Performance Planning -DIY Program

Module 3 – Recruitment and Hiring

We believe that for many years, businesses and organizations have been placing too much recruiting and hiring emphasis on Education and Work Experience, with too little emphasis on the personal attributes of the individual. That is particularly true for entry level positions. It is certainly true that for any position, the candidates must have the basic technical skills to do the job, but if an individual has the ideal personal attributes, he or she can be trained to handle greater and varied responsibilities.

This Module, with the associated resources, will assist in hiring employees with the right personal attributes, with the best fit for your team, provide the best in customer service and will have the potential to justify the training for increased responsibilities.

Recruitment and Hiring

Nothing we do is more important than hiring and developing people. At the end of the day, you bet on people, not on strategies.” – Lawrence Bossidy, Former COO of General Electric

Part 1 – Qualities of Superior Employees

Recruitment and hiring is an important Module since those activities are very important for the success of the entire Organization – we have to get kit right!

This topic is also the message in a seminar and workshop we have been presenting since 2002. (See the Seminars and Workshops tab on this website.) A common question from people entering the workforce is, “How can I get work experience when no one will give me a job so I can get work experience?” Very good question!

During live presentations and webinars, audiences have agreed that the question is legitimate. The standard approach for almost any job opening, is to find recruits with the necessary education and work experience. After thinking about the issue for some time and doing some research, I developed the seminar called Hire for HIPPA, Train for Skill. I’ve even had people from technical schools admit that they are very good at teaching the hard, technical skills for almost any occupation, but the amount of soft skill training is lacking.

Let’s begin the way I do for a live seminar and webinars I suggest that businesses and organizations in general, have been placing far too much emphasis on education and work experience and not enough on personal attributes. That is particularly true for entry level positions. A short exercise is something I use to start the discussion and you can participate in the same way.

Simply use a sheet of paper and title it SUPERIOR EMPLOYEES, then make columns like this:

Names                                              Description                              P /L

_____________ ______________________________________ ______

_____________ ______________________________________ ______

_____________ ______________________________________ ______

_____________ ______________________________________ ______

_____________ ______________________________________ ______

Now you should think about individuals you have worked with in the past, or those you have encountered while on business, in personal activities or at events. Select those who you recognized as superior employees; they were simply fantastic at their jobs or tasks. It could be the sales clerk, the janitor, the accountant or the CEO.

You can list those under “Names” on the worksheet. Then you need to consider what it was about them that made them “superior” employees and use two or three descriptive words or phrases to describe those attributes. Enter those under “Description”. You might use words like personality, skillful, honest, hard working, etc. We’ll come back to the worksheet and complete the P/L column later. And just for fun, you could do the same exercise on another sheet, but list the Worst employees you have encountered, including words that describe why they were not superior employees.

There are three issues directly related to this discussion; Work Experience, Job Application Forms and Resumes, Promotion from Within.

Work experience tends to be a key factor in recruiting and hiring; there is no doubt good work experience, directly related to the open position, can be very important. However, potential employers tend to forget that it is entirely possible that the candidate may be bringing some bad habits and damaging practices to the new job. Remember, that’s part of Work Experience!

I know of a situation where the business owner was very enthusiastic about the extensive experience of the new Shift Supervisor. The potential employee had been responsible for similar duties and tasks at two previous firms. Unfortunately, the owner found within two weeks that the new employee had brought an unexpected skill – stealing money from the cash register! That’s something that might have been determined through references, if they were available. So it has to be the right experience and new, experienced employees will bring both good and bad habits from previous jobs!

Job Application Forms and Resumes usually have some common elements. They start with basic personal and contact information and end with an offer of references (Resume) or a request for references (Job Application Form). Between, there will be one to several pages of education, training and work experience. I have found that many applicants exaggerate the work experience and some will even lie on education, expecting the recruiter won’t do any verification. Ken Kraft said, “The closest to perfection a person ever comes is when he fills out a job application.”

I remember listening to a talk radio show with two guests from Human Resources – they emphasized that a majority of job application forms have errors or exaggerations on them. In fact, they felt that up to 80% had inaccuracies or outright lies. That’s why the information has to be verified as much as possible.

