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The Final Piece to the Quality Hire Puzzle

Your company’s hiring managers are working tirelessly to write accurate job descriptions. You’ve made interview checklists and performed background checks, but somehow several new team members are just not working out. And, it’s costing your company big. So, what went wrong? What can you do? First, let’s examine what exactly these bad hires can do.

Bad hires can wreak havoc

HR.com, the largest social network and online community of HR executives shares some eye-opening information about who you are really hiring. For instance, did you know that 53 percent of all job applications contain inaccurate information and that 34 percent of all application forms contain outright lies about experience, education, and ability to perform essential functions on the job? It’s activity like this that can really do some damage to your bottom line.

In fact, the U.S. Department of Labor estimates that the average cost of a bad hiring decision can equal 30 percent of a person’s first-year potential earnings. So, for example, one bad hire with an annual income of $50,000 could equal a possible $15,000 company loss. Don’t you work too hard to have your company take a hit like that?


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About the Author

Greg MoranUtilizing more than a decade of human capital management, sales and leadership experience, Greg Moran is Founder and CEO of Chequed.com. Chequed.com is redefining the way companies hire with a singular goal… No Bad Hires. Ever. Their Predictive Talent Selection™ platform helps leading brands worldwide make hiring more efficient and data driven through cloud-based, automated, predictive reference checking. In partnership with the University at Albany, Chequed.com works with organizations to implement best practices in talent selection, which are scientifically proven to reduce cost per hire, increase quality of hire and improve organizational productivity. For more information, visit www.Chequed.com.

The TKO Interview: Five Ways to Fire Before You Hire… and Find the Right Person for the Job

Hasty hiring brings eventual firing. These wise words should be the mantra for every organization hiring from today’s overcrowded job market. Especially if your company’s current hiring process consists of putting out a job posting, sifting through résumés, and hiring the first person who doesn’t throw up a major red flag during an interview, it’s time to consider a renewed approach. One that will save you time and money and help you hire the best of the best.

Making poor hiring decisions will cost both your company coffers and your company culture dearly. It’s much better to be temporarily short-staffed than to lower your standards. Learn to use the interview process to knock out the candidates who aren’t the right fit for you, and you’ll end up with a new team member who will be an asset to your brand, your morale, your momentum, and your productivity for a long time to come.

The purpose of a knockout interview is to eliminate candidates from consideration using smart, rigorous, values-shaped standards, and to do it without wasting time. Knockout interviews help upgrade hiring from an inclusive process to an elimination process, thus saving your most valuable resource – time. To that end, knockout interviews are invaluable.


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About the Author

Dave Anderson, author of How to Lead by THE BOOK: Proverbs, Parables, and Principles to Tackle Your Toughest Business Challenges, is president of Learn to Lead, and has given over 1,000 leadership presentations in thirteen countries. He is also the author of How to Run Your Business by THE BOOK: A Biblical Blueprint to Bless Your Business; If You Don’t Make Waves, You’ll Drown; Up Your Business!; How to Deal with Difficult Customers; and the TKO business series. He and his wife, Rhonda, are cofounders of The Matthew 25:35 Foundation, which helps feed, educate, and house under-resourced people throughout the world. To read Dave complete biography, click here.

Inspiring Employees with a Values-Rich Environment

Even if your corporate culture leaves a lot to be desired, managers can create a localized environment that inspires your employees to achieve peak performance. It’s a fact that I discovered over and over in my work for JetBlue, Southwest, Doubletree and other companies with high-performing cultures: the vast majority of your employees want to work in a place where people care about customers and each other, are fully engaged, take pride in their work, and feel the obligation to continually improve. In other words, they want you to create an inspiring culture, even if it’s just in your department. They will even help you create it, if you show them the way.


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About the Author

Ann Rhoades, author Built on Values: Creating an Enviable Culture that Outperforms the Competition, is president of People Ink, a culture-change consulting firm. Ann serves on the Board of Directors for JetBlue and P.F. Chang’s. She was one of the five founding executives of JetBlue Airways; Chief People Officer for Southwest Airlines; and Executive Vice President of Team Services at Doubletree and Promus Hotel Corporations. To read Ann’s complete biography, click here.

Connecting with the ‘Overqualified’ Job Candidate: Why the Highly Skilled Candidate May Be the Best One for the Job (and Five Ways to Connect With Her)

These days, any position that becomes available generates a deluge of résumés. If your policy is to automatically discard those belonging to candidates you deem as ‘overqualified,’ it’s time to rethink your strategy. Here’s why.

When a job opens up in today’s economy, it receives a lot of attention. And no wonder: Over 15 million Americans need work. And if you’re a hiring manager, you may have found that the best way to shrink that pile of résumés on your desk is to weed out the seemingly ‘overqualified’ workers first. After all, you reason, those candidates will want too much money and will jump ship the minute they find a better offer. Right?

Not necessarily. In fact, a recent Harvard Business Review article suggests that when you ignore these candidates you’re missing out on the opportunity to add highly qualified talent to your organization.

The article points out that ‘overqualified’ candidates tend to show a better work ethic, stay, on average, longer than less qualified candidates, and as long as they are empowered are actually happy workers.

To back up these assertions, the HBR article cites studies from folks at the University of Connecticut, the University of South Carolina, St. Ambrose University, and Portland State University, respectively, which show that overqualified workers are high performers, less likely to quit, and value autonomy.


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About the Author

Maribeth Kuzmeski, MBA, is the author of five books, including …And the Clients Went Wild!: How Savvy Professionals Win All the Business They Want (Wiley, 2010) and The Connectors: How the World’s Most Successful Businesspeople Build Relationships and Win Clients for Life (Wiley, 2009). She is the founder of Red Zone Marketing, LLC, which consults with businesses from entrepreneurial firms to Fortune 500 corporations on strategic marketing planning and business growth. Maribeth has personally consulted with some of the world’s most successful CEOs, entrepreneurs, and professionals. An internationally recognized speaker, she shares the tactics that businesspeople use today to create more sustainable business relationships, sales, and marketing successes.