Why Stupid People Get Hired and How to Avoid the Insanity

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How to hire the best employee and quit hiring the best applicants. An uncommon common sense approach

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Why Stupid People Get Hired and How to Avoid the Insanity

  1. 1. © 2006 Humetrics All Rights Reserved www.melkleiman.com Why Stupid People Get Hired
  2. 2. © 2006 Humetrics All Rights Reserved www.melkleiman.co m “If you hire the wrong people, all the fancy management techniques in the world won’t bail you out.” – Red Auerbach, the winningest coach in NBA history, former coach, general manager & president of the Boston Celtics
  3. 3. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Developing a Fact-based Selection System
  4. 4. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Start With the End in Mind The objective is to recruit, select and retain a/the ______________ workforce. If you don’t care where you are going, any road will take you there.
  5. 5. © 2006 Humetrics All Rights Reserved www.melkleiman.co m How do you rate today on a scale of 1-10? How good are you at: Recruiting Selection Retention You can’t go anywhere until you know where you are now.
  6. 6. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Let’s look at the facts: The US Justice Department says 1/3 of all employees are hardcore thieves Leading national background checking company says 25% of all resumes have major omissions, fabrication, and misrepresentations US Department of Labor reports 50% of all new employees are gone within the first six months on the job
  7. 7. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Common Myths The best applicants make the best employees I can tell when someone is lying You can’t get references anymore If you make it too hard to get the job the good applicants will drop out
  8. 8. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Common Myths I have to look at at least 3-5 people to make sure I am hiring the best I can just tell whether someone is going to be good or bad It doesn’t matter how good the applicant is. What matters is how good the system is at determining how good the applicant is.
  9. 9. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Edward Deming’s two very important quotes: 1. “The system will always give you 100% of what the system is designed to give you.” 2. “94% of all failures are due to systems, not people.” How good is your selection system?
  10. 10. © 2006 Humetrics All Rights Reserved www.melkleiman.co m There are two sources of information about an applicant: 1. The applicant 2. Anyone or any organization that knows something about the applicant The more you know the less you risk.
  11. 11. © 2006 Humetrics All Rights Reserved www.melkleiman.co m There are 4 ways to get information from the applicant : 1. Verbally 2. Written 3. Physically 4. Visually The key is to learn to use tools, not time.
  12. 12. © 2006 Humetrics All Rights Reserved www.melkleiman.co m What are other sources of information about an applicant? 5. Customers 6. Schools, teacher, etc. 7. Credit Bureaus 8. Government agencies 9. Medical community 1. Past employers 2. Present employers 3. Co-workers and friend 4. Past and present managers
  13. 13. © 2006 Humetrics All Rights Reserved www.melkleiman.co m It all starts with an application blank, not a résumé Application blanks tell you what you want to know Résumés tell you what the applicant wants you to know It’s all about the waivers
  14. 14. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Positioning - Let the applicant know what will happen and what you want: 1. Gather information 2. Tell them about the job and the company 3. Answer any of their questions 4. Set the expectation about getting the truth
  15. 15. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Interviewing is more than just asking questions Start with a structure Use tools not time Listen, listen, listen Keep it legal Ask the right question Ask the hard question Don’t fall in love Take notes Don’t only look for reasons to hire, look for the reasons not to hire.
  16. 16. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Using all other sources of information Interviewing 40% Testing 40% References/Background checks 20%
  17. 17. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Follow the formula: Interviewing 40% Testing 40% References/Background checks 20%
  18. 18. © 2006 Humetrics All Rights Reserved www.melkleiman.co m Mel Kleiman, CSP & President, Humetrics Like what you heard? You might find these books by Mel of interest… Hire Tough, Manage Easy ($15.95) How to recruit & select the best hourly workers. Includes a complete tool kit. Recruit Smarter, Not Harder ($15.95) Attracting great people is easier than you think. 267 Hire Tough Interview Questions ($12.95) Everything you need to ask for what you need to know. So, You Got the Job… Now What? ($10.00) This booklet tells every new, hourly employee everything you’d want to tell them if only you had the time. 180 Ways to Build a Magnetic Culture ($10.00) How to keep your best employees happy and on-board. For more information or to order, call (713) 771-4401 or visit our website at www.melkleiman.com
  19. 19. © 2006 Humetrics All Rights Reserved www.melkleiman.co m “You can dream, create, design, and build the most wonderful place in the world, but it takes people to make the dream a reality.” – Walt Disney

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