References are extremely important, but it is common for Application Forms to ask for only three references. Resumes sometimes offer only to “provide references on request”. One HR Manager I know used to throw those directly into the trash; his comment was something like, “If they aren’t smart enough to know I need references, they aren’t smart enough to work here.”

My experience has been that three references simply aren’t sufficient. When you attempt to contact three references, it’s common to reach only one or two the first time and one of those may not provide meaningful information. And I have had situations where none of the references was available on the first attempt. Without references, it’s difficult to learn about the candidates personal attributes. More on References later.

Promotion from within has so many advantages that it makes recruiting and hiring for entry level positions exceptionally important. Psychologists say the best way to predict future behaviour and performance is to review recent past behaviour and performance. It is so much easier to do that reviewing when the candidate is already part of your team. The strengths, weaknesses and behavioural tendencies of those already on staff are well known. Promotion from within reduces the cost of advertising, checking outside references and even reduces the time required for new employee orientation. The added time spent in orientation and training individuals from outside the organization, results in reduced productivity for those doing the orientation and training. Overall talent intelligence on existing staff will always be better than trying to get the same information on outside candidates. That is a key reason for emphasizing promotion from within, but hiring right for entry level positions is imperative.

Part 2 – The Cost of Hiring Errors

To understand the importance of recruiting and hiring the right people, it’s helpful to look at the cost of hiring errors. In other words, we want to hire the best, but what happens when we don’t? Few employers, especially those in smaller organizations, have done detailed calculations on what it costs if a hiring error is made.

Career Builder did a survey of employers and found information that verifies our concerns about hiring errors.

Increased staff turnover. That is an obvious problem because when the error is made and the employee terminated, recruiting has to start over again.

Huge costs in recruiting and hiring. It may not be double, since you may have other candidates on file, but the costs can be substantial.

The total cost is likely to be more than the annual salary of the position. This will vary depending on the position responsibilities, but average costs just for advertising, interviewing, hiring and training can be at least $32,000 and that doesn’t count lost productivity.

  • 41% of respondents said a bad hire costs more than $25,000.
  • 25% said a bad hire costs more than $50,000.
  • 69% of companies reported lower productivity – that would be the bad hire, plus the wasted time for those doing the recruiting, hiring and training.
  • 38% said they had to fill the job quickly – that leads to the lack of talent intelligence
  • 21% said insufficient talent intelligence resulted in bad hiring decisions – tied directly to filling the job quickly.
  • 11% didn’t perform reference checks. Reference checks take time, but they are indispensable.

Career Builder found that employers reported several behavioural and productivity problems.

1. 63% of the bad hires failed to produce the proper quality of work. We don’t know if that was partly due to poor training, but one would assume they received normal training. They may have been less skilled than they claimed, had a negative attitude, or didn’t recognize the importance of high quality work.

2. 63% of the hiring errors failed to work well with other employees. That’s a lack of interpersonal skills that wasn’t identified in the hiring process.

3. 62% had a negative attitude. Remember the adage about a bad apple spoiling the barrel? Bikram Choudhury said, “Negative attitude is nine times more powerful than positive attitude.”

4. 56% had immediate attendance problems. I recently heard about a lady who opened a coffee shop in a commercial area. She became ill and had to close the shop for a few weeks, then recruited five part time staff to re-open the shop. Three of those didn’t even show up for their first shift – that’s 60%!

5. 49% of the hiring errors were the subject of customer complaints. That’s the added cost of a hiring error, beyond the recruiting and training costs. It means an unknown amount of future lost revenue, along with negative publicity.

6. 48% failed to meet deadlines. Once again, it could indicate poor training, but it’s more likely an attitude problem, that’s why it was deemed a hiring error. It could simply be a case of habitual procrastination.

Those numbers simply confirm the significant cost when recruiting and hiring employees without having the necessary talent intelligence; the result: Hiring Errors.

