ten hiring mistakes
DESCRIPTION
This is a great presentation of the deadliest mistakes you want to avoid before and during your next hiring mission!TRANSCRIPT
Table of Contents
Introduc-tion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Mistake#1
Conclu-sion
A SPECIAL E-BOOK PRESENTED BY
M2-TEC USA, INC.
SPECIAL REPORT
HIRING In Selecting and Hiring Personnel
How to Avoid Them - and Make YourNext Hiring Mission a Success!
Disclaimer
This e-book is designed to provide information and education in personnel selection and hiring. It is sold with the understanding that the publisher and the author are not engaged in rendering legal or accounting services. The content of this e-book is solely based on the author’s professional experience and observations, and does not necessarily always reflect opinions or positions of any other quoted author(s).
While the publisher and the author have used their best efforts in preparing this workbook, they make no representation, claims or warranties with respect to the accuracy or completeness of the content of this work. The advices and strategies contained herein may not be fully suitable for your situation. Neither the publisher nor the author shall be liable for any loss of profit or any other commercial damages, including, but not limited to special, incidental, consequential or other damages – resulting from the study of this workbook.
If you do not wish to be bound by the above, you may return this e-book to the publisher for a full refund – minus 10% for covering administrative expenses.
----------------------------
Copyright © M2-TEC USA, INC. All rights reserved.
Published by M2-TEC PUBLISHING,a division of M2-TEC USA, INC.1988 Freedom DriveClearwater, FL [email protected]
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Table of Contents
Introduc-tion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Mistake#1
Conclu-sion
Page 7Page 1
Page 02 - 03 INTRODUCTION : PurposeofthisE-Book.OrganizationofthisE-Book
Page 04 - 05 MISTAKE N°1 : Thecompany’slongtermstrategyisunclear
Page 06 - 07 MISTAKE N°2 : Themarketingapproachisinappropriate
Page 08 - 09 MISTAKE N°3 : Thejobopportunityis“toogoodtobetrue”
Page 10 - 11 MISTAKE N°4 : Gutfeelingsleadthepre-selection
Page 12 - 13 MISTAKE N°5 : Fallinginthe“personalitytrap”
Page 14 - 15 MISTAKE N°6 : Thecandidatecontrolstheinterview
Page 16 -17 MISTAKE N°7 : Dangerous“invisible”factorsareneglected
Page 18 -19 MISTAKE N°8 : Finaldecision:thesubjectivedominates
Page 20 - 21 MISTAKE N°9 : Whathappensafterhiring?
Page 22 - 23 MISTAKE N°10 : Importantfactorsofnegligenthiringare unknown
Page 24 CONCLUSION Conclusion
TABLE OF CONTENTS
Table of Contents
Introduc-tion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Mistake#1
Conclu-sion
Page 6Page 2
Practical Tips
Ourpurposeistohelpyouunderstandthenaturallawsofhiringsothatyoucandevelopanoptimalcontrolofthisvitalfunction.Thesuccessandexpansionofyourcompanyis,toalargedegree,dependentuponyourabilitytoattract,hireandleaddedicated,productiveandloyalemployees.Thisexclusivereport,basedon21yearsofexperienceandtheevaluationofover20,000candidates,guaranteestoprovideyouwithinvaluabletipsto:
• Minimizethesubjectivityofyourhiringjudgment
• Attractandhirethebest,mostqualifiedcandidates
• Simplifyandmakeyourhiringproceduremuchmoreeffective
• Developahigh-spirited,highperforminganddedicatedteam.
Presentation of the No-Fail Hiring System™
TheNo-Fail Hiring Systemisaunique,practicalmethodologydedicatedtohelpsmall-to-mediumsizedcompaniesdevelopanoptimalcontroloftheirselection/hiringmissions.
Withinthelast21years,wehaveevaluatedover20,000candidatesandworkedwiththousandsofbusinessesin25countries.Theknow-howdevelopedthroughouttheseyearsallowedustodesignthemostpractical,down-to-earthandeffectivesystemforselectingandhiringpeople–fromsalestotechnicalandmanagerialpositions.
Weareallawarethattheeconomicandemotionalcostsinvolvedin“badhiring”canpotentiallyruinacompany’sexpansionplans.Asamatteroffactitisestimatedthatthedirectcostofawrongrecruitmentamountsto$29,000–notconsideringtheimpactofconsequentfrustrationsand/ordisappointmentswhichcanunderminethebusinessowner’smorale.
TheNo-Fail-Hiring Systembringsthevitalknowledge,toolsandpracticalsupportswhichcanhelpyouavoidcostly,sometimesdeadlymistakes–astheonespresentedinthisreport.
Itissolelybasedonprovenexperience.Althoughnoneintherecruitmentindustrycanclaim100%efficiencyinitsmethod,wecanclaimthatoursystemandtechniquescandouble,eventripleyoureffectivenessinselectingandhiringpeople.
Yousimplycan’taffordtofailinhiring.The No-Fail-Hiring Systemoffersyoutominimizetherisksoffailureandprovidesmorecertaintyofsuccessthananyothermethodology,ifappliedperfectly.
Thisspecialreportisapresentationofthecostliest–sometimesdeadliestmistakeswehaveobservedwhichcanaffecttheoutcomeofyouhiringmissions.Therelatedadvicesandsuggestionsweredevelopedfromreallifeexperience,notfromanynebuloustheory.Trythemandseeyoursuccessratereachunsurpassedlevels.
