Announcing proven strategies for selecting high-performing employees.


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Outstanding results in a department and organization are only possible with high-performing employees on your team.

-High performers are typically 34% more productive than the average performer

Yet, every day, managers are making hiring decisions with less information to know if who they are hiring will be successful or not.
Ensuring high-performing employees are part of your organization begins with the hiring process.

-If there is a more predictable way to select high-performing employees, you would want to know about it, right? Of course you would.

Selecting high performers requires several key factors:

  • Specific job requirements expressed in terms of successful results;
  • Accurate understanding of a candidate’s past experience and how it relates to these successful results as well as the specific actions they took to obtain  results;
  • Objective analysis of a candidate’s results compared to what you need (and not compared to other candidates).

Going from Good to Great in your talent requires deeper knowledge of the candidates and the relevant experience they bring.

This selection process cannot happen by haphazard interviewing practices nor by allowing professionally-trained candidates to control the interview. Yet, so many organizations have not developed a reliable and predictable process for interviewing candidates.

Of course, you want to recruit high-performing employees that are the best fit with your team. High performing is not enough if not a good fit within your organization, right?

Allow me to share a client story with you.

Several years ago, a publicly-traded, professional services organization wanted to enhance the quality of the consultants they hired. This company provided temporary or interim executives to their clients in the areas of accounting, finance, information technology, supply chain, human resources, and other functions. They asked our organization to help.

We developed a morning workshop to transfer proven interviewing skills to a team of 30 recruiters and hiring managers. In the afternoon, we provided each of them an opportunity to interview a candidate using these techniques. For this portion of the program, we utilized seven existing consultants and three outside candidates, with each “candidate” being interviewed three times by different workshop participants using a unique set of questions. Each of the three interviewers then compared notes and provided a recommendation whether to hire the person or not.

After conducting the interviews and comparing notes, the clear determination was they would NOT HAVE HIRED 5 of the 7 existing consultants who were already on the payroll! You can imagine how eye- opening this experience was for this group.

Obviously, resumes alone cannot act as a reliable predictor of success. Detailed and in-depth conversations with candidates are the only way to reveal what they have accomplished and how those accomplishments relate to the success factors of your open position(s).

When used as intended, our interviewing and selection tool will drastically improve your hiring results.

You may be familiar with an interview methodology known as behavioral interviewing. In short, this technique asserts that past behavior is one of the best predictors of future behavior. If a candidate can provide evidence of being successful in the past by delivering results similar to what you require in the position being recruited for, chances are strong the person will be successful in the future role. The process of identifying those successful results criteria involves defining competencies.

The behavioral interviewing process asks candidates specific questions about their past behavior which relate directly to the competencies the successful candidate must possess. The questions are designed for the candidate to provide an example in the form of a story.  A satisfactory story must give some context or describe the situation the candidate faced and detail the action they took to achieve measurable results. For experienced interviewers, this process is not new.

What is new is the assemblage—in one place—of 100 competencies, along with definitions and a minimum of 7 ( up to 30) behaviorally-based questions to ask candidates. Of course, you are free to modify the competency name and definition to fit your organization and culture. The questions will remain valuable.

Unique interview guides can be created for the various recruiters and managers who comprise your assessment and selection team, to ensure each interviewer is asking a unique set of questions. Consistent use of the interview guides will enable your organization to conduct interviews using a standardized process, thereby making the process objective in the eyes of various regulatory authorities.

Across the companies we have consulted with over the years, we have seen recruitment techniques that work and many that fail. Our refined, behavioral interviewing process has been a cornerstone of successful employee selection for organizations that have utilized this method.

You have several options available to you:

Click here to download a free sample of 10 competencies and three interview questions. Then return to this page and choose which product(s) you would like to purchase at very affordable prices.

When you consider the cost of hiring mistakes, the real value of these products becomes apparent. You have read the statistics – the cost of a bad hire can range from 50% of the base salary to well over 200% of the base, depending on the type of position and the impact it has on your organization.

Don’t miss out on this opportunity to experience greater success in your employee selection decisions and how this outstanding tool can boost your company’s results. Order today.

Other books by Bill Bliss

  • Leadership Lessons From THE BOOK
  • Your Journey to Success: 10 Steps to a Successful Transition

Bill Bliss has been widely published in trade media, such as Construction Executive, and Staffing Success. His insights have been quoted by numerous authorities in a variety of publications, including HR Essentials, Inc. Magazine, HR Magazine, Workforce Magazine and Business & Finance Magazine.

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