Welcome To The Hiring Tips!

Hello and thank you for stopping by. I’m Stan Dubin, the Executive Director of The Employee Testing Center.

Our employee testing service has been helping companies make better hiring decisions for over ten years now. Whether you use our service or not, I decided a running collection of “Hiring Tips” would be helpful.

If you’d like one Hiring Tip sent to you each week, [cp_modal id=”cp_id_6459d”]click here.[/cp_modal]

These tips address the full scope of hiring: employee motivation, skills, pay, testing, and evaluation. There are tips on what to ask, what not to ask and how to avoid dangerous hiring mistakes. There are 20 plus tips on hiring and the law that our readers have found very helpful. [cp_modal id=”cp_id_6459d”]Click here[/cp_modal] and we’ll send you one helpful tip every week.

Most of the tips now also include a podcast version. If you’d prefer to listen on your smart phone, iPod, etc., subscribe via iTunes.

All in all, we want you hiring better staff.

Enjoy!

This Job Is Very Stressful And…

employee stress

If the job you need filling is very stressful, how do you determine if someone can handle the stress?


I heard of one way of doing this in the hiring interview.

Right up front, some of you may find this a bit off-putting, but I see it as a possible means of checking “stress levels.”

Here’s how it went:

The company was hiring for a very stressful position. At the end of each interview, specifically with applicants they thought might be a good fit, the interviewer said,

“We’re not sure you’re suitable for the job.”

Apparently one of the candidates stood up and said, “Well, I’m not sure I want to work here” and left the interview room, never to be seen again.

So, we’re pretty sure she didn’t handle the stress in that interview very well. She could’ve sat back, collected herself and then come back to the interviewer with reasons why she was indeed suitable.

She could’ve also just simply acknowledged the interviewer and waited patiently for what came next.

Instead, she blew up. A bit of stress was entered into the interview and her method of handling it wasn’t analytical at all. It was emotional and it cost her the job.

Okay, I get it. It does seem a bit off-putting. But you know what’s really off-putting? Hiring someone for a very stressful job who is not able to handle even a modicum of stress.

So, we attempt to find out.

In the interview.

Good luck with this one. You may get some sparks, but you may also get a few gems coming through.

Making Promises You Can’t Keep

You hire a bright individual and you’re so excited, you tell him you’re looking forward to a long future with him. That you feel confident he is going to be a great, long term asset with you.

You love another candidate’s résumé and all of the glowing reports you got from the person’s previous employers, that you tell her she should be able to get several pay raises within her first year.

And yet another candidate interviews SO WELL, that you promise her the Office Manager’s position when that person retires. You know the Office Manager is retiring because she told you she was. She wants to spend more time with her family.

With every one of these promises comes a risk. What if your first candidate who you told would be a “great, long term asset with you” does not live up to his résumé? What if his skills are NOT what you thought they would be. And you want to let him go. Hmm. He may see that as a broken promise.

The candidate you promised several raises with the first year? Your revenue is hurting and you just can’t deliver on them. Broken promise?

And what about the Office Manager who assured you she was retiring in the near future. She changes her mind and doesn’t retire. She decides she just loves working there and wants to hang in for another few years. The candidate promised this position may see this as a broken promise.

I’m not a lawyer and I do not play one on television — I do loving saying that — but making promises to new hires and then not fulfilling them — it is possible this could be a legal problem for you.

The simple solution?

Do not make any promises on the front end unless you are absolutely certain you can keep them.

An even better solution?

Don’t make promises on the front end.

Should You Test Your Applicants?

I realize this is going to be a biased hiring tip as our flagship service is employee testing.

But let’s take a look at a few things here. How many times have you hired someone who interviewed really well, but you found out a few weeks or months later the person was not the same person in the hiring interview? And you had to let them go, or they left after you invested time and training into them.

We’ve been helping companies hire better staff for over ten years and if there’s one major complaint that we get — before we take people on as clients — is that they felt they’d made a good hiring decision and it just didn’t pan out. And that it can happen too often.

How costly is a bad hire? It depends on who you talk to. According to the Society for Human Resource Management, a hiring mistake can cost up to five times the bad hire’s annual salary.

But financial loss is not the only liability here. In some cases, a bad hire can poison the work environment and cause a considerable drop in morale. And with that comes a drop in production.

I know this phenomenon as “lost income.” It’s income that you did not get because people were less focused on their jobs and they didn’t take care of a customer here or there; they didn’t push a sale through here or there; they didn’t see an opportunity or two because they just didn’t have their full focus on production.

