| v> | | | | qualities is teamwork, do not ask, "Do you like or do |
| | | | well with teamwork?" Instead, ask an indirect |
| Managers who use my pre-employment tests, | | | | question like "What did you like most in jobs you |
| interview training, or attend my speeches often ask | | | | had? Also, what did you like least?" Listen |
| me, What is a comprehensive step-by-step | | | | carefully. An applicant who likes teamwork will |
| method to hire the best? In this article I | | | | ooh-&-ahh about collaborating and working with |
| discuss seven (7) steps that help managers hire the | | | | people. An applicant who dislikes teamwork will not |
| best. | | | | mention such activities. |
| Managers who use my pre-employment tests, | | | | If the applicant impresses you in the In-Depth |
| interview training, or attend my speeches often ask | | | | Interview, then proceed to Step 4. |
| me, What is a comprehensive step-by-step | | | | STEP 4 = ROLE-PLAY or WORK SIMULATION |
| method to hire the best? | | | | Would you buy a used car without first driving it? |
| Here are seven (7) steps that help managers hire the | | | | Of course not! |
| best. Definitely use the Steps 1 — 3. You | | | | Well, job applicants are 'used cars.’ Every |
| get even more in-depth applicant evaluation by | | | | applicant tells you they can do the job. But do not |
| adding Steps 4 — 7. Of course, change the | | | | believe it until you make the applicant show you key |
| order of steps to suit your company. | | | | job skills via role-playing. |
| STEP 1 = BRIEF INITIAL SCREENING INTERVIEW | | | | For example, with a sales rep applicant, you can act |
| (BISI) | | | | as a prospective customer, while the applicant |
| BISI uncovers job-related bio-data or biographical | | | | pretends to be a sales rep. Use a checklist to |
| data. This gives you objective data you can | | | | identify what sales skills the applicant does and does |
| uncover in a 15-minute phone or in-person BISI. | | | | not display. For an admin assistant job, have the |
| How do you start? Make a list of bio-data similarities | | | | applicant do admin work you will require on-the-job, |
| of your best employees in a job. For example, let's | | | | such as typing, computer use, and spreadsheets. |
| say your best employees (a) held jobs during high | | | | If the applicant does well in this, then move on to |
| school (HS), (b) post-HS worked only 1 or 2 full-time | | | | Step 5. |
| jobs before applying at your company, and (c) held | | | | STEP 5 = REALISTIC JOB OBSERVATION (RJO) |
| each post-HS job two or more years. | | | | Although the applicant did well in Steps 1 — 4, |
| Voila! You quickly screen-in applicants who have | | | | you must discover if the applicant truly desires to do |
| those three (a, b, & c) bio-data, and eliminate | | | | required job tasks. How? Have the applicant spend |
| applicants who do not have those three bio-data. | | | | 2-4 hours tagging along with, and observing, one of |
| If the applicant’s bio-data is similar to your | | | | your employees doing the job. For instance, a sales |
| best employees, then you can continue to Step 2 = | | | | applicant should spend 4 hours watching one of your |
| Pre-Employment Tests. | | | | sales reps. Or, a laborer applicant could spend half a |
| STEP 2 = PRE-EMPLOYMENT TESTS | | | | shift observing one of your company’s |
| Big research projects prove pre-employment tests | | | | laborers. After this RJO, find out if the applicant |
| are the most accurate method to predict — | | | | actually would like doing the job duties. |
| or forecast -- an applicant's success or failure. Tests | | | | Research revealed giving applicants a RJO results in |
| are far better at predicting job success than | | | | (a) less applicants accepting a job offer, but (b) |
| interviews or other prediction methods. So, make | | | | applicants who accept a job offer are less likely to |
| sure your applicants take pre-employment tests. | | | | turnover. Reason: They saw first-hand what they |
| You need to use the correct pre-employment test. | | | | would do on-the-job and want to do it. |
| You test applicants for skilled, professional or | | | | STEP 6 = REFERENCE & BACKGROUND CHECKS |
| supervisory jobs, using pre-employment tests that | | | | For an applicant still in the running after Steps 1 |
| predict — or forecast — both (a) | | | | — 5, doa. Reference Checks — calling |
| intelligence plus (b) job behavior, like interpersonal | | | | the applicant’s ex-bossesb. Background |
| skills, personality, and motivations. For applicants for | | | | Checks — finding job-related records, e.g., |
| lower-level, unskilled and semi-skilled jobs, you give | | | | criminal, credit, and driving |
| applicants a test to forecast three crucial | | | | STEP 7 = ONE EXECUTIVE APPROVES HIRING |
| dependability concerns: (a) work ethic, (b) theft | | | | DECISIONS |
| stealing, and (c) substance abuse. | | | | Hiring productive employees is ultra-important to a |
| Importantly, always conduct a Benchmarking | | | | company's profits and growth. As a safeguard, give |
| Study to customize intelligence and behavior tests | | | | a specified executive data you collected in Steps 1 |
| before you start testing job applicants. That will | | | | — 6. Then, the executive can (a) approve |
| identify the test scores that indicate an applicant is | | | | hiring an applicant rated excellent on Steps 1 — |
| likely to succeed in your company. Ask an industrial | | | | 6, and (b) refuse to hire an applicant who rated only |
| psychologist how you efficiently customize tests via | | | | low on Steps 1 — 6. |
| benchmarking. | | | | RECOMMENDATIONS TO HELP YOU HIRE THE BEST |
| If the applicant gets good scores on the | | | | You now have seven great methods to discover if |
| pre-employment test, then definitely do Step 3 = | | | | the applicant has qualities you need in the person you |
| In-Depth Interview. | | | | hire. Definitely use the first three steps — |
| STEP 3 = IN-DEPTH INTERVIEWS | | | | BISI, pre-employment tests, and in-depth interview. |
| Horrible news: Research shows most interviewers | | | | To be even more careful, you also can use the last |
| are terrible at predicting if an applicant will succeed or | | | | four steps. |
| fail. So, never use only a job interview to make | | | | Some managers worry about how much time this will |
| hiring decisions. Here are tips to help you interview | | | | take. Answer: Anywhere from five minutes for a |
| better. | | | | lousy applicant who bombs the BISI to a few hours |
| Start by listing 6-9 job-related qualities you absolutely | | | | for an applicant who does all seven steps. |
| must find in the person you hire. Use your list to | | | | Ask yourself: How much time, energy and money |
| create an interview form — to help you ask | | | | do you waste when you hire the wrong applicant? |
| the applicant about each quality, and have room to | | | | And how much is it worth to you when you hire the |
| take notes. | | | | best? |
| Beware: Never tell the applicant the qualities you | | | | COPYRIGHT 2008 MICHAEL MERCER, PH.D., & |
| are looking for. For example, if one of the 6-9 key | | | | MERCER SYSTEMS, INC. |