Todd's Thoughts

The results of Manpower, Inc.'s 2007 Talent Shortage Survey may surprise some. The top 10 most wanted workers is being spread across the blogosphere as we speak, and numbers speak for themselves.   No need to reprint the whole list here, but I personally took note of:

One surprising omission was the in the category of skilled tradesman for manufacturing.  Whether it is a tool and die maker or a welder/fitter, we are seeing less and less of these skill sets in the Generation Y age bracket.  As the Baby Boomer’s retire or move onto less physically demanding jobs, I would stunned if the loss isn’t felt throughout the manufacturing climate in the upcoming years.

Four Simple Ways to Improve Hiring (part 2)

Change #3: Use Structured Interviews for Selection

The Problem

Interviews are the universal approaches to selecting employees; however they are prone to error and bias. As outlined in Change #2, the interviewer’s perceptions and biases can work against the company and the candidate resulting in the selection of the wrong candidate or the elimination of qualified candidates. Research shows that people project their thoughts and impressions on a candidate and feel most comfortable with candidates that they perceive to be like them. This phenomenon is reflected in comments such as –“he reminds me of me when . . . .”

The bias and error of the interview process is compounded when the interview is unstructured and resembles a casual conversation. Interviews are often unstructured, because the hiring authority lacks sufficient time or training to adequately prepare for the interview. The result is the candidate is evaluated based on the interviewer’s perceptions or “gut fee” because every interview is different. There is no common structure that allows a fair comparison and evaluation across candidates.

The Solution

The interview process is here to stay. The hiring authorities want the interview and feel the need to look the candidate in the eye (or at a minimum talk to them on the phone). Personal contact is important for those making the hiring decision to buy-in to a candidate. Structuring the interview can retain the personal touch while increasing the ability to objectively compare experience and potential across candidates. In a structured interview, each candidate is asked the same questions related to their handling of a situation in the past or how they would handle a situation in the future. The interviewer is looking for specific behavior or knowledge and the questions assist in determining whether the candidates possesses these attributes. Structured interviews increase the likelihood of getting specific and pertinent information that allows objective comparison among candidates. They allow personal contact, but minimize the errors that can occur in the interview process.

Change #4: Confirm resume and test results through background and reference checks

The Problem

It is estimated that 30-45% of resumes have exaggerations in skills, titles, or length of employment. 10-15% of resumes seriously misrepresent information such as employment or education. If the candidate is well prepared for the interviews, it the discrepancies will probably not be uncovered. We have all heard horror stories where a resume was fabricated and the company didn’t find out until the person was on the job and couldn’t perform.

The Solution

The solution is easy. Check the background of the candidates to ensure that their education and work chronology is accurate. Check their references and look for additional reference sources that they might not have included to verify positive or negative perceptions. Look for consistency in the resume, assessment, interviews and background/reference checks. It is prudent to look at financial and criminal records, just to make sure that “what you see is what your get.” The cost of checking is low compared

to finding out issues later.

Source: AdageSolutions.net White Paper May 2007

Pre-Screening: The Truth is in the Details

"The best use of an interviewer's time is spent prior to meeting the applicant. A quality prescreen of each candidate does two things: It saves the interviewer time by identifying undesirable candidates up front and allows the interviewer to prepare more fully and tailor the interview to each candidate. A quality prescreen should include a thorough review of all materials furnished by the applicant with a focus on consistency and truth in the details. The interviewer should attempt to gain some insight into each candidate prior to the interview.

"Never begin a pre-employment investigation before having a signed application and information release.

"A powerful tactic in prescreening applicants with resumes is to first accept a candidate's resume, then let them complete the application. Most applicants who are intent on fudging periods of employment have a very difficult time keeping their dates straight. If you have the opportunity to observe the candidate while they fill out an application, check to see if they refer to another copy of the resume or to another piece of paper. Oftentimes, applicants refer to "cheat sheets" in order to keep periods of employment consistent between resumes and employment applications.

"The simple truth regarding resumes is that they are sales tools used by applicants; advertising aimed at winning an audience with the interviewer, appropriately- "buyer beware." An applicant will never understate job descriptions, responsibilities, accomplishments or salary. The strategy in evaluating resumes involves separating "fluff" from "super-fluff."

"Never make a job offer based on a resume. Instead, compare it to an application and use it to develop areas for further questioning and discussion with the applicant during an interview.

"Most studies indicate that more than 1 in 3 applications contain inaccuracies. Consequently, while reviewing any application you are looking for completeness, accuracy, and consistency.

First, look over the entire application and ensure that it is filled out (in ink) in its entirety, signed, dated, and legible (would a jury or hearing officer be able to read it?). Do not consider the application if it is not in order. If necessary, call the candidate back and have it completed it to your satisfaction."

Excerpts from "Pre-Screening Job Applicants: The Truth is in the Details" by L Scott Harrel