PURPOSE OF THIS E-BOOKTable of Contents
Introduc-tion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Mistake#1
Conclu-sion
Important:
The No-Fail HiringSystem was developed
specifically for small-to-medium sized companies
which do not have a department or service entirely devoted to the
hiring process.
This system is based on good sense, practical
observation and successful experience. If you need help in establishing an
effective hiring department, we can help.
Modern Hiring Tools and Technology
Page 7Page 3
The Deadly MistakeThroughourexperience,wehavedetected10deadlymistakes,madebyover90%ofsmall-to-mediumsizedcompaniesinthehiringprocedure.Anyofthesemistakescancostyourcompanyunbearableconsequences.
Thisreportwillhelpyoudetectandcorrectanyofthemostobviousandmosthurtingmistakesyourcompanymayhavesufferedthroughinthepast.
The Immutable Law
Foreachdetectedmistake,wepresentanimmutablelaw.Onethingaboutimmutablelawsis:theyshouldneverbeviolated.Foreachofthesemistakes,weproposeasolutionandrecommendations.
Eachimmutablelawandrelatedsolutioncanhelpyoudramaticallyimproveyourcontrolonthehiringprocess.
The No-Fail Hiring System Application
EachimmutablelawiscoveredinourNo-Fail Hiring Systemtrainingprogram.Ifyouneedhelpinimplementingthelawsaspresentedherein,gettrained.Ourtrainingprogramaddressesthefollowinggeneraltopics:
• HowtogetstrategicallypreparedPRIORtothehiringcampaign,inordertoattractthemostqualifiedcandidates?
• Uniqueinterviewingprocedure.Howcanyouquicklydetectthemostimportantselectioncriteria,withmaximumobjectivity?
• DiagnosticSupport.Ourweb-basedRecru-tec™testisthebestqualitycontroltoolforyourhiringprocedure.Ithelpsyoudetectwhatyoudidnotseeduringtheinterview,regardingacandidate’sintentions,honestyandmanyotherimportantpersonality-relatedfactors.
ORGANIZATION OF THIS E-BOOK
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Mistake#1
Conclu-sion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Mistake#1
Conclu-sion
Table of Contents
Intro-duction
The No-Fail Hiring System is structured
around 18 immutable laws in the field of
recruitment.
By knowing and applying each one of
these, you have the guarantee to greatly
improve your results in your hiring experience.
Modern Hiring Tools and Technology
Page 6
THE DEADLY MISTAKE
M01MISTAKE
Page 4
THE COMPANY’S LONG-TERM STRATEGY IS UNCLEAR
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Conclu-sion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Conclu-sion
Table of Contents
Intro-duction
Mistake#1
Lack of Vision
Anunclearvisionofthefuturemakesgoodcandidateshesitate-evenrunaway.Ontheotherhand,itdoesn’trepelthosewhoaremostlylookingforjobsecurityordonotseethepointingettinginvolvedinthecompany’sfuture.
Lack of Challenge
AlackofchallengeonthejobANDinthebusinesscanhaveadisastrousimpactongoodcandidates.Thisisduetoaveryspecific,naturalattitude:productivepeopletendtorespondfavorablytochallengingopportunities.Infact,theysearchforjobswhichofferanopportunitytoprovethattheyaregood!
Incomplete Job Description
Acompany’sstrategythatisn’tclearlydefinedgeneratesanincompletejobdescription.Itisusuallylimitedtoapartialexplanationofresponsibilities/functionsforthepost,whilenottakingintoconsiderationtheaddedvalueandthepurposesoftheposition.
Uncertainty of the Future
Ifyourcompany’sstrategyisn’tclear,goodcandidatesmayfeelthatyouareuncertainaboutthedirectionthecompanyisheadingto.Thisisadeadlymistakeinthehiringprocessandgoodcandidateswillnotbeafraidtochallengeyouonit.
Deadly Mistake #1Small-to-medium sized companies too often neglect the importance of having a well defined strategy, as part of the hiring process. The company “simply” hires because there is an empty spot which needs to be filled. Top management often is not aware enough that a clear picture about the company’s future and the related challenges, are vital criteria for good candidates to respond to your hiring messages.
If you don’t seem to have a clear picture of the future, the applicant will not believe in it.
SEE NEXT PAGE...
THE IMMUTABLE LAW
The Solution:GOODcandidateswanttoseeaclearvisionofyourcompany’sfuture;theyalsowanttofeelthatthereareopportunitiesandchallengestoprovethattheycanachievethings.“Knowingwhereyouaregoing”isaprioritytoensuresuccesswhenhiring.
Beclear“inyourhead”inregardstothefutureofyourcompany.Thesmallestdoubtregardingthefuturewillbeinexorablyfeltthroughthehirer’sattitude.Exposinghowyouseethecompany’sfutureisoftenasimportantasjustbraggingaboutacareerplanforthecandidate…
The accuracy of your “internal vision” of the future directly influences the conviction of a GOOD candidate.
BE READY TO “SELL” THE FUTURE
REMEDY
R01
Page 5
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Conclu-sion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Conclu-sion
Table of Contents
Intro-duction
Mistake#1
Immutable Law
The good candidate’s profile has changed. It doesn’t always match what the company is offering. Your message must include more than just the reassurance of a good pay, a flexible structure and/or a great work atmosphere.
Good candidates are attracted by the future and are looking for rewarding challenges.
