| You need to hire the best employees. You
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| | tests are the most objective method to
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| undoubtedly hired some employees who were
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| | make predictions. But, make sure you use
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| losers.
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| | a test customized for specific jobs in
|
| Oops! Well, let's be more diplomatic.
| |
| | your company!
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| Let's just say you hired some
| |
| | If you have not used tests customized for
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| "underachievers" you would have been
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| | specific jobs in your company, then you
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| better without.
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| | really have missed out on the most
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| Or maybe you have the curse of hiring
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| | objective and customized prediction
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| only "average" employees - people who are
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| | method you could use.
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| average in productivity and average in
| |
| | 6th Horrible Mistake: You [stupidly]
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| producing profits.
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| | told the applicant what you were looking
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| Question: Who wants to hire "average"
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| | for!!
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| (or "below average") employees?
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| | Then, lo-&-behold, the applicant spent
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| Answer: No one!
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| | your entire interview telling you s/he
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| To hire the best, you need to avoid the
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| | just happens to possess all the skills,
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| problems that plagued your previous
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| | talents and qualities you - stupidly -
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| hiring decisions. So, let me reveal
| |
| | told the applicant you want in an
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| seven horrible hiring blunders or
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| | employee. For example, let's say you -
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| mistakes you may have made.
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| | stupidly - told the applicant you need to
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| 1st Horrible Mistake: = Interviewers
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| | hire an employeewho excels at teamwork,
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| typically do a lousy job at predicting
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| | customer-service, and correctly handling
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| job success.
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| | small details. I bet I can predict what
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| This is a proven fact, verified by a lot
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| | that applicant told you in the interview:
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| of research. Statistically, most
| |
| | The applicant told you - with a serious
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| interviewers doabout as well as flipping
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| | yet pleasant expression - that s/he
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| a coin!
| |
| | excels at teamwork, customer-service, and
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| 2nd Horrible Mistake = Reference checks
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| | correctly handling small details. And
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| fail to tell you what you really need to
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| | then, when you hired the person who gave
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| know.
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| | you all the answers you - stupidly -
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| Most employers are so freaked out about
| |
| | toldthe applicant you want, you pay the
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| giving reference checks that they tell
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| | price of having an employee who may not
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| you nothing or barely anything useful
| |
| | REALLY betalented at teamwork,
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| about how an applicant performed
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| | customer-service, or handling small
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| on-the-job. Another way to put that is
| |
| | details. You got fooled - and you have
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| most reference checks are about as
| |
| | only yourself to blame.
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| non-useful as simultaneously (a) flipping
| |
| | 7th Horrible Mistake: You terribly harm
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| a coin while (b) rubbing a rabbit's
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| | any person you should not have hired.
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| foot!!
| |
| | Let's be humanistic about it. If you
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| 3rd Horrible Mistake: You relied on your
| |
| | hire the wrong person, the applicant also
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| "gut feel" or "intuition" & you were
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| | loses. People crave to work in a job
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| W-R-O-N-G.
| |
| | where they will do well and enjoy it.
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| Later, as you moaned about the mistake
| |
| | People hate a job where they will perform
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| you made by hiring the wrong person, you
| |
| | only average or below average, and not
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| asked yourself, "I knew what I was
| |
| | enjoy the work. So, you actually benefit
|
| feeling. But, what was I thinking?"
| |
| | the applicant you carefully evaluated
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| 4th Horrible Mistake: You used
| |
| | using customized, objective hiring
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| subjective prediction methods to make
| |
| | methods.
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| hiring decisions.
| |
| | Summary: When you hire . . .
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| For example, you relied on subjective
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| | 1. high-achieving "superstar" employees,
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| interviews, subjective reference checks,
| |
| | both you and your company win.
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| or subjective "impressions " of the
| |
| | 2. underachieving employees, (a) you
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| applicant. Wow! Were you ever off-base.
| |
| | lose and (b) your company loses.
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| And then you andyour company needed to
| |
| | So, make sure you use customized and
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| pay for your incorrect hiring decisions.
| |
| | objective prediction methods,like
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| That is expensive, time-consuming, and
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| | pre-employment tests, biodata and more,to
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| frustrating.
| |
| | make sure you hire employees who are
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| 5th Horrible Mistake: You used NO
| |
| | (a) productive, (b) profitable, and© low
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| objective AND customized prediction
| |
| | turnover.
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| method.
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| | Copyright 2006 Michael Mercer, Ph.D.
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| Important: Research shows pre-employment
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| |
|
