Human Resources Management & Leadership Expert Blog - Dr. Mercer: Human Resources Management

PRE-EMPLOYMENT TESTS: 15-MINUTE METHOD TO DISCOVER WHICH APPLICANTS ARE WORTH TESTING

Companies using my pre-employment tests often ask how to decide which applicants should take the tests. I generally respond:

1. Do not give pre-employment tests to every applicant.

2. Most companies test the top 3 – 5 applicants for each job opening.

This article tells you about a quick, 15-minute method you can use to figure out which applicants you should have fill-out pre-employment tests.

RESEARCH THAT HELPS YOU HIRE THE BEST

Research shows pre-employment tests are the most accurate way to predict how a job applicant may perform on-the-job. In contrast, most interviewers make incorrect and subjective judgments about job applicants. And reference checks often prove unreliable and fail to help much.

Reasons pre-employment tests prove highly useful are tests are research-based, objective, and can be custom-tailored for each job in your company. In sharp contrast, interviews are not created from research, horribly subjective and, thus, interviewers usually inaccurate predictions.

With this pre-employment tests able to help you, you benefit from including tests as a prediction method if you crave to hire the best.

PROBLEM: HIRING MANAGERS OFTEN CREATE WASTEFUL MESS

Managers all-too-often waste immense time and energy on applicants they should not even consider.

If pre-employment tests are not given early in the selection process, managers often make this time-wasting, energy-draining, stupid mistake:

1. 30 – 60 minutes – reviewing and thinking about applicant’s resume or application

2. 30 – 60 minutes – discussing applicant with other managers

3. 1 – 2 hours – interviewing applicant

3. 1 hour – thinking about interview

4. 1 – 2 hours – talking about interview with other managers

Total time used or wasted on one applicant = 4 – 7 hours

After investing 4 – 7 hours of expensive management time on one applicant, then the manager might decide to give pre-employment tests to the applicant.

If pre-employment test scores indicate it is a great applicant, then the manager is happy.

But if pre-employment test scores indicate the applicant should not be hired, then the manager suddenly realizes s/he wasted 4 – 7 hours of time on an applicant who was not worth it.

At that point, some managers feel foolish they did not test the applicant earlier, rather than wasting 4 – 7 hours considering a loser.

But other managers get emotionally committed to hiring anyone they spend 4 – 7 hours on, despite lousy pre-employment test scores. They fret, “I spent 4 – 7 hours on that applicant. Plus, I don’t want to find more applicants and then spend 4 – 7 hours on them. So, I think I’ll ‘shoot the messenger’ – that is, ignore test scores clearly indicating this applicant should not be hired.”

In either case, managers easily can avoid this quandary – plus avoid wasting 4 – 7 hours considering an applicant who is not worth considering.

How? By giving pre-employment tests early in the hiring process, rather than late in the process.

So, the question arises: How can a manager quickly determine which applicants they should have take pre-employment tests – before they invest 4 – 7 more hours on them?

SOLUTION: GIVE PRE-EMPLOYMENT TESTS TO APPLICANTS WHO EXCELL ON BRIEF BIO-DATA INTERVIEWS

Pre-employment tests, at most companies, are given to the top 3 – 5 applicants for each opening.

You can use a 15-minute brief initial job interview to decide which applicant is worth testing.

What should you ask in this 15-minute job interview? Ask bio-data questions. “Bio” does not refer to biology. Instead, bio in bio-data means biographical information. You want to ask applicants if they have bio-data similar to bio-data of your best employees.

EXAMPLE 1:

A janitorial company asked me how it might decide which applicants should fill-out the dependability pre-employment test. They explained the job is (A) very physical, (B) indoors, and (C) required teamwork. Also, they felt sick and tired of wasteful turnover and absences.

I suggested they start each brief bio-data interview with a polite warning, e.g., “If we hire you, but later discover you gave dishonest information in our hiring process, then your dishonesty may be used as a reason to fire you. Also, you need to tell me names of your boss and boss’ boss for each question I ask about your work history. I need their names, because we may contact them to verify what you tell us.”

Remember, as I repeatedly recommend in my “Hire the Best – & Avoid the Rest” book, that past behavior is a good predictor of future behavior.