Application:
The No-Fail Hiring System provides you with funda-
mental questions that good candidates ask when faced with future employers. You can therefore develop your
hiring strategy, adjusting your “speech” according to
your vision of the future.
You want to speak about what good, qualified candi-
dates like to hear!
Recommendations:• Formalizeyourvisionofthefuture
• Makechallengesknown,internallyandtocandidates
• Createamessagethatappealstogoodcandidates
• Clearlydefinecriteriaforsuccess/performance
• Definethejobintermsofpurposesandaddedvalue
Page 6
THE DEADLY MISTAKE
M02MISTAKE
Page 6
Deadly mistake #2A widely agreed-upon comment in the hiring process is: “we cannot find enough good candidates”. This reveals a deep lack of awareness about major modifications in the job market which have occured in the last couple of years.
THE MARKETING APPROACH IS INAPPROPRIATE
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake #2
Mistake#1
Too ConservativeManysmall-to-mediumsizedbusinessesdevelopaveryconservativeattitudewhenfacedwithhiringchallenges.TheydonotunderstandthatGOODcandidateshavethepowerofselectionintheirjobsearch.Youarejustoneofhundredsofemployerslookingforthebest…
Reversed RolesAGOODcandidateknowshis/hervaluewhenofferinghis/herservices.Apotentialemployerwhodoesnotrecognizesuchvaluewillhaveahardtimeattractingthegoodones.Anditisnotjustaboutmoney…
Improperly Targeted Message
Thecompanydeliversaveryclassicalorboringmessage,mainlyattractingcandidateswhoarelookingforjobsecurity.TheydonotunderstandthatGOODcandidatespresentthemselvesas“givers”ratherthan“takers”.Theyconsiderthemselveslikeprospectsforyourcompany.Theyknowtheyhaveachoice.
Wrong Positioning
Thecompanydoesabadjobofsellingitselftogoodcandidates.Itdoesn’tunderstandthatmarketingcomesbeforeselling:thefirststepistoattractthem.Themistakeistryingto“sell”anemploymentopportunity,withoutreallyknowingwhattheGOODcandidatesarelookingfor.
SEE NEXT PAGE...
Page 7
REMEDY
REMEDY
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Immutable Law Good candidates exist – if they don’t come to you they go to other “candidate-hungry” companies. The search for good employees is raging and opportunities for a good job are many. But here is the secret:
Your first challenge is not to find good candidates; rather, your biggest challenge is to attract them!
APPLY THE FUNDAMENTALS OF MARKETING TO HIRING
SolutionThejobmarkethasstronglyevolvedinthelastcoupleofyears.GOODcandidatestodayareina“power”position.Theyknowtheyhaveachoice.Theyaremoreselectiveandmoredemandingwhenfacedwithmultiplejobopportunities.
Yourattitudeinhiringshouldbetheoneofamarketingmanager,facedwithtoomanycompetitorsgoingafteryourpotentialcustomers:“whatdoIneedtodotoattractgoodcandidates,evenbeforetheyshowupatthehiringinterview?”
Motivate the good candidates to discover your company.
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake #2
Mistake#1
Application
If you need help getting a unique position on the hiring
market, the No-Fail Hiring System can assist you in developing the right marketing
attitude, before you start the hiring procedure.
We help you position your company clearly and
uniquely, so that GOOD candidates realize rapidly
that you are different from the “competition”.
Recommendations• Createanadthatfocusesonthecompany’s
futurestrategicplans
• Developauniquemessageaboutchallengesonthejob
• Stateclearlythatsalarymightbeanattractivecriterionbutsecondarytofuturepotentialawards
• Makeanaturalpre-selectionbypushingtheimportanceofperformance-basedcompensation
• Challengethecandidateswiththepurposes/addedvalueofthespecificjob–goodoneswilllikeit
Page 6
THE DEADLY MISTAKE
M03MISTAKE
Page 8
Scared to ScareTheemployertoooftenavoidsbeingclearandhonestinregardstothecompany’sweakpointsorinternalchallenges.Hedoesnotwantorisscaredtodiscouragecandidates.
Failure to IntegrateItisestimatedthatcloseto50%ofhiringfailuresarelinkedtoanintegrationproblem.Anemployerwho,duringaninterview,presentsthecandidatewithapictureofthecompanythatistoofarfromreality,risksdeceivingthecandidateinthenearfuture.
Over-selling a PositionWorriedaboutconvincingthecandidate,theemployerhasatendencyto“over-sell”theposition.Lateron,thetruthcomesout.Thecandidatefeelstricked.His/herattitudethereforebecomes:“Theydidnottellme…”oreven,“HadIknown…”.
Unclear ExpectationsOnceonthejob,thecandidatereactsnegativelytounexpectedjobsituationsthatwerenotmentionedduringtheinterview.He/shethereforegrowsresentmenttowardshis/heremployer.
THE JOB OPPORTUNITY IS “TOO GOOD TO BE TRUE”
Deadly Mistake #3 Just as an enthusiastic sales rep can exaggerate the benefits of his/her product, the employer has a tendency to make the job opportunity sounds “too good to be true”.
Later on, when certain concealed problems/difficulties appear, the candidate can simply turn them down because he/she did not expect them. “They didn’t tell me everything during the interview”. A hidden truth will always bring about a source of frustration or deception.
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake #2
Mistake#1
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Page 7
REMEDY
REMEDY
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Solution
Applythelawoftransparencyearlyoninyourmessageaswellasinyourinterviewprocedure.Bepreciseinyourexpectationsanddon’tbeafraidtodescribearealisticsceneofthesituation.
