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FLEXO Magazine : March 2008
III. Myth: Someone who has experience in the job is better than someone who doesn't. Reality: Experience doesn't mean the applicant is the right fit. Keeping in mind that about half of employees do not like their jobs, consider that as people get older, they might choose to stay on undesirable career paths because, as one executive in his mid- 30s told me, "It pays well and it's all I know. I've got too much invested to change. And besides, I don't know what else I'd do anyway." Here is another angle on evaluating experience: basically, the facts about their experience come from them, which may or may not be accurate. For example, one of my clients almost hired a salesperson who had six similar "successful" sales jobs. However, by using assessment tools, we discovered that sales was not a ca- reer well suited for her and that she had framed mediocre sales volumes as terrific achievements. IV. Myth: Hire people who are a lot like the best people in your company currently doing the job well. Reality: Maybe you can do better. This practice is common in hiring salespeople. It can also hap- pen when replacing an outstanding individual, such as the plant manager mentioned in the first paragraph. Unless your current employees are the absolute best in the industry, why would you want to duplicate them? What you really want is some- one who can perform the job exceptionally well. Your current staff may or may not be the best model for you to follow. V. Myth: Personality tests will show the best match for the job. Reality: Personality tests can only show how a person behaves. They cannot answer the critical question, "Can this person do this job?" Personality tests have value but you need other assessments to uncover a person's motivators and talents. The last two are the keys to successful job perfor- mance. I once worked for a company that refused to hire a beginner salesman because the fellow had the personality of an introvert. However, a competitor hired him and he became one of the top salespeople in our district because he had the right motivators and talents. THE BOTTOM LINE You want to hire people who have the right stuff. My recommendation is that you continue to do interviews and evaluation of experience, but recognize these are subjective processes. They are based on feelings. You want to ensure objectivity by including assessment tools that go deeper than personality tests. Look into using the newest generation of assessments now on the market. That's what the printer and I did to select a terrific plant manager in less than two weeks. It is recommended you base your hiring decision one-third on the assessments, one-third on an interview process, and one-third on evaluating what the indi- vidual could bring to your organization. This last consideration includes education, relationships, reputation, and experiences. As a package, these can help you develop a solid system, so you never make a bad hire again. ABOUT THE AUTHOR: Doug Smart is an author, consultant and professional speaker. He is co-author of the book Success Is a Journey. To receive your free subscription to Work Smart / Live Happy e-news- letter, visit www.Assessment-Pro.com. Or call Kelly at 770-587-9784 or toll free at 800-299-3737. PLANTS & PROCESSES