--- Debra Fields

In 207 B.C, 2000 years ago, the Chinese Han dynasty attempted to create a scientific process for hiring their civil servants.  They thought the answer would be to write detailed job descriptions, but despite this rationale, few of the people hired performed as they expected.   

Today's hiring efforts are more daunting than ever.  Resumes often leave hiring managers with more questions than answers.  Even after thinking they made a "good" hire, it's not unusual for hiring managers to be left wondering, "What was I thinking?"  Not unlike the days of 207 B.C., it is still impossible for hiring to be done by a scientific process.  Only a systematic approach and an awareness of common mistakes made in the hiring process will enhance your odds of hiring superior performers.  From research conducted by The Kabachnick Group we found the following to be the most common mistakes made during the hiring process:    

1. Hiring in reactive mode.  Too often there is panic and a feeling of having to quickly fill a position simply to replace someone who has just left, causing steps to be skipped and potential dangers to be overlooked. 

2. Expecting to find the twin.  Susan was terrific, so I need to find another Susan.  The only thing we've successfully cloned so far is sheep, so don't expect to clone Susan.  

3. Unrealistic expectations.  The job description looks like it was created for Superman, including expectations that no one person could possibly meet.

4. Asking poor interview questions.  The interviewer fails to probe into specific examples, focusing instead on generalizations or opinions versus substantive facts, as if they were taken right out of a book on how to interview.

5. Taking the resume at face value.  Beware of simply taking the resume at face value.  Think of it as "The Greatest Story Ever Told," because it probably is.  After all, who is about to include that six month stint that was a complete failure?

6.         Relying on references.  No one lists anyone but positive references.  And, even if they did, with today's legal issues, no one's about to reveal the whole truth and nothing but the truth.

7.         I like you because you're just like me.  It's very easy to fall into the "halo" trap and like the candidate because he/she's a lot like you.  The problem is, your job is already filled and the one you're trying to fill likely has a whole different set of criteria.

8.         Undefined job competencies.  Because the competencies required for top performance in the job have not been clearly defined, and because the candidate's competencies have not clearly been identified, there is no assurance that the candidate is actually well matched for succeeding in the job.

9. Past performance assumptions.  Just because the candidate has previously performed in a job that seems similar there is an assumption that their past success will be duplicated in this job.  Since you have no way of knowing the true nature of the previous job, this can not only be a bad assumption-it can be a dangerous one.                                                 

10.        Failing to follow any real interview process.  All too often there is no systematic approach tied to the interview process other than identifying who interviews the candidate.  Without a systematic hiring process to follow, both you and the candidate risk eventual disappointment. 

At The Kabachnick Group we find that when an organization makes several of the above hiring mistakes, they will benefit immeasurably by investing in a systematic hiring process.  Our patented process is called Define & Align™; it is a methodology which has positively impacted many successful hiring decisions for our clients by identifying the difference between merely a good performer versus a well-matched superior performer. 

The process begins with a clear definition of the job which comes from accurately measuring the key competencies, attitudes and behaviors required for superior performance in the specific position.  Once clearly defined, the candidates are measured against the specifically identified requirements for the job.  What our clients say they like about the process is that it provides an objective, unbiased, and highly accurate insight into the best-matched candidate for the specific position.  As a result, it takes all the guesswork out of trying to predict whether someone we "think" fits all the criteria, does or does not. What it does instead is to allow the hiring manager to select the candidate best suited to superior performance in the specifics required for the job.

Unfortunately, not all hiring systems take into consideration all the critical elements that are necessary for superior performance in a job.  Thus, when a good person seems to be aligned with the skills and behaviors necessary for a job, you find an individual who will likely experience job satisfaction and good performance.  However, when that same good person is also aligned with culture fit, that's when you get a passionate, committed and superior performer.  There is a difference.  

If you would like to find out more about our Define & Align™ process and how it can help you to recruit superior performers, give us a call at 727-545-4185 or send an e-mail to us at performance@kabachnick.com.

Because of today's labor shortage trends, many  companies are finding that keeping good employees has become just as important-if not more-than finding and keeping customers.  So, at The Kabachnick Group we set out to find out why some companies and managers have less difficulty retaining and motivating their employees than others.  We surveyed more than 4,000 employees in various positions, from all levels of management to front line associates in 36 retail companies, and here's what we found:

• Up to 68 percent of the employee's productivity is directly attributable to their relationship with their boss.
• The most observed person in a company is the employee's immediate boss.
• In today's competitive, roller coaster labor market, valuing employees and keeping good talent happy is simply good management.