Clearlyexplaintothecandidateswhatyouexpectfromthemintermsofresults,dailyactionsandbehavior.Theywillbelesslikelytorebelacoupleofmonthsafterbeinghired.
The bad candidates will run away, the good ones will love the challenge.
SCARE YOUR CANDIDATES… THE GOOD ONES WILL LIKE IT!
Application
If needed, the No-Fail Hiring System offers
you to develop a unique strategic tool which
allows you to make all the important and delicate
issues very clear.
This strategic tool will be a perfect management
support in the integration phase and in the
supervision of your new employee(s).
Immutable Law50% of all hiring failures happen before you start the hiring procedure. A very good candidate can become a bad one for your company, if he/she does not obtain what was promised or what he/she expected.
Apply the law of transparency before you hire in order to avoid surprises later.
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake #2
Mistake#1
Recommendations• Donotbeafraidto“scare”
candidates
• Beveryclearinyourexpectations,don’thideanything
• Naturallyselectthe“good”onesbychallengingthem
• Avoidbad“surprises”and/ordisappointments
• Protectyourselfinthefuturebyapplyingthe“lawoftransparency”
Page 6
THE DEADLY MISTAKE
M04MISTAKE
Page 10
Deadly Mistake #4 The “gut feeling” rule is too often used in the preselecting step of resumes. These are analyzed with subjective specifications such as:
• What has the person done in life?
• Are there too many “holes”?
• How is the general presentation of the application letter?
• Is the personal letter well written?
• Is the picture aesthetic?
It has been proven times after times that an attractive resume doesn’t necessarily represent a qualified candidate.
GUT FEELINGS LEAD THE PRE-SELECTION
The resume is too nice to be trueThegapbetweensomeattractiveaspectsofaresumeandcruderealityisusuallyrevealedduringtheinterview.Wrongedbythefirstimpressionseenonpaper,theemployeristhenfrustratedbytheactualqualityofinterviewedcandidates.
Wasted TimeThetimewastedwith“promising”candidateswhoprovetobeunqualifiedistheusualconsequenceofpreselectingwithyour“guts”.Someelementsofaresumemayseemimpressiveonpaperbutirrelevantfortheconcernedposition.
Missed OpportunitiesWhenusingsubjectivepre-selectioncriteria,onetakestheriskofmissingGOODcandidates.A“pretty”resumedoesnotnecessarilyreflectaqualifiedcandidate;infactithasbeenproventhatthebestcandidatesdon’talwayshavetheprettiestresumes.
Lack of formalizationAlackofformalized,objectivespecificationscanpreventmanagementfromdelegatingefficientlythisfirststepofhiring.Managementisthereforeforcedtoanalyzeeachincomingresumeindetails.
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #2
Mistake#1
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Page 7
REMEDY
REMEDY
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SolutionObjective,measurableandvisiblespecificationsforpre-selection/qualificationofcandidatesmustbeformalizedwithinyourcompany.
Allpersonsinvolvedinthehiringprocessmustthenbeinformedoftheseobjectivespecifications,inordertoaccuratelymeasurethedegreeofqualificationofacandidate.
Thequalifyingcriterianeedtobeformalizedandmustbebasedonexperienceandsuccessfulactions.Thebestwaytospecifyan“idealprofile”forafutureemployeeistolookforanexistingsuccessfulprofilewithinthecompany.
Immutable LawIf you are trying to fill a job for which no ideal profile has ever been developed, you run the risk of being too influenced by subjective pre-selection criteria as presented in the resume.
Subjective criteria might be impressive but they are not the ones you should use to evaluate a resume.
FORMALIZE YOURPRE-SELECTION CRITERIA
Application
The No-Fail Hiring System minimizes the “gut feeling” in preselecting resumes. A
standard application form is used, in order to easily detect
three different qualification criteria for a candidate:
primary, secondary and subjective.
This enables you to easily delegate the pre-selection
function, knowing that you won’t miss the best qualified
candidates.
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #2
Mistake#1
Recommendations
• Knowhowtodistinguishbetween“pretty”resumesandthetrulypromisingones.
• Discoverthenon-sequiturandhiddenmysteries.
• Eliminateaccordingtoyourpre-determinedobjectivespecifications.
• Knowhowtodelegatethepreselectingprocess.
• Avoidmissingthegoodcandidatesbyfocusingmoreontheobjectivecriteriaofqualification.
Page 6
THE DEADLY MISTAKE
M05MISTAKE
Page 12
FALLING IN THEPERSONALITY TRAP
The nice personality syndromeOnecaneasilybeseducedbyapersonwithapleasantattitudewhohasdemonstratedgoodrelationalskillsduringtheinterview.Butdidhe/shenecessarilyshowhis/hertruepotential?
Personality vs. PotentialSomepersonality-relatedqualitiesmightbeimportantbuttheydonothoweverreflecttheabilitytogetresults.Interviewsareoftenlimitedtomeasuringpersonalityratherthanpotential.
“Difficult” PersonalityAstrongpersonalitycangeneratedislikeorsuspicion.However,itcanalsoreflectthecandidate’sstrongwillinattainingresults.“Nice”peoplearen’talwaysthemosteffectiveones….
Momentary PersonalityThemomentarypersonalitydoesnotnecessarilyreflectthecandidate’sfutureattitude.Theemployerthereforesearchesforsignsofweakness,withoutactuallyeverknowinghowtomeasuresuchsigns.