Part 3 – Identifying Superior Employees

Each of us brings our own set of attributes, skills and characteristics to a job or position. They are what make us unique human beings. For this exercise, I will suggest that each of those characteristics belongs in one of two categories. The first is what we call Personal Inherent Characteristics.

These characteristics tend to be a function of genetics and early childhood upbringing. They are influenced little by education, job training or work experience; the individual has ultimate control over these characteristics. Owners, managers and supervisors can only reward employees for improving their own Personal Inherent Characteristics.

The second category is one I call Learned Characteristics; they are the sum of education, job training and work experience. Learned characteristics may be improved by having greater responsibilities assigned, given the opportunity to take specific training or given training and responsibilities in other areas of the organization. Employers have the ability to encourage, contribute and facilitate improvement, so in that regard, employers may have a significant influence on an employee’s Learned Characteristics.

Now, as I have done in my live presentations, go back to the worksheet called “Superior Employees”. Look at those descriptive words and phrases to determine if each is primarily a Personal Inherent Characteristic or a Learned Characteristic. For each that is Personal Inherent, enter a “P” in the right column; for each that is Learned, enter an “L”. If you made a list of individuals and descriptions for the “Worst” employees, you can do the same “P” and “L” entries for them.

Here are some typical words describing superior employees, as provided by seminar participants:

Understanding Personable Hard-Working Reasonable Knowledgeable Caring Empathy Honest Positive Integrity Friendly Diplomatic Interested Responsible Realistic Sociable Energetic Good Listener Technical Skills

One of the participants in a live presentation made an interesting observation: Several of the words and phrases describing the worst employees were simply the negative version of the same words describing the superior employees. Examples – Reasonable versus Unreasonable; Honest versus Dishonest; Interested versus Uninterested.

I have used this worksheet with audiences of business owners and managers, employees and high school students; it’s interesting to note that the responses have been similar, regardless of the audience. They all defined 60% to 95% of their words describing Superior Employees as primarily Personal Inherent Characteristics, I’ll call them PICs. Many seminar participants were astonished that they had helped come to that conclusion, while in the past basing most of their hiring decisions on only education and work experience!

PICs are what new employees bring to the position without the education or work experience. We might conclude that we need to look for candidates with the highest possible standards of PICs and basic technical skills to do the job, then provide them with the necessary specific coaching and training to excel. Any job has some basic skill requirements, but beyond that, our emphasis needs to be on those PICs.

Examples include Graphic Artists, who need the basic skills to demonstrate their creativity; Customer Service Specialists need some basic interpersonal skills. Good people can be trained, but as employers we have very little influence over those PICs. It is worth noting here that the behavioural and productivity problems identified with Hiring Errors we discussed earlier, tended to be deficiencies in PICs. Not working well with others, negative attitudes, attendance problems, are all examples of issues outside normal education and work experience.

I have another seminar on this same HIPPA concept, specifically for employees and students, called Raising Your HIPPA Standards = Success. In a discussion with a Professor at a local University, she mentioned that it would be worthwhile for students to hear this message. She explained that a student who was a recent graduate, had included the Professor as a reference on a Job Application form. The Professor had not given the graduate a very good reference and then she came to the Professor to complain. As an example of her reasoning, the Professor said that she believed throughout the entire time this student was in her class, no assignment was ever submitted on time. The graduate couldn’t understand why that would have anything to do with the reference! Yet remember in the Career Builder survey, 48% of respondents mentioned failure to meet deadlines resulted in hiring errors.

Here is the simple graph I’ve been using to illustrate the importance of PICs, as they relate to positions on an Organizational Chart.


There are many words that could be used to describe Personal Inherent Characteristics, but HIPPA is an acronym that is easy to remember and quite accurately describes what we’re looking for in those superior employees. Honesty, Integrity, Personality, Perseverance and Attitude. Different jobs may require greater emphasis on some of those characteristics than on others, but you will find that any employee with strengths in those five characteristics will in fact be a superior employee.

