CAREER EDUCATION. 5 Overlooked ways to take on the winners

Here is a true story. My dentist made a "clinical" assessment of my teeth. That is his fancy way of saying she looked into my mouth and recited at your teeth with your own two eyes. Could not find any holes in his assessment "clinic". I felt relieved and happy!
But then took a quick x-ray. Lo-&-behold, the radiograph immediately noticed a hidden under one of my fillings!
In other words, what you see isn't always what you get! An x-ray objective is information far more important than a skilled eye.
Similarly, some applicants are through beautiful in a job interview. But, they then proceed to flop after you put them on the payroll. In fact, huge amounts of research show that most interviewers are bad at predicting how will the applicant if hired.
Thus, it is crucial for a manager to use the special "x" to identify potential problems lurk within an applicant – and discover skills and talents that will prove useful at work. Here are five superb "x-ray" methods you can use immediately to help you hire high-achievers – and stay away from underachievers.
1. pre-employment tests
Research shows that custom test are the best way to accurately predict performance on the job. You can use three types of tests:
A. evidence of behaviour – to evaluate the motivations, personality and skills
B. evidence of ability to predict brain drain problem-solving skills, vocabulary, arithmetic, grammar, and management of small details
C. character test – to detect a "bad apple", which has a poor work ethic or could steal
Tests can be given in test paper-pencil-& booklets or on the Internet. Important, use only test designed for pre-employment assessments.
Customize the tests you use doing a study "benchmarking" to find out how employees highly productive, low-turnover typically sign. Then, you can quickly compare test scores of applicants against the scores of your employees more productive. Of course, you can show a preference for candidates who score as the winners.
2. Remember a truism
When I deliver my speech or seminar on hiring the best-& avoid the rest ™, always point out: any behavior you see by the applicant during the selection process is likely to be much better behavior you will never be that person! Assisted surely this truism.
Let's say you want to hire a high-energy person. Candidate remains very high energy during the screening process as a whole, including all the in-depth interviews. Candidate b begins interviews high energies (good sign) but then acts drained more and more as the interviews to go forward (a bad sign). Candidate a is much more likely to be high energy practice of candidate b. Don't expect candidate b suddenly explode with energy if you hire that person.
3. referrals from your best employees
Winners hang around with the winners. Losers hang around with the losers. The best employees will probably hang around with high-achievers. Ask employees to refer candidates.
4. Bio-data
I'm not referring to the DNA. Bio-data are biographical. Here's how to benefit from bio-data. Grab the files on your employees superstar. Search common work-related experience or education that most of them have.
For example, a company that I consulted to wanted to hire salespeople to sell a service (not a product). On examination of bio-data of the company's superstar vendors, we found that sellers of high-achieving had worked selling services. Most vendors focused company worked in sales, too. But, the underachievers sold products and services.
Interestingly, the same company also discovered that most of its sellers superstar has worked at McDonald's for six months or more at school or University. This showed an interest in serving customers (after all, that is stress what McDonald) plus stick-to-itiveness (lasting six months or more in a job normally high-turnover). Then, start digging in your treasures of bio-data that is located in the dependent files.
5. RJP
RJP stands for realistic job preview. To RJP, (to) show applicants exactly what they'll practice if you hire them, (b) leave applicants for 24 hours and (c) then ask applicants if they want to take the job. Research shows that employers that give detailed RJPs get two results:
1. less employees accept the job offer
2. candidates who accept work out have less likely to turnover
Importantly, a super-RJP must be realistic. For example, I consulted for a tyre company. He had great difficulty in getting people to work in "purgatory" – a terribly hot in hot, freshly made which links have been moved on tyre moulds. Anyone who has worked in the past all day, "purgatory" room covered with sweat and thick layer of white powder. No wonder that most people left that job after a short time!
I have recommended using RJPs. The company concerned, "candidates do not take that job if they know much about it!" I said let's try RJP anyway. Sure enough, after seeing this work terribly hot and dusty, only a small percentage of candidates took the job. But, who has stayed for long. Note: were people who acted separately "odd" and having feeling hot and sticky all day!
Do it now
If you remember these points, you can hire the best-and get:
1. what you see is not all that you get – but it is the best you will see
2. use custom test, for tests to predict the success of work better than other methods
3. take advantage of predictors under the nose, including referrals by winners, bio-data and RJPs
Most importantly, you can start these precious methods today so immediately begin taking better.
© Copyright 2005 Michael Mercer, Ph.d.

Posted in: Overlooked,winners