Problems Regarding Subjective Interview Techniques

Article Written By: Theresa Dotts21

andldquo;I just donandrsquo;t understand. I used my best interviewing techniques and questions. I checked his references and they were great. My instincts said, andldquo;Heandrsquo;s a runner.andrdquo; I poured my heart and soul into training him and now, six months later, heandrsquo;s failing miserably. Iandrsquo;m going to have to let him go.andrdquo; Sound familiar? It has happened to all of us.

One of the most difficult tasks a manager or entrepreneur faces today is finding the right person for the job. Most follow a suggested interview guide and trust their instincts. They hire the individual and hope that with proper training and motivation, the individual will succeed. The difficulty with this approach is that it is human nature to hire people we like and that have similar personalities to our own.

If you are an accountant and are hiring accountants, then you probably have a 50% chance of hiring the right person for the job. But, if you are an entrepreneur or manager, and you are hiring for a position you have little experience in, chances are you will fail and the position will become a revolving door. With the average hiring mistake costing a company $17,000 - $20,000, competitive pressures make hiring right the first time a necessity.

There is a better way. Pre-Employment Testing!

The first question to answer is andldquo;Is the individual compatible with what you are asking them to do?andrdquo; Many corporations today have career broadening assignments for their employees. The notion is based on the idea that the broader the experience, the better the employee. Unfortunately, many employees are miserable in career broadening assignments because their personalities are not compatible with what they are being asked to do. Their performance lags. They become frustrated and what was once a rising star becomes a management problem with an attitude. Usually, the employee leaves before the harried manager can determine the root of the problem. Doesnandrsquo;t it make sense to determine a personandrsquo;s compatibility with a new job BEFORE they are hired or promoted?

How is this done? I recommend the use of our ENet Hire or Personality Profile. First, test your most successful people in the position. The results will uncover their dominant job related traits. Our program will then model the results through a process called andldquo;benchmarkingandquot; or andquot;base lining.andrdquo; This process creates a hiring or promotion personality trait standard, by which you can compare your applicants or employees to the successful people in the job. If you do not have enough employees to benchmark, then you can use our industrial database of base lines. We have benchmarked over 88 positions from receptionist to CEO.

The second question to answer is andldquo;Does the individual have the skill set to do the job?andrdquo; This can be determined through good interviewing questions, checking references, and giving the applicant a skills test that is relevant to the position. Recent research has shown that many degreed applicants lack the basic skills to do the job. I sincerely recommend the use of a Basic Skills Aptitude test. My company uses tests that were developed by a Doctor of Education to specifically measure the applicantandrsquo;s computer knowledge, math, spelling, and vocabulary and grammar aptitude. Bottom line, what good does it do to hire someone who canandrsquo;t open Windows, add and subtract, or compose a business letter? Make sure they have these basic skills before you hire.

If you want to know if an applicant knows how to sell, I sincerely recommend the use of our Sales Strategy Index. It puts the applicant in typical sales situations and then measures their responses against a known group of top producers.

WORK ETHIC

The third question we must answer is andldquo;Will the individual work?andrdquo; For salaried positions, may I suggest you rely upon the in-depth interview questions provided by the ENet Hire or Personality Profile, and the questions below. The Interview Questions Report provides in-depth interview questions for the applicantandrsquo;s scores that may be a problem on the job. Also, below are additional interview questions to help you determine the applicantandrsquo;s work ethic. Feel free to modify the questions to suit your needs.

Mission/Sense of Purpose

Who is the most successful person you know in our industry?

What is your goal in life?

Tell me about your 5-year goal? Your 10-year goal?

For the first year or two, is there any reason why you wouldnandrsquo;t be willing to commit to working 9 am to 9 pm, three to five days a week?

Tenacity/Perseverance

Tell me about something you have accomplished that required great perseverance?

Tell me about the jobs you have had that required self-discipline and perseverance?

Tell me about something that made you decide to give up and why?

Time Management

Do you use a Day Timer? May I see it? (Look to see if it is filled out.)

How do you prioritize your andldquo;To Doandrdquo; list?

Have you taken any seminars on time management? Which ones?

Character and Credit History

When we conduct our character and credit checks, will we find anything questionable?

Check driving, credit, criminal, and employment history.

Check personal references.

For hourly positions, the questions we must answer are different. We want to know, andldquo;Will the applicant show up for work?andquot; andquot;Will the applicant steal from the company?andquot; andquot;Will the applicant take drugs on the job?andquot; andquot;Can the applicant accept supervision?andquot; andquot;What is the applicantandrsquo;s attitude toward customer service and communication?andrdquo;andnbsp; To measure these, I recommend our Work Ethic and Core Values tool that was originally developed for Sam Walton and his companies, or ENet Hire. Both are now in use with over 3,000 companies worldwide. Each test has proven very effective at screening out people with absenteeism, tardiness, drug, theft, supervision, safety, job hopping, and customer service problems.

The final question we must answer is andldquo;If I hire this applicant, who inside of my organization is best to manage the new hire and jump start his/her productivity?andrdquo; How many times have you hired the andldquo;rightandrdquo; applicant, seen them perform excellently during the andldquo;honeymoonandrdquo;, then watched their productivity slowly fall into non-existence? Our company has been doing retention research and exit interviews for over 7 years. We have found that personality conflicts now account for 50% of the employee turnover. In a recent research project, we discovered that often a new hire had all the andldquo;rightandrdquo; ingredients for success. The new hire was then assigned to a manager or trainer with whom they were incompatible. The result was after 120-180 days, the new hire became de-motivated, disheartened and left.

How can this be prevented? By making sure that the new hire and initial manager are compatible. You can do this by a simple comparison of their ENet Hire or Personality Profile results. If the manager and the new hire are opposites in more than 3 of the 20 job related traits, you may want to assign the new hire to another manager or not make the hire. While opposites may attract socially, they usually fight at work. If the differences are not as extreme, then have an initial conference and show the new hire and manager how they are alike and how their differences can benefit each other. Often, just showing two people how they can attack a problem from their different perspectives is enough to promote teamwork and jump start productivity.

With hiring mistakes costing the average company $17,000-$20,000, competitive pressures necessitate andldquo;hiring right and promoting rightandrdquo; the first time. In order to do this, you must have a complete picture of an applicantandrsquo;s or employeeandrsquo;s strengths and weaknesses and how they will fit into your organization. This picture must include an assessment of their skills, their personality, their work ethic and consideration of compatibility with the immediate supervisor.

To see why companies worldwide are using Employee Selection and Development, Inc.andrsquo;s services to help them hire right the first time and reduce employee turnover, you are invited to send in a andquot;problem information sheetandquot; so that we may analyze and discuss you company's hiring problems.

About the Author

Theresa Dotts is author of this article on Certified QuickBooks ProAdvisor. Find more information about Certified QuickBooks ProAdvisor here.

You Can Link Directly to "Problems Regarding Subjective Interview Techniques" by using the url:
http://www.allbestarticles.com//personal-development/interview-techniques/problems-regarding-subjective-interview-techniques.html

This Article Has Been Published on Fri, 25 Apr 2008 and Read 542 Times

Find All Best Articles at http://www.allbestarticles.com

Rating: Not yet rated

Comments

No comments posted.