Time to Hire Again

1
Time to Hire Again Do You Feel Lucky?
Many people admit to relying on best guesses
when it comes to hiring even when they have found
the results to be unreliable time and time
again. Yet in the absence of a more objective
analysis, you are sometimes left to rely on your
gut instinct. This results in hiring decisions
that feel like a roll of the dice. Sometimes you
get lucky sometimes you dont.
2
Whats Worse?

• When you dont make a good hiring decision, one
  of two things happens
• Turnover your candidate struggles through
  training, never gets up to speed, zaps your
  managers time, leaves the position voluntarily
  or involuntarily.
• Stayover your candidate struggles in the
  beginning but may become just proficient enough
  to stay in the job. Mediocre performance at
  best.

3
To understand the implications of turnover to
your organization, look at this example.
Client Services
Select position to review. _______________________
______ Number of employees currently in the
position. ___________ Number of employees that
left the position in the last 12 months.
________ ____ voluntary ____ involuntary Base
salary, commission, bonus, and benefits
____________ Turnover percentage
________ (calculate number of employees who left
position divided by number of total employees in
the position 17/80.21) Cost per employee
____________ (calculate the salary for the
position multiplied by 10 28,000 x 10
280,000) Annual cost _________________ (calcul
ate cost per employee multiplied by number of
employees who left 280,000 x 17 4,760,000)
80
17
6
11
28,000
21
280,000
4,760,000
4
To calculate the cost of turnover to your
organization, complete this exercise for one
position.
Select position to review. _______________________
______ Number of employees currently in the
position. ___________ Number of employees that
left the position in the last 12 months. ____
voluntary ____ involuntary Base salary,
commission, bonus, and benefits
____________ Turnover percentage
________ (calculate number of employees who left
position divided by number of total employees in
the position. Cost per employee
____________ (calculate salary for the position
multiplied by 10) Annual cost _________________
(calculate cost per employee multiplied by number
of employees who left)
5
To understand the implications of stayover in
your organization, try this exercise.

• To understand what its like to be in the wrong
  position, do this exercise.
• Get a piece of paper and a pen.
• With your non-dominant hand, print or sign your
  full name.
• How did that feel?

If you havent gotten a pen and paper yet and
completed this exercise, thats okay! Well
wait...
6
The Results?
Most people describe writing with their
non-dominant hand as awkward and uncomfortable.
And the results? Well, less than stellar.
Over time, you might become better at writing
with your non-dominant hand if you had to. But
it will never feel as natural or as comfortable
as writing with your dominant hand. And the
results you produce will never be as good.
7
While traditional hiring practices focus on a
candidates SKILLS, EXPERIENCE, and EDUCATION
The problem
The Traditional Hiring Model
EXPERIENCE
EDUCATION
SKILLS
it is more often a persons BEHAVIORS, VALUES
and ATTITUDES that determine success in the job.

BEHAVIORVALUES
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The solution
DISC Wizard Hiring Model
Flips the traditional hiring process upside down
Skills are the least likely to guarantee
performance. They are important but they are
also easily taught if the motivation and
behavior is already in place.
SKILLS
I can train a person in the skills to do the job
I cant make them want to do the job. Hiring
Manager
Experience and education are important but do
not guarantee success in a position.
Behaviors are the way someone takes action,
communicates, does the job. The right behavior
is essential to job performance.
BEHAVIOR
Values are the foundation of performance. What a
person values and is passionate about will
motivate them.
VALUES
9
DISC Wizard Hiring Process
How does the DISC Wizard Hiring Process work?
Its as simple as A-B-C. Or actually B-A-C. B
Benchmark the position. A Assess candidates. C
Compare candidates to position requirements.
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DISC Wizard Hiring Process

• Benchmark the Position
• Have two or three people who know the position
  well create a list of 4-7 Key Accountabilities
  for the job.
• Based on the Key Accountabilities, complete a Job
  Report online answering 38 questions about the
  jobs rewards and requirements.
• Assess Top and Bottom Performers in the position
  to validate the Job Report findings.

11
DISC Wizard Hiring Process

• Assess Candidates
• Candidates go online and complete two
  questionnaires.
• This takes about 20 minutes and can be done on
  any computer with Internet access.
• You receive a copy of each candidates Behavioral
  and Values assessments within minutes of their
  completion.

12
DISC Wizard Hiring Process

• Compare candidates to position requirements
• We will schedule a conference call within 48
  hours to review the candidates results.
• This call will include specific, targeted
  behavioral interview questions to address where
  the candidate is outside the requirements of the
  job.
• You will complete a Candidate Scoresheet to guide
  your hiring decision.

13
DISC Wizard Position-to-Person Comparison Report
Sample
This is a sample of behavioral requirements for a
sales position. The green zone indicates where
someones behavior is ideal for the job. The
yellow zone means someone could most likely adapt
their behavior to the job. The red zone means
someone will most likely have difficulty with
that behavior in the job.
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DISC Wizard Position-to-Person Comparison Report
Sample
This particular candidate is close or an exact
match to the job in Dominance, Steadiness and
Compliance.
The one area of concern would be their Influence
behavior.
The job is asking them to be Persuasive,
Animated, Convincing, Outgoing and Demonstrative
in how they deal with people.
They are Rational, Logical and Discreet in their
dealings with people.
Now what?
15
DISC Wizard Position-to-Person Comparison Report
Sample
Influence

• To address the gap between the job and the
  candidate, we create specific, targeted
  behavioral based questions.
• Please tell me about a time when you had to
  motivate a co-worker or customer to do something
  they didnt want to do and how you handled the
  situation.
• Describe a time when you had given a customer all
  the information they needed and they still
  werent ready to buy. How did you handle it?
  What was the outcome?
• Since the best predictor of future behavior is
  past behavior - you are asking questions that
  will help you determine if this candidate has
  been able to be more persuasive and convincing in
  the past.

Charismatic Inspiring Optimistic Charming
Enthusiastic Effervescent Persuasive Animated
Convincing Outgoing Demonstrative Trusting Poised
Warm Friendly Compassionate Sociable Personable
Factual Objective Cool Rational Logical Discreet
Undemonstrative Reflective Analytical Critical Ca
lculating Skeptical Detached Introspective Withhol
ding Contemplative Suspicious Reclusive
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DISC Wizard Hiring Process

• The benefits
• Reduce turnover and stayover!
• You know more about candidates in 15 minutes than
  you would working with them for 6 months.
• You improve your selection process by following a
  consistent process every time.
• You increase EEOC compliance by testing for
  job-related criteria as determined by a job
  specific benchmark.
• The benchmark information can be used as a
  development plan for new hires and for
  performance management of existing employees.

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DISC Wizard Hiring Process
For more information and to sign up for the DISC
Wizard Monthly Ezine, go to www.discwizardonline
.com You will also receive the free report
The 7 Biggest Mistakes Made in Hiring and
How to Fix Them.
Hope to see you soon!