Honesty: Defined as trustworthy; sincere; genuine; truthfulness; frank and open. Most people will recognize a high standard of honesty. Employers, clients, customers, patients and co-workers all appreciate honesty. Thomas Jefferson said, “Honesty is the first chapter of the book of wisdom.” When I was about ten years of age my Father started reminding me that if you always tell the truth, you never have to remember what you said. That’s simply because the truth never changes. You may know individuals who tend to describe something differently every time they tell a story. Once you stray from the truth it’s very difficult to remember what you said the last time. Recently I heard that, “Every lie incurs a debt and some day, that debt will be paid”.

In his book, The Seven Habits of Highly Effective People, Stephen Covey says, “Honesty is matching your words to reality.” When describing something that happened or something someone said, you describe it accurately – that’s being honest. The great thing about Honesty is that it is a personal choice; anyone can CHOOSE to be honest. That’s what superior employees do!

Integrity. Defined as soundness; wholeness; being authentic; adherence to moral and ethical principles. Many articles have been written about companies who attribute their success to the integrity of their business practices. Integrity is frequently used in the Mission, Vision or Values statements of organizations. Stephen Covey uses a definition that helps us recognize that Integrity might be called the mirror image of Honesty. He says therefore that, “Integrity is matching reality to your words.”

So when you describe something from the past accurately, you’re being honest; when you say you’re going to do something in the future and you do exactly what you said you would do, that’s acting with integrity. C.S. Lewis said, “Integrity is doing the right thing even when nobody is watching.” At one of my live seminars, we were discussing a slide regarding “integrity” and that quote. When about to move to the next slide, a gentleman in the audience said, “Wait a minute; I want to write that quote and put it on a poster in our staff room!” We can only imagine the message he was intending to convey to his staff, but it was obviously going to be a gentle reminder!

Our integrity is part of our character and we demonstrate it by doing what is right. As with Honesty, Integrity is also a personal choice; any individual can CHOOSE to act with integrity. Again, superior employees tend to conduct themselves with high integrity standards.

Personality: Defined as disposition; distinctive individual qualities; the complex of characteristics, mental and emotional, that distinguishes an individual. Having a friendly, outgoing personality benefits an employee in many ways. It is the visible aspects of one’s character as it impresses others.

Charles M. Schwab said, “Personality is to a man what perfume is to a flower.” To many, that may seem to have little substance, but look at it this way. If you visited a botanic garden and happened to get close to a very impressive new flower, how would you later describe that flower to others? First, you would probably describe its appearance; second, you would describe its scent or perfume. Now think of friends of yours describing you to a perfect stranger. First, they would describe your appearance, just as you would describe that flower; second, they would describe your personality – one of your most distinguishing characteristics. So Schwab’s comparison is extremely accurate. Other than appearance. personality tends to define who we are, as perceived by others.

All of us can have bad days and it might be at home, in public or at work. But the superior employees tend to control their exhibited personality to mask the fact that they are having a bad day. They have the ability to continue displaying that friendly, outgoing personality regardless of the circumstances. As with Honesty and Integrity, an employee can CHOOSE the personality he or she exhibit to others.

Perseverance: Defined as persistence in undertaking something; continued effort to do or achieve something despite difficulties, failure or opposition.

“Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent.” – Calvin Coolidge

When challenging superior employees, it’s not about “if”, it’s about “when”. Paul J. Meyer said, “90% of failure comes from quitting”. He’s saying that in the vast majority of situations that were deemed to be impossible, it was simply that people gave up too soon. It has been said that Thomas Edison succeeded in perfecting the incandescent light bulb after thousands of failed attempts. Where would we be if he had quit after the first few hundred?

No doubt you have encountered employees at both ends of the perseverance scale. Many succeed in tasks that are extremely difficult simply because they persevered; like the old adage, “If at first you don’t succeed, try, try again.”; others have adopted the philosophy, “If at first you don’t succeed, to hell with it!” Which would you like to have as an employee? That doesn’t mean we should take advantage of employees’ dedication and perseverance, but their efforts should be applauded. The important thing to remember is that superior employees will be inclined to persevere and overcome difficulties – they can CHOOSE to have perseverance.

Attitude: Manner showing one’s feelings or thoughts; disposition; demeanor; the way a person views something.