I recommended the cleaning company ask these bio-data questions plus more:

1. “What were your previous jobs?” [to see if jobs were indoors, physical, and in teams]

2. “How long did you stay on your previous jobs?” [to look at turnover potential]

3. “Why did you leave each job?” [to gauge turnover reasons]

4. “How many absences did you have in your jobs?” [to check absence potential]

5. “How much pay did you earn in each job?”

The pay question helped them focus on considering only applicants who earned less that the company pays. Why? Because employees who earn more than their previous job are happy with their pay, but employees earning the same or less feel dissatisfied and may turnover.

Pre-employment tests were given only to applicants who had bio-data needed to succeed at that company. Then, if an applicant got wonderful test scores, the company proceeded to do time-consuming prediction methods, e.g., in-depth interview, background checks, job observation, and more.

EXAMPLE 2:

A company wanted to hire great sales reps. I helped managers there fill-out my detailed Bio-Data Questionnaire. I discovered the company’s best reps had bio-data in common, including (1) earned B.A.’s from state universities, (2) had only one or two full-time jobs before applying at this company, (3) those were sales jobs, (4) they stayed in each job over three years, (5) earned less at previous employer, (6) worked part-time in high school and college, and (7) other interesting bio-data.

From this information, I created a custom-tailored brief bio-data interview. It ascertained if an applicant had bio-data similar to the company’s best sales reps.

Pre-employment tests were given only to applicants whose bio-data was similar to the company’s best sales reps.

The pre-employment tests – to make hiring decisions even better – were custom-tailored so the company easily saw which applicants got the same test scores as its best sales reps.

Applicant’s with pre-employment test scores similar to the company’s best sales reps later went through a grilling in a two-hour interview, work observations, role-play, reference checks, and more. Those who did well on bio-data, pre-employment tests and all other prediction methods usually were offered jobs. The result is the company now has a highly productive sales force.

PRE-EMPLOYMENT TESTING FOR APPLICANTS WITH ‘RIGHT’ BIO-DATA

Pre-employment tests should be given to your top 3 – 5 job applicants.

Determine who takes pre-employment tests by starting with a brief, 15-minute bio-data interview. Applicants who have bio-data similar to your best employees are the ones you have take pre-employment tests.

When pre-employment test scores of an applicant are the same as scores of your best employees, then invest hours of your valuable management time in lengthy interviews, job observations, role-plays, reference checks, and other prediction methods.

Pre-employment tests and a 15-minute bio-data interview saves many hours of expensive management time as they help you hire the best.

July 07, 2009 in Human Resources Management | Permalink

Stealing on The Rise: Pre-Employment Tests Reduces Theft

Pre-employment tests plus two other techniques help reduce stealing and theft by your employees. “Wall Street Journal” and Fox News reported (a) increases in employees stealing plus (b) employee theft’s financial drain on companies.

How financially draining is employee stealing and theft?
(A) The value of stolen items rose one-third in just two years, according to PriceWaterhouseCoopers’s survey of 5,400 companies.
(B) 20% of employers consider employee theft a moderate to very big problem, found Institute for Corporate Productivity research.

And how does employee theft impact your non-stealing employees? First, your honest employees feel dismayed when co-workers steal. It proves you hired lousy humans. Second, employees know anything reducing profits impacts job security. If a company loses too much to theft or stealing, eventually employees may get “de-employed” to decrease losses.

Fortunately, managers can use pre-employment tests and other methods to (a) avoid hiring job applicants who are thieves and (b) discover which employees steal.

1^st WEAPON = PRE-EMPLOYMENT TESTS to HELP HIRE NON-THIEVES

Pre-employment tests that specifically predict or forecast dependability can help you hire Non-Thieves. After all, the fastest, easiest and cheapest way to avoid stealing by employees is obvious: Avoid hiring job applicants who will steal.

For example, in my pre-employment test research to create the Theft/Stealing prediction on the “Dependability Forecaster(tm) Test,” I used a two-step method to find out which test questions predict if someone may steal. First, two groups of people answered my extensive list of research questions: (1) One group was Thieves – hundreds of prisoners locked-up in jails for stealing and theft crimes. (2) The second group was hundreds of Non-Thieves. Then, I did statistics to find out which specific questions the Thieves answered significantly differently than the Non-Thieves.

