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    How To Hire The Right People
    How To Hire The Right People
    How To Hire The Right People
    Ebook155 pages1 hour

    How To Hire The Right People

    By Stan Dubin

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    About this ebook

    Hiring the wrong person can be very expensive. Lost wages, lost revenue from poor performance, theft, the list goes on. Not to mention the effect bad hires can have on the other staff. 

    How To Hire The Right People is based on this very simple premise:

    The more you know about someone BEFORE you hire them, the better your hiring decision is going to be.

    When you make better hiring decisions:

    Your staff produce more 

    They get along better

    Your customers do more business with you. 

    How To Hire The Right People will help you learn a great deal about people before you hire them. 

    It will help you make better hiring decisions.

    In some cases, MUCH better hiring decisions.
     

    LanguageEnglish
    PublisherStan Dubin
    Release dateJul 31, 2015
    ISBN9781536523409
    How To Hire The Right People

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      Book preview

      How To Hire The Right People - Stan Dubin

      © 2015 by Employee Testing Center. All rights reserved. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the Employee Testing Center, 1625 Picardy Circle, Clearwater, FL 33755.

      This book is presented solely for educational purposes. The author and publisher are not offering it as legal advice. While best efforts have been used in preparing this book, the author and publisher make no representations or warranties of any kind and assume no liabilities of any kind with respect to the accuracy or completeness of the contents and specifically disclaim any implied warranties of merchantability or fitness of use for a particular purpose. Neither the author nor the publisher shall be held liable or responsible to any person or entity with respect to any loss or incidental or consequential damages caused, or alleged to have been caused, directly or indirectly, by the information or programs contained herein. Every company is different and the information contained herein may not be suitable for your situation. You should seek the services of a qualified attorney for any matters specific to your company and to your regional area.

      Introduction

      Stan Dubin here and thank you for purchasing How To Hire The Right People!

      How many times have you interviewed someone, hired them and then a few weeks later they were no longer the same person you interviewed?

      How many times have you hired someone you were pretty sure would be a good fit for your company and it didn’t turn out that way at all?

      Well, you’re not alone. Hiring the right people can be a real challenge. Let me say that from another point of view: Hiring the wrong people can have a nasty effect on our bottom line.

      Sometimes we can just sit across from someone and we know they are going to be a great addition to our business. We have a gut instinct about it. And often we make the right decision. But we also know there are times when our gut instinct didn’t quite work out for us.

      I believe we all have the ability to make good decisions about who to hire. I would never criticize one’s gut instinct on these things.

      But I also believe this:

      The more you know about someone before you hire them, the better your hiring decision is going to be.

      And when you make better hiring decisions,

      Your staff produce more.

      They get along better.

      Your customers do more business with you.

      And that’s why I wrote How To Hire The Right People. To help you make better hiring decisions. Not to replace your gut instincts, but to give you some additional tools and ideas you can use before, during and after the hiring interview.

      Not every one of these ideas will make sense for your particular business. For the ones that do, I suggest you take a few notes and put them in a Hiring Folder. Then, when you sit down to do a hiring interview, pull out your folder and use what you think is right for that interview. You’ll learn a LOT more about the person sitting across from you and you will make better hiring decisions.

      I am the Executive Director of The Employee Testing Center. Our employee testing service has been helping companies hire better staff for many years. For more information, watch our three minute video at GetGreatStaff.com

      I’m not telling you anything new when I say, hiring the right people is vital to business growth and success. Let’s get started on it!

      The Résumé

      While at the local Barnes and Nobles bookstore, I looked over the books in the hiring section.

      The number of books available on just the subject of résumés was staggering. And, for the most part, these were current titles.

      I also went to Amazon’s web site and typed the keyword résumé into the search box for books. Amazon sells a ton of other items these days: software, music, household goods, etc, so I wanted to see how many books were associated with the keyword résumé.

      The number of items returned was 8,610.

      Eight thousand, six hundred and ten.

      I looked through the first 100 and 99 of them were about writing a great résumé. The one that didn’t mention résumé in its title was a book about LinkedIn.

      The books were promoting a range of benefits to the reader:

      Expert résumés.

      Winning résumés.

      Convincing résumés.

      Now I’m all for doing something right. And if I’m looking for a job, I’d like to find out how to write a great résumé.

      But, I also want my résumé to be honest and accurate.

      There’s a difference between saying something a certain way that communicates well versus downright exaggeration. Or worse, complete fabrication.

      Not everyone you interview is going to have studied the subject of writing a great résumé. And a good percentage of those who have will still give you a legit report of themselves.

      But there will be some who will use the résumé to inflate their history and experience.

      One approach of course is to inquire about anything you sense may be not quite right or perhaps an exaggeration.

      Most people usually display some kind of discomfort while communicating an untruth or a half truth.

      So ask away and pay close attention to their mannerisms. If your questioning about a certain point on the résumé produces a little flinching or fidgeting, this could be an area worthy of further inquiry.

      If you discover your applicant isn’t being completely honest with you, then of course you factor that into your hiring decision.

      As a personality trait, honesty may not be as valued today as it was some years ago. Perhaps there is a higher level of agreement these days that it’s okay to fudge one’s résumé; that it’s okay to stretch the truth when applying for a job.

      I can’t tell you where to draw the line on this, but if you’re interviewing someone who feels it’s okay to exaggerate or fabricate to get the job, then how do you envision that person’s performance for you later on?

      I can tell you this: There are folks out there who do place a great deal of importance on being truthful. Holding out for them might make all the difference in the world to your bottom line.

      How Reliable Is Reliable?

      The word reliable is defined in the Longman Dictionary of Contemporary English:

      Someone or something that is reliable can be trusted or depended on.

      Let’s look at some of the facets of a person’s work that add up to being trusted or depended on.

      First a few of the basics:

      Showing up on time.

      Putting in the agreed upon

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