Tuesday, August 16th, 2022

One of the sad outcomes of my consulting work is that I’ve seen, again and again, how companies make the same mistakes in selecting employees. There are a few common errors made by a majority of companies. Here are the top six selection errors that you need to avoid…

Selection errors cost four to five times annual salary. Hire the wrong person for a $30,000-a-year job and it eventually will cost you about $150,000. The tangible costs alone of a poor hire are often quoted as a minimum of 25-35% of a year’s base salary. The costs go beyond direct salary and benefits. The costs can include materials, recruiting expenses (fees, travel expenses, management time, and advertising), training time and training materials. Other less obvious costs could be losses such as spoilage of materials, products or other resources, lawsuits and even the loss of a customer. All of these costs are quantifiable, and you probably can think of more. And not the least of costs is the time and effort to repeat your recruiting and selection process and training.

Intangible costs of a poor hire are five times the tangible costs

Intangible costs are not as easy to quantify. Here are a few that other company owners have shared with me: …..

Here are a few rules to consider when selecting someone to lead a team. You may view some of them as common sense, but don’t let that fool you. My 30 years of experience with both great and poorly performing companies has convinced me these rules are not commonly practiced, yet they are extremely important for building great teams.

You have heard a lot about assessments from assessment company articles, email, Internet etc- I am confused with the information… As a small to medium sized company owner, how do I select the right assessment for me to use?

As a company owner, I used assessments to help me make decisions on who to hire and who to promote and found them helpful. As a consultant to small business owners, I looked carefully before I selected an assessment company. I set up criteria that were helpful from my past experience as a company CEO.

Selection Criteria:
• Does the company have ……….

As president of your company you often see talented people that “your gut tells you” they would be great in my business and….. Some of them are friends, others are casual acquaintances and some believe it or not are related by marriage. I wish I had a low risk way or just a way I could approach people. I don’t want to hire a friend or relative and not have it work and I don’t want to not approach them.

First of all, you are to be congratulated on wanting to bring in talented people to your organization that will be successful in your environment. I do not know of a successful company owner who was not a good recruiter for their business. At the same time, I also know of relatives and friends who appeared to be a good fit, but sadly were not.

In this article, I will take you through an approach that will allow you to recruit talent you have identified and why it is essential that you have your management team adopt this …….

I seem to be getting great people to interviews and they seem to be very qualified and impressive and I like them right away…..but when they join the company they are not the same….I must have missed something. One of my lessons when managing my sales force hit home many times, when I only hired experience or on superficial impressions- I learned that two other key items came with the new hire; chemistry and behavior!

Situation: You have just received the results of an assessment for someone you are considering to hire. You believe you have a great person and the results of the assessment seem to be positive. Most assessment companies declare that the assessment should be no more than 30% of the selection process. In order to maximize the information in the assessment, you need to know how to use the report. Some assessments are easily faked when taken and this process will help you understand the assessment’s reliability and validity

The key to remember is- that validation comes from ……

John had been with me five years. He had been a top producer for four of these years. He learned quickly and showed promise right away in his first week. The market is difficult now- John won’t earn as much as he did last year, but he still is within 10% of last year. He is great. I never have to spend time with him because he is always on task. I sure wish the other five sales people did not take so much time. They always have questions even when I show them how to do their job.

There are several possible issues here…..

This article is a self discovery exercise for the team you lead. It is a brief exercise that will allow you to quickly assess how well your direct reports are functioning as a team. You should note that a prime leadership objective from the CEO to an entry level manager / leader: “To build a team of…” Follow the steps below to determine the team strength of your direct reports.

Rate your team members on these common characteristics:
• Communication: How well do I interact with this person and do they with their peers on my team.
• Performance: Rank each member on their performance of the their job
• Values: How does the person share in the common known business values of the team

Economies, organizations and individual attitudes are constantly changing and almost always out of sync with each other. If your gut tells you there are some changes going on in your organization and you don’t have a handle on them, here is an exercise that you can do with your direct reports to determine what is out of sync and what really working well! It is easy to do, but once the topics are opened up the leader needs to be committed to action. Otherwise, you will experience a loss of credibility and possibly make things worse