Those questions became the pre-employment test’s section that helps predict if a job applicant may steal.

When applicants take the pre-employment test, companies immediately see if a job applicant scored like the Thieves or the Non-Thieves. Of course, managers prefer hiring applicants who get the test scores of the Non-Thieves.

2^NDWEAPON = BACKGROUND CHECKS

In addition to pre-employment tests that help predict Theft/Stealing, a company also might conduct a criminal background check to see if the applicant was convicted of stealing crimes.

Problem: Unfortunately, a background check only will tell you if the applicant was convicted in the locale where you do the check, for example, your county. Warning: If an applicant was convicted in another locale, then you will not find out.

Solution: First, administer a pre-employment test to help predict Theft/Stealing – before you spend your time and budget on background checks. Then, if employment test scores show an applicant scored like Thieves, then you probably will not bother to waste budget doing a theft or criminal background check.

3^RD WEAPON = ACT LIKE JAMES BOND

After you use pre-employment tests to hire the best, you still need to watch your employees to make sure they do not steal. It may not sound nice, but you need to “spy” on employees. You can install video cameras, tracking devices and other spying instruments that are allowed.

For example, an executive at one company called me for help to stop employee theft and stealing that harmed the company’s finances.

First, I helped the executive start using the pre-employment test that predicts possible Theft/Stealing concerns – so the company could avoid hiring thieves. Second, I recommended the company “spy” on current employees by installing location-tracking devices on its delivery trucks.

Results = The pre-employment test helped the company hire Non-Thieves. Among employees, the company discovered delivery drivers were (a) driving away from their most direct routes and then (b) selling company goods during their off-route driving. The company’s stealing by employees came to a screeching halt. And new employees were Non-Thieves.

Suggestion: Make 100% certain employees realize you watch them. Some may complain about “Big Brother” for awhile, but they will know your rules. Your rules include no stealing is tolerated. Plus, employees realize you use multiple tools to catch employees who steal. Also, point out that stealing by employees creates less job security for everyone. That will make them thank you for “spying.”

PRE-EMPLOYMENT TESTS, CRIMINAL CHECKS, & SPYING HELP YOU STOP
EMPLOYEE STEALING

Employee stealing drains a company’s financial resources. It also creates a lousy workplace for employees. Research and news reports indicate employee stealing is a big, growing and expensive problem. So, managers need to take three steps to stop theft by employees.

First, give pre-employment tests to job applicants to help you avoid hiring possible Thieves or people who may steal. Second, conduct criminal background checks on job applicants who did well on the pre-employment test. Third, monitoring devices catch employees who try to steal your company’s possessions.

Pre-employment tests, criminal theft background checks and “spying” give you a fantastic 1-2-3punch to knock-out employee stealing in your company.

June 25, 2009 in Human Resources Management | Permalink

“PUBLIC EXECUTIONS” + PRE-EMPLOYMENT TESTS = YOUR COMPANY GROWS

Opportunity knocks. You want a workforce of only productive, responsible, dependable employees. Right?

Problem = You have some (A) unproductive or underachieving employees, (B) irresponsible employees, plus (C) employees you cannot depend on.

YOU HAVE FANTASTIC OPPORTUNITY = HOLD “PUBLIC EXECUTIONS” NOW

Yes, you read that right. I recommend you hold “public executions” at your company.

I do not mean you “cancel” harm anyone physically. Do not hang anyone at dawn.

Instead, de-employ employees who are any of the following:

> unproductive or only average in productivity

> irresponsible

> undependable

> trouble-maker – who harms other employees’ productivity

And here is how to de-employ scumbags – oops, I mean lousy employees: Hold a “public execution.” By that, I mean make sure every employee in your company knows those lousy employees are being tossed out the door because they were
(A) unproductive,
(B) irresponsible, and
(C) undependable.

You could hold an all-employee meeting after your de-employ underachievers. Clearly explain your company

A. values and adores employees who are productive, responsible, and dependable

B. will ‘throw out the door’ anyone who is unproductive, irresponsible, and undependable

End the meeting by saying all the survivors are appreciated – but do not give them any employment guarantees. Remaining at your company is based on being productive, responsible, and dependable. If any employees fall off the wagon, the management team will throw them off the wagon, that is, de-employ underachievers.