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake #2
Mistake#1
Mistake #5Is efficiency based on a candidate’s personality? This question confuses many employers, as they tend to mix up personality and potential.
The hirer can be highly influenced by whether or not he/she “hit it off” with the candidate.
It is too frequent to interview on the basis of skills… and to hire on the basis of personality.
SEE NEXT PAGE...
Page 7
REMEDY
REMEDY
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Solution
Yourfirstpriorityinthehiringinterviewistoanswerthefollowingquestion:“Willthecandidatebeabletoachievetherequiredresultsforthisposition?”
Inotherwords,whatisthecandidate’spotentialabilitytoreachspecificresultsonthejob,withinaspecificworkingenvironment?
Thepersonality-relatedevaluationcriteriaarenotalwaysobjective,anddonotalwaysreflectthecandidate’sfutureattitude.Whatyouseetodaymaybeverydifferenttomorrow!
Somebehavioralorpersonality-relatedweaknessescannotsystematicallybeconsideredasabarriertobeingproductive.
Application
The No-Fail Hiring System presents a very structured
interview procedure which guarantees to provide you
with a clear picture of a candidate’s true potential.
And this is done with a level of precision that has never
been obtained through “classical” methods!
KNOW HOW TO MEASURE WHAT IS MOST IMPORTANT FIRST
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake #2
Mistake#1
Recommendations
• Askquestionsthatgostraighttothepointregardingresults
• Findoutaboutacandidate’s“lasting”personality,notjusthis/hermomentaryone
• Findoutaboutthecandidate’spastachievements
• Measurethecandidate’sabilitytosolveproblems
• Don’tfallinthepersonalitytrap.Ifyoulikeacandidateduringtheinterviewthatdoesnotmeanthatheorshewillgetresultsonthejob!
Immutable LawPersonality is second to potential. The only benefit to detecting a candidate’s personality is to be able to judge if it will act as a barrier or a support to his/her productivity.
The first selection criterion is the potential, not the personality. And the two do not always match!
Page 6
THE DEADLY MISTAKE
M06MISTAKE
Page 14
Mistake #6The employer, worried about the job opening and eager to “sell” the company to a candidate, usually makes two mistakes during the job interview:
• he/she talks too much,
• he/she does not find out enough critical elements about the candidate’s potential (a consequence of the first mistake).
In a non-structured interview, the candidate who speaks the best commonly comes out winning the job.
THE CANDIDATE CONTROLS THE INTERVIEW
Too much time wasted in talking.Whether or not the candidate is qualified for the position, the employer often feels“obliged”togothroughaprofessionalpresentationofthecompany. This issometimesuselessasalargeamountofvaluabletimeisspentrepeatingthesamemessageateachinterview.
Not enough time to really find out about the candidateIn a classical interview setting, the employer asks the candidate the wrong questions.Asaresulthedoesnotobtainthevitalinformationwhichwouldallowhimtoproperlyevaluatethecandidate’struepotential.
Lack of ControlAcandidatewhoisaskinglotsofquestionsdoesnotalwaysmeanhe/sheisinterested.Manycandidatesknowwhatattitudetheyshouldpresentinaninterview.Ifyouletonetalktoomuchorasktoomuchyoulosethecontroloftheinterview.
Tired of repeating yourself?After repeating the same presentation several times, the employer looses his/herenthusiasmandpersonalconviction.He/shebecomeslessefficientandlessinterested.His/her approach has less impact on the candidate, therefore giving him/her theopportunitytoleadthedebate.
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #2
Mistake#1
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Page 7
REMEDY
REMEDY
R06
Page 15
Immutable LawDon’t waste your time, repeating the same message. Put all your attention on discovering the candidate by asking the right questions. Don’t let the candidate “overwhelm” you with his/her own questions.
During the interview, you should be the one who “runs the show”!
ASK THE RIGHT QUESTIONS
Solution
Yourquestionsmustbestructuredinordertoobtainvisibleandobjectiveselectioncriteria,suchas:
• Thecandidate’saptitudetogetresults,
• His/herlastingpersonality,ratherthanhis/hermomentaryone.
Ahiringinterviewmustbecontrolledbytheemployer–notbythecandidate.Itisyourjobtomakethecandidatetalkandrevealhis/hertrue,lastingpersonality.
Butdon’tlethim/hersayjustanything…Youmustobtainvitalinformationthatwillenableyoutoalsodetecthis/hertruepotentialtoobtainresultsonthespecificjob.
Application
The No-Fail Hiring System includes a list of
key questions to be asked in a precise order. By
using it correctly, you are guaranteed to find out the
most important selection criteria.
You are fully in control of the interview and you do not
waste time!
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #2
Mistake#1
Recommendations
• Avoidthe“prettytalker”trap
• Controltheinterview;donotletthecandidatetalktoomuch
• Askresult-orientedandaction-orientedquestions
• Don’tfallinthe“Ilikethisperson”trap
• Makeitclearlyunderstoodthatresultscomefirst,notthepersonality.
Page 6
THE DEADLY MISTAKE
M07MISTAKE
Page 16
Mistake #7
Hiring is often based on what is seen and observed during the interview. Within a couple of months, a costly disappointment can result from many “unseen” personality factors.
To wait for discovering the candidate’s true potential and personality after a couple of months can lead to costly consequences.
Most of the available diagnostic supports do not help because they focus on the momentary personality – not on the lasting one!