“There are no menial jobs, only menial attitudes.” – William J. Bennett

To illustrate that, I have used the example of a truck driver I knew several years ago. He drove a tractor-trailer unit across half the continent delivering a variety of products to different businesses. Driving a truck was not considered to be a prestigious position. But this driver was different than most, since he went to work each day dressed in a white shirt, tie and dress pants. When he was loading or unloading his truck, he donned a clean pair of coveralls and when finished, they came off and you saw a man in a shirt and tie. If you saw him in a truck stop restaurant, you would assume he had an important office job simply by his mannerisms and his clothes. His truck driving might have been viewed by many as a menial job, but he definitely did not have a menial attitude!

Earlier in this chapter we discussed the Career Builder survey and you may remember that 62% of the hiring errors had negative attitudes. That fits well with the question, “Attitudes are contagious, is yours worth catching?” Paul J. Meyer said, “Attitude is everything.” You might want to read Shawn Achor’s book, The Happiness Advantage, to learn about all the research now confirming the importance of these personal characteristics, in particular, optimism and positivity. Those two elements of an employee’s attitude are the keys to success in almost any field; they are excellent examples of an employee’s attitude. “

Sir Winston Churchill said, “The pessimist sees difficulty in every opportunity. The optimist sees opportunity in every difficulty”. Once again, any employee has complete control over their own attitude – they can CHOOSE the attitude they exhibit. Superior employees tend to have a positive, optimistic and enthusiastic attitude!

Several years ago, Success Magazine included a CD in each issue. On one of those CDs, the magazine’s publisher, Darren Hardy, interviewed Paul Zane Pilzer. You might want to do an internet search to learn about Prof. Pilzer, who earned his MBA by the age of 22, was a Vice-President at CitiBank at 26 and spent more than 20 years teaching at New York University. Darren Hardy asked Prof. Pilzer, with his extensive experience in mentoring university students, what the most important factor leading to success would be, is it “Nature” or Nurture”? In other words, is success determined primarily by genetics or upbringing? Prof. Pilzer said that especially in business, success is 10% nature, 10% nurture and 80% personal choices!

That helps explain my “Hire for HIPPA, Train for Skill” concept. We can make hiring decisions based primarily on education and work experience, at considerable unnecessary risk, especially for entry level positions. No amount of training will significantly improve HIPPA Standards. The best we can do is create an environment where those positive attributes, and the employee’s efforts to improve them, are rewarded. Or, we can hire those with the highest possible standards of honesty and integrity, a friendly, outgoing personality, high levels of perseverance and determination and a positive, optimistic, enthusiastic attitude, then afford to provide whatever training is required for the specific job.

Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives – choice, not chance, determines your destiny.” – Aristotle

To summarize this part of Recruiting and Hiring, we’ll include some information from Shawn Achor’s research.

Those with a positive, optimistic attitude are perceived to be:

More charismatic

More trustworthy

More attractive

More likely to stay active in a process

More likely to ripple positivity out

You will notice the emphasis on attitude, along with the reference to “trustworthy” – a function of honesty and integrity and “staying active in a process” which relates well to perseverance.

He also noted that there are some leadership responsibilities we need to demonstrate:

1. Recruit positive people.

2. Be positive yourself.

3. Recognize others for their achievements.

4. Praise process as well as outcome.

Many of us as leaders and managers, do well with recognizing others for their achievements, but we could do much more with # 4. Shawn Achor says the evidence shows we need to not only recognize those who have had significant achievement, but also recognize those who supported that achievement and the various processes, methods and tools that enabled it.

Shawn Achor’s research, followed by his work with numerous organizations, has demonstrated that superior employees are those with positivity and optimism – key elements of Attitude in HIPPA. If you haven’t read any of his 3 books on the subject, I encourage you to do so.

Part 4 – The Search For Superior Employees

So now we come to the important question: How do we recruit and hire those superior employees, or find the candidates that have the necessary characteristics which, with technical training, will become superior employees?

Identifying those candidates and acquiring the necessary talent intelligence will generally be achieved in three ways: References, Interviews and Intuition, Assessment Tools.