PRE-EMPLOYMENT TESTS TO THE RESCUE

Pre-employment tests give you the quickest and most accurate way to hire applicants likely to perform on-the-job like your company’s high-achievers.

How do pre-employment tests do that? Two ways.

First, for “white-collar” jobs, you readily can custom-tailor behavior, personality and cognitive ability tests so you know benchmark scores of your best employees. Then, you may prefer applicants who get pre-employment test scores similar to your outstanding employees on behavior and mental ability pre-employment tests.

Second, use a dependability pre-employment test for “blue-collar” jobs. You can prefer applicants whose pre-employment test scores forecast (a) honesty on test, (b) strong work ethic, (c) low impulsiveness – related to accidents and also interpersonal clashes, (d) low theft/stealing concerns, and (e) low substance abuse concerns.

Also, do interviews, reference checks, and background checks. But, remember these common problems: (a) Research shows most interviewers are horribly bad at predicting job performance based on their interviews, (b) it is hard to obtain useful reference checks, and (c) background checks miss many problems.

Pre-employment tests, in contrast, are research-based and can be custom-tailored to help you hire applicants with qualities similar to your company’s “superstar” employees.

EXAMPLE FROM A COMPANY PRESIDENT

I recently received a phone call from a company president. He considers hiring the best so important to business growth that he must approve all hires. He refuses to approve hiring anyone who may not be outstandingly productive, responsible, and dependable.

Pre-employment tests, he told me, are the key tool he uses to hire the best.
He explained, “We have huge numbers of applicants. Most have nice work histories – and sound great in interviews.”

“I rely on your pre-employment tests to hire great employees – because the pre-employment tests tell me whether an applicant will be as good as our best employees,” he observed.

“The pre-employment tests help us hire wonderful employees – just like our very best employees,” that company president concluded.

“PUBLIC EXECUTIONS” + PRE-EMPLOYMENT TESTS = WINNING

FORMULA

Productive, responsible, and dependable employees help your company grow. So, you may bet your company and your career on a fairly safe formula.

Simply do these steps:

1. Make a list of your underachievers – employees you regret having on your payroll.

2. Hold “Public Executions” – de-employ those average and below-average employees

3. Tell remaining employees that you de-employ underachievers.
You allow no place to hide.

4. Use pre-employment tests – to help you hire the best.

When using pre-employment tests, do the following:

First, for “white-collar” and skilled jobs, use pre-employment tests to predict – or forecast – both behaviors and mental abilities. Custom-tailor the two pre-employment tests to help you hire applicants who get test scores the same or similar to your super-productive employees.

Second, use dependability pre-employment test for “blue-collar,” hourly, and unskilled jobs. See if you can hire applicants whose test scores forecast they answered honestly, have great work ethic, are non-impulsive, and probably will not abuse substances nor steal.

Pre-employment tests and “public executions” will help you build a workforce of people who help your company grow – humans who are (A) productive, (B) responsible, and (C) dependable.

June 04, 2009 in Human Resources Management | Permalink

Pre-Employment Tests : 4 METHODS HELP YOU HIRE THE BEST SALES REPS - Part 3

Pre-employment tests plus other applicant evaluation methods help you select salesperson job applicants who will turn into highly productive, super-profitable sales reps. These applicant evaluation methods include pre-employment tests, intriguing bio-data, vague job interview questions, plus colorful role-plays.

Hiring fantastic sales reps is crucial. As Henry Ford wisely observed, “Until someone sells something, no one else has a job.” A company with monstrously effective sales reps can grow and prosper. However, a company with wonderful products but lousy sales reps will wither away.

So, how can managers hire highly productive sales reps?
Here are four great methods you can start using immediately.
Previously we discussed the following methods:
1^st METHOD = PRE-EMPLOYMENT TESTS – CUSTOM-TAILORED FOR SALES REP HIRING

2^ND METHOD = INTRIGUING BIO-DATA

3^RD METHOD = VAGUELY WORDED IN-DEPTH INTERVIEW QUESTIONS

Today I will discuss the 4^TH METHOD = ROLE-PLAY CLOSE ENCOUNTERS OF THE SALES KIND

If an applicant’s pre-employment test scores are similar to your best sales reps’ test scores, plus the applicant’s bio-data is similar to your best reps, plus the applicant did well in your in-depth interview, then you really ought to use an ultra-useful but seldom used additional prediction method. It is a carefully crafted role-play.