DANGEROUS “INVISIBLE” FACTORS ARE NEGLECTED
Lack of CertaintyTheemployerdoesnotalwaysfindanswerstohis/herquestions.He/sheisindecisiveortakesdecisionswithoutbeingcompletelyconvinced,thereforeopeningthedoortodisappointment.Undetectedweaknessesarecommonlytheonesthatleadtofailure.
Testing reliabilityTheemployersometimesusesdiagnosticsupportssuchaspsychometrictests,inordertoreinforcehis/herimpressions.Unfortunatelythereliabilityoftheseisveryoftenquestionable.Theyveyoftenfailtopreciselymeasurethecandidate’slastingpersonality.
Quality ControlOneofthebiggestproblemwhichisnotresolvedwithavailabletestingservices,istheconfusionassociatedwiththemomentaryandthelastingpersonalityofthecandidate.Usingtheseasqualitycontroltools,willnotassisttheemployerindeterminingthecandidate’struepotential.Lack of ObjectivityTheemployerhasatendencytolistentoomuchtothecandidate’sargumentsandpromises.He/shedoesnotnecessarilyperceivealarmingindicators,hiddenbehindamomentarilypleasantattitude.
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #2
Mistake#1
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Page 7
REMEDY
REMEDY
R07
Page 17
The“perfect”candidatedoesnotexist.Multiplefactorsdetermineyourdegreeofcertaintyregardingacandidate.The“lasting”personalityistheonlyindicatorastohowthecandidatewillreactinspecificconditions/situations,onceonthejob.
Solution
Detectingvitalelementsofthecandidate’s“lasting”personalityarefundamentalifyouwanttopredicthis/herbehaviorandproductivitylevel.
Thecandidate’sbehaviorduringtheinterview,orduringthe“honeymoonphase”,doesnotnecessarilyreflecthis/herTRUEpersonalityandhisfuturebehavioronthejob.
Immutable Law
Your biggest challenge is to minimize the subjectivity of your evaluation. The solution is to use a diagnostic support that guarantees to report the difference between lasting and momentary personality.
DIFFERENTIATE BETWEEN THE “LASTING” AND MOMENTARY PERSONALITY
Application
The No-Fail-Hiring System provides a web-
based diagnostic support, the Recru-Tec test™. It is a “reactivity” test which
precisely measures how the candidate will react
when faced with specific circumstances on the job.
The Recrutech Test is the only one which allows you to differentiate the lasting
from the momentary personality.
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Mistake #8
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #2
Mistake#1
Recommendations
• Minimizethesubjectivityinyourevaluationwiththerightdiagnosticsupport
• Knowthetechnicalaspectofyourdiagnosticsupport
• Makesurethatyourdiagnosticsupportdetectsthe“lasting”personality
• Usetherightsupportasaqualitycontrol–todetectwhatyoudidnotseeduringtheinterview
• Strengthenyourcertaintybyknowingwhatyoumustmeasure
Page 6
THE DEADLY MISTAKE
M08MISTAKE
Page 18
FINAL DECISION: THE SUBJECTIVE DOMINATES
Evaluation criteriaEvenwhenaskingtherightquestions,theemployerisn’talwaysabletoefficientlydeterminethevalueofthecandidate’sanswers.Withoutpreciseandstandardevaluationcriteria,onecanmissvitalinformationormis-evaluateitsrelativeimportance.
The procedure is too cumbersome
Concernedaboutminimizingtherisks,theemployeroftenrequiresthecandidatetogothroughmultipleinterviews.Thisprocedureisn’talwaysappreciatedbygoodcandidates.Timeisimportantandtheycouldbemissingotheropportunities.
Lack of formalizationThehiringdecisioniscommonlybasedonsubjectivecriteria.Eachconcernedmanager/hirerisdefendingorjustifyinghis/herviewpoint.Whatpleasedone,displeasedanother,andnooneiscompletelyreassured.Lackingformalization,thehiringprocedureremainsagameofluck.
Conflicting Point of ViewsIfseveralindividualsinterviewthesamecandidate,theydonotalwayssharethesameevaluationstandards.Personalopinionsopenthedoortodisagreements,conflictsand/orindecisions.
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #2
Mistake#1
Mistake #8During the final hiring phase, the employer commonly consults a colleague, or coordinates his/her decision with the future employee’s direct senior.
This coordination is sometimes established on personal opinions, rather than on objective evaluation specifications. One likes the candidate while the other has mixed feelings and is unsure as to why he/she feels that way.
The hiring decision is too often based on a hope for success rather than on the probability of success.
SEE NEXT PAGE...
Page 7
REMEDY
REMEDY
R08
Page 19
Solution
YoumustFORMALIZEalistofevaluationstandards,usedbyallindividualsinvolvedtoanalyzetheinterviewedcandidate’spotential.Eachmustbeabletomeasurethesamethingssoastominimizesubjectivefactorsandempiricism,inthefinalhiringdecision.
Anyoneinvolvedinevaluatingacandidate’spotentialmustunderstandANDapplythesestandards.Onlythencanafinalselectionbedoneobjectively.
Immutable Law
Subjectivity must be minimized in the hiring process. It is vital to be able to determine what measurable criteria can judge if a candidate has (or does not have) the potential to achieve good results in a vacant position.
Formalization=Precision
USE OBJECTIVE EVALUATION STANDARDS
Application
The No-Fail Hiring System contains immutable laws
which help you measure a candidate’s potential. Each law is handled with precise
evaluation standards.
Everyone is measuring the “same thing” with the same
evaluation standards!
