive approach.

We live in an on demand, iTunes oriented, download it now society. To solve the needs of yesterday requires that staffing and recruitment vendors start acting today more like Netflix, Uber, and GrubHub. The alternative, perpetuating the status quo, will only further erode the already tenuous repetition of the industry.

Scott WintripEffort is the Enemy
read more