How to Hire the Right Person,            First Time, Every time!

The number one reason most people leave a company is because they were the wrong person hired for the job. I said, “leave” for a reason. More times than not, you ask them to leave rather than them leaving on their own. Having to rehire a new employee is a minimum of another $9000.00. Add this to the cost to train, customer impact, cost of lost knowledge, skills and contacts, cost of lost departmental productivity, cost of employee morale, and it adds up. Many new employees are hired based on compatibility with the interviewer or because they are perceived to fit in well with the group. This has nothing to do with how suitable they are or how well they will do the job. How can you avoid making the same mistake twice?

The TriMetrix System is an objective, easy-to-understand process for benchmarking any position within an organization. It also provides a straight forward method for comparing a person or group of people to that benchmark

THE JOB

The title "TriMetrix" provides insight into the process by which the system evaluates a job across three separate indices. These are:

1. Attributes that a job requires for successful performance.

2. Values that a specific job rewards.

3. Behavioral traits that a job demands.

Put another way, this system provides answers to the following questions:

• What personal talents does this job require?

• What does this job reinforce or reward?

• What behaviors are necessary for success in this job?

THE TALENT

The second portion of the system is a matching talent assessment that compares a person's talents, behaviors and values to those that the job requires.

In order to do this a person will complete an integrated survey combining three assessments:

• Attribute Index

• Motivation Insights

• Style Insights

THE COMPARISON OF JOBS TO TALENT

The third element is the comparison report that will compare a person or group against the exact attributes, rewards/culture and behaviors that the job requires. This comparison is invaluable because it reveals a one-to one, item-by-item objective comparison of the job's requirements and the person's talents.

This comparative information can be used for screening, hiring, training, coaching, succession planning, performance management and appraisals, plus a host of other applications.

WHAT TRIMETRIX MEASURES

The TriMetrix System measures 37 distinct factors consisting of:

• 23 Attributes

• 6 Rewards/Culture

• 8 Behavioral Traits

SA Screening Process

Pre-qualify the applicants. To many, this means going over the resume to qualify backgrounds, experience or education. Instead, E-mail each applicant a set of questions to weed out ones who are clearly a poor choice for the job especially if they interface with internal or external customers, and are unable to rep represent the company in a professional manner.

Benchmark the position. Job Benchmarking is a definitive tool designed to take the guesswork and bias out of the hiring process. It assesses the job based on the merits of the work required by the employee and not on their perceived abilities and personality. It also eliminates comparing the new employee to others already doing the job. Hiring as hired in the past will not target super stars needed to excel and grow your business.

Prescreen the applicants. Most companies have set procedures in place to screen out prospects that do not meet the basic requirements of the job. However, prescreening via e-mail and a set series of questions will help to further weed out unprofessional or less than desirable candidates.

Pre-interview meeting. Many companies have multiple employees interview prospective candidates. What they fail to do is preplan he interview process to consistently obtain the same information from each of the candidates.  When possible, interviewers should also be included in the benchmarking process to ensure buy in and accountability.

Assess the Candidate. Talent assessments tell how closely the candidate matches a job. Many feel this part of the process should come after the interview. A well-designed talent report will help determine not only if a candidate can do the job but also how well they might do it. It will often highlight deficiencies that might detract from the individuals’ overall performance as well. Why waste more time and money interviewing a candidate requiring compromise to hire?

Post-interview meeting. Debrief each of the interviewers on their choice of candidate(s). Interviewers need to justify choices based on the sample questions each asked and on relevant feedback and agree as a group. If you did your benchmark correctly, and you have already run a talent report, there should be a stand out candidate.

Check references. This is merely a formality to many companies and recruiters, but a good reference can sometimes shed light on aspects of a person’s background or a candidates ability to step up to a task that might be beyond their capabilities. This would be a good time to ask the reference how they would answer the questions preset about the candidate.