First, References. As mentioned earlier, many Job Application forms request three references; resumes may provide three references or simply offer “References available upon request”. Both are inadequate! We seldom have time to go back several times to reach each of the references listed. The next problem is getting meaningful feedback from a reference. Many are reluctant to provide accurate information, or you have no way of verifying the accuracy of the information provided. Some don’t want to say anything negative about the employee. In many cases, the best you can do is ask whether or not the reference would re-hire the employee. Generally, even a short hesitation likely means “no”. Even if they ultimately say “yes”.

As employers, we should begin requesting 10 references. However, until that becomes the standard, candidates will be shocked to hear a request for 10. The primary reason is that they have never been taught or coached to develop references. If all high school and post secondary students realized that every teacher, instructor and professor could be a potential positive reference when job hunting, it would be most helpful. And not only helpful for the student; in many cases, the students may be more inclined to volunteer for projects. They may be eager to support the teacher and help as a student mentor, as part of cultivating and developing a positive reference list.

The same applies for many other activities and leaders. Club and organization leaders, clergy and church groups, sports coaches, former co-workers or supervisors of part-time employment. And last but not least, neighbours and acquaintances. All of these could be potential references if the student realized how important it could be in job hunting. Of course the side benefit might be that teachers and instructors might get significantly more assistance and co-operation from their students!

It was significant that in the Career Builder survey, 11% of respondents didn’t do reference checks at all, creating an immediate deficit in talent intelligence. We must do our utmost to demand, then contact, references in all hiring situations.


Second, interviews. There are many websites and books available to help in organizing your candidate interviewing process. This chapter will simply outline the key areas on which you should focus. Because we’re concentrating on personal characteristics, we’ll begin with some suggestions to help get that talent intelligence through questions for the candidate. You want to know how the candidate describes certain aspects of their own personality and also how they feel others view them.

One rule to keep in mind is to give the candidate time to think after you ask a question. While you’re waiting for an answer, 5 to 10 seconds will seem like more time than it actually is.

You will start with asking the person to describe themselves – their answer will often include prominent attributes, as they see them. You might ask them to list attributes they feel they don’t have, but wish they did. Follow-up questions might include how they spend their leisure time, their favourite TV shows, books, movies, magazines.

It is often useful to have them describe problems they have encountered and how they dealt with them – both job related and personal. You should ask what types of work they most enjoy doing and which they prefer not to do.

Questions about their long term career goals and objectives should be included, along with having them provide examples of past achievements. In any of those questions, the answers will result in follow-up questions, particularly as they relate to the HIPPA concept we discussed. Answers, and how they are articulated, may provide clues about personality. Follow-up questions on problems handled and objectives achieved will help identify honesty, integrity and perseverance standards. You could ask questions about how they felt after various situations and experiences. Those answers and overall communication will provide an indication of whether or not the attitude is truly positive, optimistic and enthusiastic.

You will want to ask questions to determine the candidate’s fit for your company, its culture and the specific position you’re attempting to fill. To that end, ask questions about what it was about your company and the position that appealed to them. You might ask questions about previous employers, co-workers and /or supervisors, as well as what they liked and didn’t like about each. Questions about their personal expectations are important to determine job fit; longer term expectations could help identify career objectives.

You will need to ask questions that relate to the information on the job application. That will include the two main topics of education and past work experience. Some questions would also be based on the information you acquired through reference checks. You could ask questions about tasks and responsibilities in previous work that relate to those in your open position. Asking what they liked and didn’t like about certain tasks is valuable information, as well as through follow-up questions of “why” they felt the way they did about those tasks. Questions regarding co-worker interaction would be important if close teamwork is required in the position you’re filling.

As much as possible, always pose questions that require an explanation of a specific situation or event, not a hypothetical one starting with, “What would you do ……?” Those won’t provide true talent intelligence. What they did do is far more relevant than what they would do!

The last area would include questions around goals and aspirations, past training, training expectations and why they think they would be a good fit for the vacant position. You can also ask what questions they have of you, the company and the position; that will help you determine if their view of the tasks and responsibilities is realistic.