Lost income. It’s income that you’ll never get because, well, it’s lost due to a drop in staff performance. A bad hire can cause that. Several bad hires can sink a small company.

So, I believe in testing people before you hire them. But I only believe in doing this IF the test or tests are going to give you valuable, accurate information about someone. I can’t speak for anyone else’s tests, but ten years into this, I can confidently state our tests do provide important, valuable, accurate information.

And I’ll put my money where my mouth is, to coin a phrase.

If you are not using our service, watch this three-minute video and take a free test. It’ll be your test, so we won’t be able to fool you. You’ll see how accurate it is and you’ll see how it can help you make better hiring decisions. In some cases, MUCH better hiring decisions.

Okay, that’s my pitch to use our service. If you’ve been reading these tips since they began — over 250 Hiring Tips ago — you’ll know I might promote our service maybe once every 100 or so tips.

We do feel it is important that you hire the right people for your company. It’s why we provide these tips and a Hiring Tips Podcast for you. But in the end, you’ll significantly improve your hiring success when you have valuable, accurate data to use to make that final hiring decision on every candidate in front of you.

Here’s the link again to watch the three-minute video.

Should You Indicate the Salary in Your Recruiting Ads?

There are good reasons to do so and there are some good reasons not to do so.

Let’s take a look at a few.

Reasons to Indicate the Salary

If you do list the salary, you’re likely to provide a range. If this information was not in the recruit ad, you may miss out on some qualified applicants. When it’s a “buyer’s” market in the hiring world, you’ll want to access as many of these qualified applicants as possible. Listing the salary helps in this regard.

You’ll see more appropriate candidates showing up. You won’t waste time interviewing people who end an interview when they find the salary doesn’t suit them.

Listing the salary gives potential applicants an idea of how senior or how important the position is.

Some of the search engines may not show your ad in search results if the salary is not listed.

Reasons NOT to Indicate the Salary

You’ll have more room to negotiate salary when the time comes.

You won’t pay more than an applicant might have asked for.

If you’re keen on your other employees not knowing what you’ll be paying, not listing the salary keeps that information private.

Other companies, perhaps competing with you for the same applicants, will not know what you’re paying.

Well, there you have it. A few reasons why you should list the salary in an ad and a few reasons why you shouldn’t.

What Do Applicants Ask You?

A good interview will allow the applicant to turn the tables and ask any questions they have.

Most of the time, these are fairly generic questions:

How long has the position been open?

What are the key skills required for this position?

Am I expected to work overtime or on the weekends?

But in some cases, you’ll get questions that demonstrate the applicant is really looking this position over, assessing his chances of being hired and may be a good hire for you. For instance:

Who will I be working most closely with?

What is the most challenging aspect of this position?

Is there anything about my background or résumé that makes you question whether I am a good fit for this role?

Is there additional training that you’d like me to do to become more proficient for this position?

Give your applicant ample time to ask any question he or she wants to ask. If you get the usual questions, no big deal. If you get some well thought out ones, that’s a good sign.

Note: Yes, it’s possible your applicant found his questions from a Google search or he purchased a book that gave him these questions. And if that’s the case, well, that’s initiative too, isn’t it?

What Would Your Employer Say If We Asked?

This is a great question to have handy during the hiring interview. You can substitute the words “supervisor” or “management team” for the word ‘employer.’

Here’s three examples:

You ask Frank what was a difficult problem that he solved at his last position. Frank says, “I was able to solve so and so…” and then you ask, “what would your supervisor say if we asked him about that?”

You ask Sally how would she rate her performance at her last position. Sally says, “well, I’d say I performed very well.” You acknowledge her and ask, “what would your management team say if we asked them about that?”

And one last one: you ask Alex how well did he get along with other employees at his last three jobs…he says, “fabulously well”… and you ask, well, you get the idea.

Asking the question “what would your previous manager say about that?” tends to add a bit of a guard rail into the hiring interview. Most applicants know that employers may check up on them at their previous positions, but coming right out and asking this kind of question makes this scenario much more real.

When asked further questions in the hiring interview, you may find you’re getting answers that are closer to what actually happened versus what the applicant would like to present to you.

We’re not trying to embarrass Frank, Sally or Alex — we just want them to provide an accurate representation of their capabilities so we can make the best hiring decision possible.

How Important Is Empathy?

First, let’s get a definition of empathy:

• The ability to understand other people’s feelings and problems 

Here’s another definition I like:

• The ability to understand how someone feels because you can imagine what it is like to be them

Let’s look at a simple incident that may happen at a dental practice.