Interestingly enough, it is little coincidence that the companies who do a great job of valuing employees are the same companies that show higher profitability, greater return on investment, sustained growth and low turnover.  And, when less caring companies start to place more emphasis on employee development and satisfaction and demonstrate more genuine caring, they begin to see profit gains. 

So, just what is it that employees think demonstrates that they are valued?  Here are the top five areas noted by the employees surveyed: 

1. Employees want to be provided with continuous opportunities for self-development.  Not just hard skills required for doing their job better, but soft skills such as: listening, how to conduct meetings, effective email communication, conflict resolution, life/work balance and understanding how to recognize and communicate effectively with various communication styles.

2.         Employees want their good work to be recognized with specificity.  Tell them specifically what they did well so they will learn from it and know what performance is best to repeat. 

3.         Employees want to be respected not just as an employee, but as an individual who also has a life outside of their job.  They want to be understood as a unique person, not merely as "human capital" to get the work done.  Take an interest is who they are, what their aspirations are and what's important in their overall life beyond their time at work. 

4.         Employees want clarity from you, their boss.  They're not mind readers.  Let them know your expectations.  Is it most important that they are organized, or keep you informed on everything, or follow a certain routine every morning?  Whatever your priorities are, be clear about them so they don't have to guess what's most important to you. 

5. Employees want to be listened to - really listened to.  Hear them out.  Be patient if they talk slower than you.  They often feel they have good and helpful ideas or suggestions, but when you act impatiently or try to rush them, they may not risk sharing their thinking again.  Or, they might just stop thinking!

In reality, people at all levels and from all generations merely want respect.  Young people want respect for their new thinking, their enthusiasm and their quest to learn and grow.  Seasoned employees want respect for their experience, their wisdom and the contributions they have made through the years.  Collectively, when everyone respects one-another, great things begin to happen.

Problem:  For the first time in our lifetime we have four generations dealing with one another in the workforce.   And, while there may be inherent differences, depending upon the influences during the time you grew up and began your individual development, there are also common motivations that unify us when we are willing to take time to understand each other. 

Here are some questions to ask yourself to bring things into some perspective: 

When you got out of college, what did you want?

Ten years later, what did you want? 

Twenty year later, what did you want? 

If you're among the Baby Boom generation-and chances are you are if you're experiencing a problem with the younger generation-here is what I'm told by most of this generation: 

In their early 20's, they wanted to decide on a career and to become independent.

In their late 20's, they were ready to settle down and establish a family.

In their 30's, they were working to balance a career with a family.

In their 40's, they were dealing with stress and the pressure of trying to decide what to do with the rest of their life.  In other words, some were second-guessing the choices they had made and asking themselves, "Is this really what I want?" 

In their 50's, they began to think more about security.  And for many who failed to think ahead, they were just beginning to think about retirement issues. 

Now that you've answered these generation questions, ask yourself:  "What is the difference between what you wanted then and what today's 20-something generation seem to want?  In reality, every generation goes through similar phases.  Perhaps we'd be more understanding and patient if we just got out of our own generational box and looked at things from a different perspective.  It just might help us understand other's wants and needs from their perspective. 

As a manager (the boss), if you can understand an individual's behavior preferences along with the values that motivate them, you will be more likely to be able to understand and motivate those individuals.  Our work has shown us that in most instances, despite generational differences, when individuals are hired right, their values/motivations are totally aligned.  And, when you can focus on the common motivators rather than the generational differences, you will achieve amazing results. 

We'd like to help you in this way:  Select a high potential young employee that you would like to understand better and we'll provide you and that employee with complimentary assessments that will give you valuable information on issues like:  how to effectively communicate with each other, how to best motivate the employee, how to provide feedback and many other managerial tips.  Then you can focus on the strengths of this young person and provide the guidance and support that will leverage the gifts of their generation.  For your complimentary assessments, use this link:  Complimentary Assessment Link.

The Kabachnick Group Founder and CEO, Terri Kabachnick, was recently honored with the "Lifetime Achievement Award" from TTI Performance Systems.  The prestigious award was presented by TTI's founder and chairman, Bill Bonnstetter, at the company's annual conference in San Diego.  The Lifetime Achievement Award is presented each year to a TTI Value Added Associate who has demonstrated a lifelong commitment to helping individuals and organizations achieve success through the use of TTI's assessment solutions.  In addition, the Lifetime Achievement Award is a token of appreciation for the years of support and dedication to TTI and its efforts to provide the best personal assessments in the marketplace.