Practice makes perfect in many areas of life, including employee interviewing. You may very well learn something new about interviewing after each interview. Remember that some individuals are great sales people, especially at selling themselves! Your objective in each interview is getting the truth from the candidate in answers to as many questions as possible.


Third, Assessment Tools. We must recognize that we may not get the talent intelligence we need from reference checks; interviews vary widely depending on the honesty and integrity of the candidate. That’s why we suggest that Assessment Tools are indispensible in getting the best possible candidate for the job, the company and the company’s customers, clients or patients.

Put very simply, Assessment tools are sets of questions, available from a variety of service providers, answered by job candidates in written form or online programs, then analyzed to maximize talent intelligence.

An Assessment Tool will help fill the talent intelligence void left after reviewing resume or application, interview information and reference checks. It will help you identify the best candidate for the position you’re filling, in your specific organization. It also matches the job requirements with the candidate’s Personal Inherent Characteristics discussed earlier in this chapter. An Assessment Tool can identify ways to improve the candidate’s performance potential for themselves and the organization, including training and coaching techniques. Since it’s often desirable to fill job vacancies quickly, an Assessment will assist in getting the best talent intelligence in a timely manner. While it isn’t always the reason for using Assessment Tools, a side benefit is that when it provides the best job fit for the employee and the organization, job satisfaction naturally reduces staff turnover. Think about the significance that could have on the organization’s operating expenses – less recruiting and hiring with all the expenses that entails!

As we saw in the Career Builder survey, staff turnover and the cost of hiring errors is so significant that a small amount spent in Assessments provides a fantastic return on investment.

In summary, we need to hire employees with the highest HIPPA standards; Personal Attributes need more attention than education and work experience and they are more difficult to verify. We need to do a better job in demanding references, then doing the necessary follow-up. And Promotion from Within is an effective way to fill vacancies, but it can only happen if we hire people with the right personal attributes for those entry level positions.

Part 5 – The Action Plan

The first, and one of the easiest steps we can take in implementing a new strategy, is to revise Job Application Forms to request 10 references. Only then are we likely to get enough valuable talent intelligence in the least possible time. You may get only 6 references and are able to get good information from only 4, but you’ll never get that if you request only 3 references in the first place. Sections on your form will include:

  • Personal Information – This is the usual contact information
  • Position Applied For
  • Education
  • Work Experience
  • References
  • Key Personal Characteristics

Second, diligently pursue information from references to gather pertinent, consistent information. For entry level positions in particular, place greater emphasis on Personal Inherent Characteristics.

Third, develop techniques to enhance your interviewing skills. If necessary, search post-secondary institutions in your area for courses on interviewing.

Fourth, utilize Assessment Tools to help in Job Matching to get the best possible employees from your recruiting and hiring activities. One of the most valuable facets of Assessment tools is the recommended coaching and supervision tips that is provided by the best Assessment Service providers on each assessed candidate.

Fifth, use Assessment Tool information to create effective training, which you will include in ongoing Workplans and Appraisals, to improve productivity and employee job satisfaction.

Visit the Associate Page, or go directly to for Assessment Tool information.

Train people well enough so they can leave, treat them well enough so they don’t want to.” – – Richard Branson, Founder of Virgin Group

Buy the Module 3 Now for $39.00 CDN

Assessment Tools are now an indispensible part of the recruitment and hiring process and are a tremendous tool for employers to use in getting a profile of the Total Person when evaluating candidates. This can be your most important tool in reducing the risk of Hiring errors.

Go to website

Thanks for your participation in Module 3. We are confident that if you implement your action plan completely and consistently, you will see a reduction in hiring errors, lower staff turnover and overall improved productivity.
You may be interested in the sister program to this, Raising Your HIPPA Standards = Success – a session designed to encourage employees to raise their own standards of Honesty, Integrity, Personality, Perseverance and Attitude. It illustrates how those improvements will bring success in all aspects of their lives, not just their careers.

This session overview can be found under the Seminars and Workshops tab.

Click here for Seminars and Workshops

Click here to purchase the Performance Management Bundle ($549.00 CDN) now.