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2. Speaker: Jack Kramer
Vice President
SkillSurvey
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
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6. Kellye Whitney
Managing Editor
Talent Management magazine
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7. Jack Kramer
Vice President
SkillSurvey
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8. How to Avoid Bad-Hires Through
Reference-Checking
SkillSurvey Pre‐Hire 360™
Revolutionized Assessments for Business

9. The History of a Reference Check
• Historically
– One of the most important steps
– Hiring managers talked to previous managers
• How are they day to day?
• Nuances?
• What challenges do they have and what can I do to make them A+ players?
• Actionable Information
– Will it help make a decision?
– Will it screen out or have candidate rise to the top?
– Will this information help this person succeed?
– Will this information predict behavior?

10. Historical Phone Checking
Necessary for
making informed
hiring decision

11. History of Reference Checking Effectiveness
Can we make it
relevant again?
Actionable Should it be?
Information
1970’s 1980’s 1990’s 2000 2010
Reference Checking Past 40 Years

12. The Lawyers Get Involved
• The 1990’s and the new millennium
– Legal issues arise
– HR cracks down and bans reference checking
– Outsource the process – check the box
– Or worse – stop doing it
– If you do try and reference check:
• Countless hours of phone mail tag, email tag, phone mail tag
• Weeks and weeks of time
– All for no actionable information

13. What is the Problem?
• Most candidates do a nice job presenting themselves during
interviews
– All are team players
– All show up for work and don’t text, sit on Facebook all day
– Most are ethical and always do the right thing
• Most candidates are well rehearsed in the question/response mode
– Books, job seeker sites
– Experience interviewing all the time
• Your only view today is from the candidate’s perspective
– Really need a true 360 review from those who saw the behavior in the past

14. Impact of a Bad Hire
• Bad Hire has an impact
• Various by organization and by job role
– Hard dollar cost – base salary, benefits, on board training, exit costs
– Internal team turmoil
– Customer satisfaction
– Compliance (Finance – SOX issues and the Fed’s)
• For sales roles
– Cost of lost revenue
– Asset is time – time is lost forever
• For clinical roles
– HCAHPS and reimbursements

15. Can You Guess What This Number Represents?
$23,160,000

16. Let’s Look at the Statistics
• SkillSurvey Customers had 3,500 + sales candidates
• Evaluate competencies and behaviors
• Scientific and predictive
• 11 % or 386 candidates were high risk and potentially avoided
• If you took average cost per sales $60,000 x 386 candidates =

17. Stats Speak for Themselves
$23,160,000

18. From Candidate Perspective – Today’s Approach
Phone interview I’m a Team Player
Recruiter Face to Face Candidate
I interview well
I’m terrific
Resume
Personality / Behavior I work really hard, weekends
Assessments too!

19. From Reference Perspective – Today’s Approach
Phone interview
She’ a Team Player
Recruiter Face to Face Reference
She works hard
Resume She’s terrific
Personality / Behavior
Assessments I would hire her again, yes!

20. A New Perspective – The New Paradigm
Phone interview
Work Ethic
Face to Face Dependability Integrity
Recruiter
Resume
Teamwork Personality
References
Personality / Behavior Interpersonal Skills
Assessments

21. Comparison
Online Solution Typical Phone Check
More references 5+ business references 2 to 3
50% of which are former or
current Supervisors
Faster 1 to 2 days 5 to 10 days
Guide Hiring Managers Previous managers assisting in No
leading interview
Pauses a hiring decision 5% ‐ 10% of candidates < 1% of candidates?
Passive sourcing tools 5 references per candidate – Not Applicable
warm leads
Compliant/Legal Risk Supports compliance with EEOC Uncertain/Inconsistent
and OFCCP

22. Why You and a Better Process?
• Improve
– Quality of Hire
– Hiring Manager’s Interview Effectiveness
– Efficiency
– Passive Sourcing
• Drive
– Compliance and Consistency
• Elevate Recruitment’s Role

23. Improve Quality of Hire
SkillSurvey References Perceive That 10-15 % or more of
Candidates Have Great Developmental Need
5-10 % Avoidable, High Risk Candidates
Great
Developmental Need
10‐15 % Coachable, Moderate Risk Candidates
Moderat
e = Interview and on‐boarding assistance
80-85 %
Minimal
0 10 20 30 40 50 60 70 80
Percent

24. Improve Hiring Manager’s Interview Effectiveness
• Lack of consistency for hiring managers
• Managers looking for differences in candidates
• Probing questions driven by previous managers’ comments

25. Patient Satisfaction ‐ HCAHPS

26. Behavioral Interview Questions

27. Improve Efficiency – Time and Money
Screen to top 3 candidates
Recruiters Source Candidates

28. Exclusive Case Study: Improved Efficiency – Time and Money
• Improve efficiency – time and money
• Six Sigma
From 60 work weeks to 4.8
Solution resulted in a 92% Reduction in Time Spent reference checking
60
50
Work weeks to
reference check 40
2,272 job 30
candidates 20
10
0
Telephone SkillSurvey