Mistake #9
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #2
Mistake#1
Recommendations
• Minimizethesubjectivityinyourevaluationbyusingstandardevaluationcriteria
• Requireeverybodyinvolvedtousethosestandardcriteria
• Focusonthecandidate’spotential,nothis/herpersonality
• UseamethodicalprocedurewhichanalyzesthesamecriteriawithALLcandidates
• Refusesubjectiveopinionsfromcolleaguesonacandidate.Sticktotheobjectivecriteria.
M09MISTAKE
Page 20
Mistake #9 Having integrated a more or less organized structure, the candidate is suddenly faced with multiple variables and unknowns. Productivity on the job is far from being the first challenge. Discovering the professional environment and developing interpersonal relationships with his/her new colleagues, represent challenging tasks.
Hiring looks a lot like sales: the customer judges you by what you do after the sale is completed.
EFFORTS ARE LIMITED TO THE HIRING PROCESS
Priority conflictsHavinginvestedtimeandenergyinthehiringcampaigntheemployerisnowconcernedabouthisreturnoninvestment.Thefocusisthereforeonmakingthenewlyhiredpersonproductiveasfastaspossible.
“Tom-Tom” ManagementThenewemployeeseldomhasaformalizedlineofconducttofollowinordertosucceedonthejob.Itiscommonlyreferredtoasthe“Tom-Tom”law-youexplainwhatisexpectedonce,andthenletthe“newone”figureitout!“That’showformeremployeeslearned….”
Frustrations and disappointmentsAfterawhile,thenewemployeegetsdiscouragedduetohis/herlackofresults,andstartsblamingtheemployer.Thelatterthenfindsmanyreasonswhyhe/shemadeamistakeinthehiringdecision.
Insufficient TrainingThebasictraining(ifavailable)oftenlackseducationalqualities.Manysmall-to-mediumsizedcompaniesviolatethe“learningcurve”principle.Thecandidatemustfindoutthe“tricksofthetrade”byhimself/herself.
THE DEADLY MISTAKE
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #2
Mistake#1
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Page 7
REMEDY
REMEDY
R09
Page 21
Solution
Youmustincorporateaformalplaninordertoensureasuccessfulintegrationofthenewemployee.
Thisplanmustincludeacompletechecklistwithsequentialactionsthatmustbemasteredinordertobequicklyoperational.
Thecandidatemustbeawareofwhatwillbedonewithinthenext3,6and12months,inordertohelphim/herdevelophis/herskills.Aformaljobintegrationplanbringscomfortandstabilitytoanewemployee.
PREPARE A PRECISE JOB INTEGRATION PLAN
Application
The No-Fail Hiring System provides a complete
checklist, with sequential actions, to ensure that the
new employee is quickly operational and efficient on
the job.
You promote and valorize his/her personal efforts
towards maximum productivity.
Mistake #10
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #2
Mistake#1
Recommendations
• Formalizeajobintegrationplanforthenext6to12months
• Accelerateemployeeachievementsbymeasuringactionsagainstresults
• Developtrustintherelationshipbystickingtopre-setevaluationcriteria
• Developthenewemployee’scompetencesonaregularbasis
• Createstabilitybyofferingcareerplans,notjustjobs
Immutable Law
To ambitious and future-oriented young employees, in-depth training is a sign of professionalism and respect. Investing in people is also a sign of appreciation for human values.
Hiring high-potential people is the first step to success. investing in them is your next one!
Page 6
THE DEADLY MISTAKE
M10MISTAKE
Page 22
Lack of deterrenceManysmall-to-mediumsizedcompanieslackthepowerofdeterrence,bynotapplyingstrictandknownrulesofpre-employmentscreeningsand/orbackgroundchecks.Candidateswhohavesomethingtohidecanthensellthemselveswithoutriskingtobedetectedatthestart.
Lack of written policies and proceduresNothavinganythinginwritingopensthedoortointerpretationandlaxness.Whenitcomestohiringpeople,manycompaniessufferadeeplackofpolicyandprocedures,thepurposeofwhichbeingtheformalizationofhowthingsaredoneinthebusiness.Negligenthiringcanbea“natural”consequenceofabsenceofpolicies.
No safe hiring statementTheemployeroftenneglectstocommunicateopenlyabouthiscompany’shiringrulesandprocedures.Thespecificaspectofactionstakentoavoidnegligenthiringarenotknownorcommunicatedtocandidates.Thiscanleadtolegalandeconomicchaoswhensome“trouble”candidateisdetectedonlyafterthehire.
Legal compliance issues unknownLegalissuesregardinghiringareverystrict.Therearequestionsyoucan’taskandactionsyoucan’ttake.Iftheemployerisnotawareofthoselawsherunstheriskofhavingacandidatebecomehisbusiness’worstlegalenemy.Companieshavebeeneconomicallydestroyedbecauseofignoranceofsuchlaws.
IMPORTANT FACTORS OF NEGLIGENT HIRING ARE UNKNOWN
Mistake #10Legal issues regarding negligent hiring are often neglected by the employer. If a dangerous, unqualified or dishonest employee is hired – and harm occurs – the employer faces the potential of a lawsuit for negligent hiring.
Worst, a bad-hiring decision can result in loss of business and damage to a professional reputation that may take years to correct. And if the business is sued, there is often not much that can be done to show due diligence.
Not knowing who you hire is like playing Russian roulette with the future of your business.
