Step Three to Hiring & Developing a TOP Performing Staff

This article is the final in a series of three on how to find, hire and develop a TOP Performing Staff.

Written Nov 07, 2008, read 1604 times since then.

Yes, I know I’ve given you a lot to consider and do in the first two articles. But I guarantee if you take my advice, you’re “hiring success rate” will greatly improve.

And by actually following the suggestions in this final article, at least 75% of those you’ll hire from today on will be reliable, productive and profitable people.

How much more successful would your business (and life) be if your employees did what you hired them to do?

If all of your employees exceeded your client’s expectations, naturally produced without micro-management and continually accomplished the goals you’ve set for them, you’d more than double (or triple) the productivity and profitability of your business.

Here’s how to make this dream a reality!

And at the same time, stop spending your days performing the jobs of your inept employees, solving “people problems,” motivating your unmotivated, and finally be able to accomplish your important professional and personal goals.

Eliminate Instincts and Your “Gut” from the Hiring Equation

Gut feel works both ways.

You’ve surely had an interview with someone who you knew right away wouldn’t be able to show up for work on time everyday, follow directions or grow your business and you didn’t hire them. My suggestion is to continue to listen to your gut in these situations for it is probably right.

Unfortunately, you’ve also hired the person with an impeccable resume, stellar recommendations and a great first impression in your interview. My suggestion is to question your gut for studies have shown, 84% of the time it is wrong in hiring… and you’ll end up with someone who will do nothing but hold you back from accomplishing your goals.

Here are 3 Ways TOP Performing Companies Eliminate Gut Feel when Hiring:

1. Perform Reference Checks

The best thing that a reference check will do is let you know there are at least three people who can say something positive about your candidate. (If they can’t provide you at least three names, it is probably best to move on to the next candidate).

The better the questions you ask while performing these checks, the more valuable the time spent on them. For a list of Employment Validation and Reference Checking Questions that get you the answers you need before hiring someone, visit http://www.peoplevalues.com/referencechecks.htm

2. Perform Background Checks

Since nobody advertises being fired for theft or other criminal activities on their resume, you should consider background checks. And don’t stop there… Depending on the position, it might be valuable to look at credit history, past employment reports, criminal records, etc.

3. Job Match

Yes, I know what you are saying: “This guy is full of it! I’ve tried everything he’s said but I still can’t hire the right people.”

Well, let me tell you why.

Everything I’ve told you to do (from creating performance standards, to asking better interview questions, to reference checking) is a step in the right direction, but you’ll still be left with the task of basing your hiring decisions on gut feel.

The same is true for every book, course or degree you can pay for to teach you how to hire the right people. You’re left with uncertainty, worry and doubt until the new hire either proves themselves as a valuable asset or another expense.

So what do you do?

How about try the same thing most of the Fortune 500 and every market leader have done. Use the tools specifically created for small business to match people to jobs and assure success.

And I’m not talking about using one of the antiquated “personality tests” that lump and then label people who fall in specific area of a graph, chart or color scheme. Those tools have been deemed “discriminatory” by the Department of Labor because not all D’s, I’s or green people are the same.

I suggest using a reliable, validated assessment that that not only measure behaviors, but also competencies and interests (motivators). I also suggest using one that goes even further to assess the individual to a specific benchmark you’ve created for the position.

Only then can you eliminate “gut feel,” match people to your job and hire only those that have “Job Fit.” This will guarantee you hire and develop a TOP Performing Staff and your business continues to grow. <?xml:namespace />

Learn more about the author, Grant Robinson.

Posted by Don Johnston, Clinton, Washington | Nov 11, 2008

Hi Grant,

As a person who uses assessments in the hiring and placement process I firmly believe that when used properly this can be the answer to making sure the right person is hired for the right job! At the very least they can be used to differentiate between the best of the best. Thanks for your insights!

www.parallaxconsulting.com
Posted by Jean-Pierre Ruiz, Bellevue, Washington | Nov 13, 2008

Nice article Grant. If I may, I would add that legally companies can only provide dates of employment and position held by the former employee. As for the reference check, let's remember that the candidate has provided references of people whom s/he knows will speak positively about him/her. While a reference check should not be ignored, one needs to be ready to ask the right questions and... listen to both what is and what is not said! Most of the time, the key is in what is not said. To hear that, you must listen attentively.

One thing that I would add (and which I did with great effectiveness as a CEO) is to ask of a candidate what is his/her passion. If s/he can't answer that, then I would question how well that person knows him/herself and whether they can therefore really perform optimally in the job. If they answer the question, it may reveal that despite the education, resume, experience and references, they are better suited to a different position.

Jean-Pierre
Posted by Jim Rooney, Brady, Texas | Apr 07, 2009

Grant,

I use benchmarking (prbobaly the same company as you use) as part of the process for selecting great employees. Comparaing thier natural talents to the benchmark is revealing. I contact their references for referrals and get much better view of the candidate. Selecting or rejecting an employee is good for the company and in the long run thw employee.