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If you've been disappointed in the job performance of someone who seemed like a "star" in the interview, this might be the most important information you can read:
The process of matching a person to a job used to be fairly straightforward: Back in the old days, you trusted what people wrote on their resumes, interviewed them, got a “gut feeling” about the one you wanted to hire, negotiated a salary and after agreeing on terms, gave them an office, a phone, business cards and a box of stationery.
That was then. This is now:
In February 2006, the President and CEO of RadioShack resigned after admitting that there were “errors” on his resume. He claimed two undergraduate degrees. The school he claimed to have received them from said he completed two semesters, not two degrees. It was also reported that they never offered one of the degrees he claimed to have obtained.
Was it a mistake? Or intentional deception?
Regardless of which it was, the problem cost RadioShack money and resources to investigate the problem, resolve it, explain it, and fill the position.
Even if someone is not lying on their resume – and stories of corporate leaders lying on theirs are far too frequent today – selecting the wrong employee can cost many times their salary. Why? It’s not just the recruitment costs. It’s the money involved if they aren’t able to perform up to expectations. Just how much does it cost? Check out this article that explains how a $114,000 a year executive can cost a company over $2 million. (Read the article: Pay Games)
It’s not just false information on a resume that can cause a catastrophic hire.
Many executives trust their “gut instincts” when they’re making a hiring decision. And I’ll be the last person to tell you that you shouldn’t. But it's essential to confirm that what your instincts are telling you about the candidate is truly part of the applicant's core personality, and not just a reflection of how they acted in the interview. It's not a problem when your gut instincts are right. It's a serious problem when they're wrong. And, as noted above, that can be a costly mistake.
The reason for retaining me to assess executive-level candidates for your firm is that I can save you the costs of a bad hire.
I do this using an assessment process to identify how good a fit a candidate is. Before you hire them.
If there are warning signs, I’ll tell you. If you loved them in the interview but the assessment reveals some reasons why it may not work out in the long run, I’ll explain those reasons to you and anyone else in your company who is responsible for the hiring process.
You’ll learn about how well they’d fit in your organization along several dimensions. Because the process I use is both confidential and tailored specifically to the position and your organization, I can explain more about it if you call to discuss your assessment needs, or request a proposal for filling a specific position.
There are few different levels of service that I provide to my clients:
Pre-Hire Screenings
I conduct a needs assessment, review a candidate's application materials, conduct an interview and use questionnaires to establish the goodness-of-fit between a candidate and the position's requirements.
This doesn’t have to be done face-to-face. In fact, many clients are in another state, and I provide this service by telephone or videoconference if needed. Assessment Consulting I consult with clients on setting up a new process or improving an existing process for selecting executive level candidates. I review all of your existing materials and make suggestions that will immediately improve the process you use to assess candidates. I can show you weaknesses you didn't know existed. And how to fix them. I can also make simple adjustments to your existing process that will save you time and money, while increasing the effectiveness of the entire process. Search Firm Candidate Vetting If you use a search firm, I provide behind-the-scenes consulting to review the candidates you are being sent, suggest additional areas of inquiry and give a preliminary opinion about the goodness-of-fit. Some clients prefer that I do this “in the background,” where the search firm they’ve retained does not know that the clients are being screened by another consultant. In other cases, the client puts me in direct contact with the search firm and we contribute mutually to the hiring process. Private Assessment Executives hire me privately to identify their own strengths and areas in need of development. They may use this to create a plan for improving in their current jobs. They may also use this during a job search to find the best fit or prepare for interviews. Whatever the reason, this process is carried out confidentially, for your own private use. This is especially effective to do right before you begin a search. Even if you're involved with a search firm or headhunter, an independent assessment by someone who is not involved in the process of helping you find a job can provide you with the tools you need to ensure an excellent fit. Or avoid a bad one.
If you have an assessment need right now, or want to be prepared for the future, please call me Toll Free at 877-WEIMAN8. Or use the Contact Link to send me a confidential note.
I look forward to helping you with your Executive Assessment needs.
Read the FAQ about Executive Assessment.
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