Frank just had some dental work done. He makes his way to the front desk to pay for the service. Behind the desk is Sally who smiles when Frank arrives. She informs Frank, “Today’s bill will be $200.00” Frank looks a little confused, but gets out his credit card and gives it to Sally. She runs the card and gives Frank a receipt. He leaves the practice and goes home.

Frank gets home but he’s still a bit confused. Frank has a date later that night and he’s concerned he might still be in pain at that time. He realizes he should’ve asked Sally about pain killers, and if Sally didn’t know, she could check with the dentist before he left.

Now, that’s Frank’s end of it.

Sally’s end of it is this: She noticed Frank was a bit confused when she told him what his bill was. When Frank fished out his credit card and gave it to her, she decided, ‘oh, no big deal, he’s giving me his card.’

Now, if empathy is a strong suit with Sally, it could’ve gone this way:

When Sally noticed Frank was confused, she instantly asks, “Is there anything wrong, Frank? Anything I can help you with?” Frank expresses some concern about painkillers and Sally gets the dentist to come by and answer his questions.

Frank goes home with no confusions. If needed, he takes a painkiller and he takes the correct painkiller.

Without that additional information, Frank may end up taking a painkiller that wasn’t the right one for his situation. He goes on his date, he acts sluggish and an attempt to schedule a second date fails.

All in all, Frank is responsible for getting his questions answered, right? Of course, he is. But Sally, if she’s the empathetic type, is going to understand how Frank feels because she can imagine what it’s like to be Frank AND she’s going to take the time to find out what may be confusing him.

If Sally does take this extra step, Frank is a much better-serviced patient and, yes, he may even get a ‘yes’ when asking for that second date.

You get the point.

Empathy can make a huge difference when dealing with our customers, our clients, our patients. It can also make a huge difference in how employees get along with each other.

If someone shows up applying for a position and he has all of the right skills for that position, but perhaps lacks empathy, is that a deal-breaker? Well, if another person shows up, has essentially the same set of skills and IS able to understand other people’s feelings and problems, then that individual a better hire.

You may be thinking, “that’s all well and good, but how does one determine how much empathy a person has?”

You could ask an applicant this:

“What’s more important, having the right set of skills for a position or the ability to understand the feelings and problems of others?”

The correct answer is both. And that answer should come immediately. Any hesitation and your applicant may be a bit deficient in empathy. This of course is not a foolproof way of determining empathy, so I’m going to make a shameless plug here:

Our personality profile measures ten key traits, empathy being one of them. If you are not familiar with our test, watch our three-minute video. Below the video is a link where you can take a free test. You’ll get a chance to see how accurate the test is and you’ll be able to see what the test says your level of empathy is.

The Hiring Spreadsheet

I may be the first person to create The Hiring Spreadsheet. There may be others out there, but I haven’t seen one.

If you’ve been reading these Hiring Tips for a while, you know I’m big on sharing, so I won’t be filing for a copyright. Kidding aside, you can and should use this spreadsheet to your heart’s content.

As you can see, I’ve got three columns with:

• Candidate A
• Candidate B
• Candidate C

And six rows receiving a score:

• Strength of Résumé
• Background Checks
• Interview Results
• Skills
• Test Scores
• Gut Instinct

Each score that you enter is based on a range of one to ten.

As you’re moving through the hiring process with your candidates, insert a score in the appropriate row when you’ve completed each step. You’ll get a good feel for this. It shouldn’t take long. You’ll know when you’ve got a 10 and you’ll know when you’ve got a 7.

When you’re closing in on making a decision, step back and look at your total score for each candidate.

In this example, Candidate C has a total score of 45. Candidate A is not far behind with a 41. And Candidate B is lagging considerably with 34.

So what does that mean? Well, if you played it straight and gave each subject the score it deserved for each candidate, then the total score should mean something to you. It should help you with your final decision.

Are some areas more important than others? That will depend on you and the position. If you’re a great salesperson yourself and you’re hiring a new salesperson, then “skills” and even “gut instinct” may be more important. If you’ve got candidates that are somewhat close together in their total scores, look over the scores for “skills” and “gut instinct” and factor those in more heavily.

Maybe one candidate with a few total points less than another candidate does substantially better in those two key areas.

You should add or delete subjects on the left side to customize this spreadsheet to your specific needs.

Many of you are very good at juggling all of this information in your head. I know when I’m looking at a good deal of information on a subject requiring a decision, having it in front of me can bring clarity and a bit of sanity.

It’s always going to come down to your judgment. With the help of this spreadsheet, you’ll be able to make that judgment call more easily and more confidently.

Want to get started right away using a hiring spreadsheet? I’ve included an Excel version of the spreadsheet that you can download and start using. Just customize to your needs.