29. Passive Sourcing by the Numbers
Talent Pipeline and Funnel
• Multiplier Effect Based on
100 300 1,500
Number of Candidates Screened
Job opening Candidate Reference • Builds Automatically
s s
Industry Professionals with Whom
To Network and Source
• “Great People Know Great
People”
• “Warm Lead” vs. “Cold Lead”
An organization 3 candidates 3 candidates 65% of the 1,500 contacts opt in to learn about future
1 2 3 4
has 100 job apply on average SkillSurveyed and career opportunities. 1,500 x .35 = 525 + passive
openings for each job = 300 provide 5 references candidates
candidates each = 1,500 potential
contacts

30. Risk and Compliance Management
Science Compliance Risk

31. Reliability and Validity – Why?
• Without understandable data, you cannot ensure a fair and equal
assessment.
• Can you prove your practices are not discriminatory, even accidentally?
• The risks are massive, and can damage an organization and destroy a
brand.

32. Increase Compliance and Consistency
• It is all about the science ‐ Validity of survey questions
– Do the questions validate what you are actually asking?
– Do the questions help predict future behavior?
– Are the questions being asked in a way that reduces risk?
• Sample question – What high school did you go to?
• SkillSurvey reference feedback shows no differences
between sub‐groups
– Helps support your efforts to remain EEOC and OFCCP
compliant
• Standardized process

33. Why You and a Better Process?
• Clear ROI for Finance and Budgets
– Quality of Hire
– Turnover
– Efficiency
– Passive Sourcing
• Elevate Recruitment’s Role

34. 1 minute
5 minutes
2 seconds
10 minutes

35. Survey Availability
Job Level ► Entry- Hourly Clerical Professional Supervisor Manager Executive
▼Job Family Level
General
Production
Sales
Marketing
IT
Operations
Customer
Service
R&D
Admin
Finance
Legal
HR
Engineering
Education
Healthcare

36. Step 1: Enter Candidate Data

37. Step 1a: Select Survey
Send email
to candidate

38. Sample Libraries: Finance

39. Other Libraries: IT

40. Other Libraries: Customer Service

41. Other Libraries: Healthcare

42. Step 1a: Select Survey
Send email
to candidate

43. Step 2: Candidate Enters References
From: org name Recruiting Automated Email From
Sent: Thursday, November 06, 2008 12:57 PM
To: Patrick T Recruiter to Candidate
Subject: org name Selection Process Information Explaining the Process
Dear Patrick T,
Thank you for your continued interest in the Major Account Sales position with org name. As already
explained to you, a critical step in the selection process is reference checking. org name uses web-based
reference checking for this purpose.
Please click on the link below. It will open a web page where you will input your reference. You will also
be able to review a sample of the questions being asked and the email that will be sent to your
references. Your references will be emailed a reference survey and their responses will be submitted
directly back to SkillSurvey. No one will see your references' individual responses because all responses
are electronically aggregated together to produce one summary report.
Note that all references will be responding as individuals, not as representatives of any company or
organization.
Please click on the following link (URL) to begin: http://eref.skillsurvey.com//CandidateUtilities/EOC.aspx?

44. Step 2c: Candidate Confirms References and Signs Legal Waiver
Proof of Consent
“…I hereby release any such
person, their company, and any
affiliated officers, directors,
agents, and employees from any
and all claims I may have arising
out of the disclosure of such
information…”

45. The Surveys: Job‐Specific, Behaviorally‐Based Questions

46. Job‐Specific, Behaviorally‐Based
Would you like to learn more about job openings at Your Co name?

47. Drive Warm Candidates to Career Page

48. Step 4: Aggregate Reference Responses into Actionable Intel

49. Validated Candidate – Good Fit

50. Validated Candidate – Good Fit

51. Pause or Avoid this Candidate – Low Scoring

52. Professionalism

53. Interpersonal Skills

54. Patient Satisfaction ‐ HCAHPS

55. Verbatim Comments

56. Verbatim Comments

57. Passive Candidate Database

58. Why You and a Better Process?
• Clear ROI for Finance and Budgets
– Quality of Hire
– Turnover
– Efficiency
– Passive Sourcing
• Quickly Implement and Easy “Win” for HR
• Elevate Recruitment’s Role in the Organization

59. Sample Clients

60. SkillSurvey Usage and Growth
Page 60

61. About Us: SkillSurvey
• Providing Reference Solutions since 2002
• Inventor of web‐based reference checking
– Patent pending
• 34,000 + Candidates in January 2013
– January 2012 – 23,000 +
– Over 2,000,000 people experienced the SkillSurvey process
• 700+ customers
• 300 surveys in current inventory – 23 different job families
– Cynthia Hedricks, PhD, Chief Analytics Officer
– 91 Surveys for Healthcare roles, 22 Surveys for IT roles, 12 for Sales roles, 10
for Customer Service roles, 22 for Finance roles, 15 for Retail roles
Page 61

62. Contact SkillSurvey
www.skillsurvey.com
Jack Kramer, Vice President Field Operations
jkramer@skillsurvey.com
610‐947‐6300 x 1203

63. Jack Kramer
Vice President
SkillSurvey
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