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Mistake#1
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Page 7
REMEDY
R10
Page 23
REMEDY
Solution
Youwanttodevelopprecisepoliciesandprocedureswhichmonitorandguidethehiringprocess.Theseproceduresmustbeclearlycommunicatedtoeverycandidatepriortotheinterview.
Onevitalpolicymustberelatedtothestandardizationofyourpre-employmentscreeningsand/orbackgroundchecks.Nocandidateshouldbeallowedtoavoidsuchactions.Bygettingallofthemthroughsuchprocedureyouforcethosewhohavesomethingtohidetoeitherbehonestortolookforanotherjob.
Immutable LawNo safe hiring procedure means: you can be sued for negligent hiring. This can lead to the worst nightmares imaginable for you… and your business. So know your legal rights and obligations when it comes to hire new employees!
A safe hiring program can save you time, money… and even your business!
DEVELOP A SAFE HIRING PROGRAM
Application
The No-Fail Hiring System provides a standard
format of pre-selection and interview. Specific questions are asked which guarantee to legally help you evaluate
a candidate’s honesty and intentions more precisely
than any other method.
You minimize the odds of being accused of negligent
hiring or being sued for discrimination.
Conclu-sion
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Mistake#1
Recommendations
• Developclearpoliciesonhiringandpre-screening
• Presentyourhiringpoliciestoeverycandidate
• Systematicallydoabackgroundcheckonallyourpre-selectedcandidates
• Makeupalistofquestionsfortheinterviewwhichyouknowarenotillegal
• Usethesamestandardevaluationsystemforeverycandidatesoyoudonotriskdiscriminationpenalties
Page 6Page 24
CONCLUSION
Hiringisnotandwillneverbeanexactscience.However,the No-Fail-Hiring Systemallowsyoutoreducethesubjectivityofyourevaluationsanddecisionstoalmostzero.
Bymasteringtheconceptspresentedinthisreport,youcanminimizetherisksoffailure.WiththeNo-Fail-Hiring System,youtrulyreinforceyourknowledgeandknow-howonthisstrategicallyvitalsubject.
Hiringisindeedavitalpartofyourjobasabusinessownerorgeneralmanager.Evenifyoudecidetodelegatethejobtosometrustedemployeeorifyousub-contracttheworktosomeoutsideexpertconsultants,youmustknowhowtohireyourself!Ifyoudon’t,howcanyouthenevaluateifahiringdecisionwasright–orwrong,beforethe“honeymoon”isover?
The No-Fail-Hiring systemwasdevelopedforpracticalpurposes:
• Itcanbeappliedtoanycompany,foralltypesoffunctions,
• Itisbasedonconcrete,down-to-earthandsuccessfulactions,noton“brilliant”theories.
• Itprovidespre-selectionandinterviewprocedureswhichcanbeduplicatedbyallconcernedinthehiringprocess.
Nootherprogramofferssuchpracticaltoolsandprocedures.Itprovidesasimple,down-to-earthandmosteffectivesolutiontoyourhiringneeds.
Wewishyouthebestsuccess! Patrick Valtin,Coach,Trainer.
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Conclu-sion
Mistake#1
PatrickV.Valtinhastrainedover85,000businessownersandexecutives,in30differentcountries.Inthelast24yearsPatrickhasalsosupervisedtheevaluationofover22,000candidatesfortheaccountofmorethan5,000customers.
Basedonhisexperience,hehasdevelopedthe“No-Fail-HiringSystem™,adown-to-earth,practicalprocedureforattracting,selectingandhiringtherightpeopleforYOURorganization.
ThissystemhasbeenusedinEuropeforthelast15years.Over12,000customershavetakenadvantageofthisunique,down-to-earthprocedure.
YOUR HIRING COACH/TRAINER
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Conclu-sion
Mistake#1
Page 6
Table of Contents
Intro-duction
Mistake#3
Mistake#4
Mistake #5
Mistake#6
Mistake #7
Mistake #8
Mistake #9
Mistake #10
Mistake #2
Conclu-sion
Mistake#1
Patrickwillsharewithyouhissecrethiringinterviewtechniqueswhichguaranteetodiscovercandidates’truepotentialinlessthan30minutes.Hewillalsoprovideyouwiththemosteffective,“problem-proof”hiringprocedure,tohelpyourbusinessstrengthenitsexpansionthroughtherightpeople!
Inaheavilyregulatedmarketwithemploymentlawsbecomingmoreandmoredrasticfortheemployer,hiringmistakescancostyouyourwholebusiness.Thebestideasdonotgofarwiththewrongpeople.Hiringisthusthemoststrategicallyvitalfunctionforanygrowingbusiness.Sogettrained!
Distributed by M2-Tec USA, Inc.
1988 Freedom DriveClearwater, FL 33755 USA. Phone 877 831 2299 Fax (727) 449 0979 [email protected]
NO-FAIL HIRING™ SYSTEM KIT $699.00 $499.00 SPECIAL OFFER VALID UNTIL March 31, 2012
Forget the headaches and the frustrations. With the No-Fail Hiring™ System,
you are guaranteed to attract, select and hire ONLY real top players… NO FAIL!
Click here to find out more…
...
NO-FAIL HIRING™ SYSTEM KIT $699.00 $499.00 SPECIAL OFFER VALID UNTIL March 31, 2012
Forget the headaches and the frustrations. With the No-Fail Hiring™ System,
you are guaranteed to attract, select and hire ONLY real top players… NO FAIL!
Click here to find out more…
...