The document discusses the importance of effective hiring practices, highlighting that a significant percentage of applicants are not suitable for rehire due to various personal issues. It emphasizes the benefit of using tests and assessments, which can predict job success more accurately than interviews alone, and outlines the costs associated with poor hiring decisions. The text concludes by urging companies to invest in better candidate selection tools and practices to enhance employee performance and reduce turnover.

1. How to Hire the Best !

2. Who Applies ?
 36% increase in number of job
applicants are not eligible for rehire
due to:
 Personality conflicts
 Disciplinary problems
 Theft
 Embezzlement
 Misconduct
Avert Inc., 1998 800,000 background checks

3. Interviews
Research by Michigan State’s School of Business
concludes:
Tests/assessments predict job success 52.5%
better than interviews only.
81.2 – 88.5% of candidates selected by
interviews only failed to meet job success
criteria.

4. Resumes
30 million new-hires lied on
resumes from 2005 -2008.
61% résumés are “inaccurate.”
7.9% of applicants have a
criminal record.
25.7% misrepresent education
and credential records.
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Avert Inc., 2008 1.8 million background checks

5. What Is the Cause?
 85.4 % of all job failures are caused by poor work
habits, not technical skills.
 This is a measure of an individual’s work habits.
 Employers say good work habits are more important
to identify than technical skills.
 Work habits are difficult to teach, or change.
 Technical skills can be taught.
Dell Still, High Impact Hiring, 2002

6. “One third or more of all
hiring decisions are outright
failures.
“In no other area would
we tolerate such dismal
performance.”
Peter Drucker

7. Consequences of Bad Hires
 Increased costs of employee turnover.
 Training, including management time.
 Full pay and benefits during training, before
full productivity is reached.
 Lost sales opportunities.
 Continued costs of mistakes made by bad
hires.

8. Consequences of Bad Hires
 Loss of knowledge and experience built
up by departing people.
 Loss of customer confidence.

9. What Does Turnover Cost ?
Every time an employee leaves,
it costs your company money:
 Recruiting Expense
Advertising, Recruiter Fees
Resume Screens, Interviews
Background Checks
Lost Sales and Profits
Training Costs
Management Time
Mistakes
Reduced Profits

10. What’s the Answer ?
1. It requires a commitment to change.
2. Stop, examine the tools you use.
3. Keep only what really works.
4. The hardest part of changing the tools you
use is human nature itself.
5. Remember, it is about
the money!

11. Invest In Candidate Selection
Companies spend 5 to 20 times more money
on training a person than hiring that person
Pick the Person Who Will Succeed
Companies that invest more money in selection and hiring…
 …hire more people who become top producers.

12. Testing is Acceptable!
92% of applicants surveyed found
tests acceptable, while only
three percent
resented it. The rest
had no opinion.
Source: Molding Systems,
May 1999 v57 i5 p56(1).

13. The Assessment Industry In
2001…
• 19 of 20 Fortune 500 used tests
• Usage continues to increase at
all size companies

14. Top Five Reasons to Use Tests
• Minimize Legal Liability
• Minimize Poor Performance
• Identify Potential Problems
• Reduce Turnover
• Increase the Quality of Employees
• Maximize Performance
Wayne Outlaw, Smart Staffing , pages 125-126

15. Why Organizations
Use Assessments
 Better Selection  Better Performance
 Correct Placement Management
 Improved Training  Career Guidance
Outcomes  Better Succession
Planning
Source: Testing and Assessment: An Employer’s Guide to Good Practices
U.S. Dept of Labor 2002

16. Power Tools for Hiring Winners
• Validated and researched Tests and
assessments.
• EEO and ADA legal compliance.
• Web-based testing and reporting technology.

17. Assessments are
Power Tools
for
Hiring Winners!

18. Solutions for Success
4 Areas…..
•Management/Professional
•Sales
•Frontline
•Basic

19. Key Employer Responsibilities
Non-Discriminatory
Legally Compliant
Safe Workplace
Productive Workplace

20. Frontline
SELECT
20+ Industry Specific Tests
•Customer Service •Health Care
•Production And Distribution •Hospitality
•Inside Sales •Customer Support
•Administrative Support •Call Center
•Receptionist •Help Desk
•Convenience Store •Retail Manager
•Personal Services •Retail Sales
•Leasing Agent •More

21. SELECT
What it Measures
Most SELECT surveys measure certain core
constructs:
 Productive Attitude
 Energy
 Frustration Tolerance
 Acceptance Of Diversity
 Integrity / Work Ethic
 Abilities (optional)
 Plus industry specific factors

22. Frontline
SELECT
Job Task Questions
Structured Interviews
Behavioral Interviewing
Decision and Selection Guide

23. Sales
SALESMAX
•Measure Sales Motivations
•Identify Attitudes
•Test Sales Knowledge

24. Where to use SALESMAX
 Business to Business Sales.
 Complex, Consultative Selling
 Vertical Markets.
 Tangible Products.
 Niche Markets.
 Intangible Products.
 Service Sales.

25. SALESMAX Delivers
• Validated results.
• Predictive sales success potential.
• Easy to customize and validate to
your organization.
• Interview questions based on
assessment results.

26. SALESMAX Measures
Key Dimensions
 Energy Level.
 Follow - Through.
 Self Reliance.
 Resilience.
 Responsibility.
 Optimistic Outlook.
 Sociable.
 Assertiveness.
 Coachability

27. Professional
ASSESS
 Comprehensive Assessment Battery
Intellectual Abilities
Personality Survey
User-Friendly Reports Include:
 Graphic Profile
 Complete Narrative
 Interview and Reference Suggestions
 Behavioral Question Guide
 Developmental Suggestions
 Professional Psychological Evaluations Without
The Cost of a Psychologist

28. ASSESS
What Does It Measure?
• Intellectual Ability
– “Horsepower”
• Personality
– “Driver”

29. This is How You
Hire the Best !

30. Next Steps…

31. Power Tools for
Hiring Winners