The “Battle” For Hourly Workers — Part Two

In Part One of this tip, we discussed finding hourly workers. Different ways they could be found, some ideas on incentivizing your current staff to help you locate them, that type of thing.

In Part Two, let’s take a look at keeping your hourly staff.

Now, I realize hourly staff can be a high area of turnover. But the focus of this tip is to help you keep the ones that are doing well.

The first thing that comes to mind of course is more money. If you’ve got two or ten or a hundred hourly employees and one or more of them really stand out, you could sit down with them and say,

“Bill, we really like your hard work and we’d like to keep you as part of the team. I’d like to increase your pay X. What do you think about that, Bill?”

Bill will normally like that and will feel rewarded.

Now Bill may have been thinking about moving on. He may have seen another job or two that pays more or has better perks, but you’ve cut him off at the pass, so to speak, and he’s happy to hang in there with you.

More pay is of course the simplest path to keeping hourly workers that have demonstrated their competence. But it’s not the only way of doing this.

Most people want to feel a part of something. A group. A team. And yes, even a company.

Do you have weekly staff meetings? If not, this is a good place to start. One obvious use of a staff meeting is to bring up broad issues that you’d like all of your staff to know. But here is another interesting use of the staff meeting:

Bring a few of your hourly staff up to the front and acknowledge them in front of everyone. You could even give them a gift card to a local restaurant or maybe an Amazon gift card, something to let them know you appreciate their value.

Are you going to rub other staff the wrong way by doing this? Maybe, but ideally, they’ll work a bit harder as they may like to have a little validation in front of the group.

Staff meetings are a good way of acknowledging your staff, even your hourly ones, but there’s no need to wait for a staff meeting. If you observe Alice doing a great job as a cashier or Frank is doing a bang up job clearing the dishes every day, let them know.

“Alice, you’re doing a great job here. You handle the customers really well and I’m glad you’re a part of our team.”

“Frank, I know it’s not the most glamorous thing to clear away dishes day in and day out, but I just wanted you to know you’re doing a great job with it. I appreciate your hard work and I’m glad you’re a part of the team.”

Now, those two statements took how long? A minute? Thirty seconds?

You know where I’m going with this. A little acknowledgment goes a long way. People appreciate being appreciated. Do not underestimate the value of that last statement.

The best method to keep good, competent, caring hourly staff is to acknowledge them. More pay if you can. And the not so infrequent: “hey, you’re doing a great job, Sarah. We love having you here” — any method of genuinely acknowledging people is appreciated and will help you keep your key people on board.

Does The Applicant Feel Entitled?

I realize this may be a bit of an edgy subject for some, but I think it’s worth exploring.

First, let’s look at a definition of entitled:

“Believing oneself to be deserving of certain privileges”

We know the entitled person when we see one. They believe they should be treated with more importance than others.

On the hiring end of things, they may feel they “deserve” the job.

Some believe younger generations — Millennials and Generation Z — are more entitled than previous generations. That may be. But I’m not sure age is a total factor in this.

If you’re sitting across from someone who feels they “deserve” the job, you may find that future employee wanting to be treated better than your other staff, perhaps even with kid gloves.

We sometimes see very talented individuals who also have that aura of entitlement. If you encounter that, you’ll have to juggle those two factors when making your decision. I tend to push in the direction of people who want to be part of a team and want everybody treated fairly.

But let’s discuss this point a bit more. You have someone who is super talented in front of you. You’ve checked with previous employers and they tell you he was an excellent producer. They may also tell you he was somewhat of a prima donna*. What to do?

Perhaps you can be very direct with this individual and ask them in the interview:

“I see you’re very talented and your previous employers speak very highly of your productivity. If we were to hire you, would you expect us to treat you with more importance than the existing staff?”

Who knows, your applicant may say:

“Absolutely. I bring a great deal to the table and I expect to be treated with that in mind.”

You could respond with:

“Thank you for your candor. We would certainly consider your talents in relation to your pay, but would you want us to treat you better than the other staff in day-to-day activities?”

If you get a “yes” on that question, you might want to keep looking. A very talented employee that rubs other employees the wrong way loses you some of that talent by eroding staff morale.

Keep an eye out for the entitled applicant. He may be a great hire, but he may also add unneeded stress to your scene.

———-

* A few definitions:

Millenials are generally considered born between 1980 and 1994. Generation Z between 1995 and 2015.


Kid gloves: To handle something delicately and carefully, to deal with a person or a situation gingerly.
 

Prima donna: a very temperamental person with an inflated view of their own talent or importance.

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