To do the role-play, tell the applicant to try to sell something to you. It can be any product or service both you and the applicant are familiar with. The applicant plays the sales rep and you play the prospective customer.

During the role-play, you must evaluate the applicant’s skill on using six key selling steps: (a) Quickly developing comfort and rapport with prospective customer, (b) uncovering prospect’s needs, (c) probing important details, (d) presenting solutions, (e) overcoming objections and resistance, and (f) asking for the order.

If the job applicant excels on these key sales steps, that is a good sign. If not, then you must decide if the applicant is worth training in your company’s sales procedures.

FORMULA TO HELP YOU HIRE THE BEST SALES REPS

Only hire applicants who get all wonderful ratings in the following surefire hiring formula.

Pre-employment tests + bio-data + in-depth interview + role-play = fantastic odds you will hire a highly productive sales rep.
Copyright 2009 Michael Mercer, Ph.D., www.MercerSystems.com

May 12, 2009 in Human Resources Management | Permalink

Pre-Employment Tests: 4 Methods Help You HIre THe Best Sales Reps - Part 2

Pre-employment tests plus other applicant evaluation methods help you select salesperson job applicants who will turn into highly productive, super-profitable sales reps. These applicant evaluation methods include pre-employment tests, intriguing bio-data, vague job interview questions, plus colorful role-plays.

Hiring fantastic sales reps is crucial. As Henry Ford wisely observed, “Until someone sells something, no one else has a job.” A company with monstrously effective sales reps can grow and prosper. However, a company with wonderful products but lousy sales reps will wither away.

So, how can managers hire highly productive sales reps?
Here are four great methods you can start using immediately.

Previously, we discussed the first method, which is...
1^st METHOD = PRE-EMPLOYMENT TESTS – CUSTOM-TAILORED FOR SALES REP HIRING

Today we discuss Methods 2 and 3.
2^ND METHOD = INTRIGUING BIO-DATA

Bio-data means biographical data, and yields loads of super-useful insights into which applicants you should seriously consider.

Suggestion: When you conduct your pre-employment test benchmarking study of your best sales reps, also have them fill-out a questionnaire on their bio-data from before they started working for your company. The bio-data questionnaire helps you gather specific details of your company’s best sales reps’ work experiences, education, training, compensation, and more.

For example, in bio-data questionnaires I created for many companies, I continually find successful sales reps worked during high school. That is only one example of useful bio-data.

Armed with exact bio-data of your best sales reps, you then can include relevant bio-data questions in your interviews. For instance, if all your best sales reps worked during high school in service-type jobs, then you definitely want to see if each applicant you interview had similar experiences.

Translation: See if each job applicant you might consider has bio-data similar to your best sales reps’
bio-data.

3^RD METHOD = VAGUELY WORDED IN-DEPTH INTERVIEW QUESTIONS

If the pre-employment test scores of an applicant are similar to scores of your best sales reps, then you probably want to make time to conduct an in-depth job interview.

Unfortunately, too many sales applicants come across exceedingly wonderful in typical job interviews. After all, salespeople know how to make a good impression and “knock your socks off.”

Secret Revealed = Here is a trick sales applicants use to make you “fall in love” with them: Immediately upon meeting you, the applicant gives you a nice handshake with good eye-contact and a smile. The applicant compliments something about you, your company, or your office. Then – and here is the cincher – the applicant makes you laugh within 120 seconds after meeting you. After that laugh, the applicant’s charm offensive has melted the heart of most interviewers – and the interviewer then incorrectly slobbers positive ratings on almost everything the sales applicant says.

Fortunately, you can avoid doing a typical interview, and getting conned by a salesperson.

First, only interview job applicants who got pre-employment test scores similar to scores of your company’s best salespeople. Second, make a list of the most important 6 – 9 job talents you must have in anyone you hire. These might include persuasiveness, friendliness, teamwork, handling obstacles, action-orientation, and desire to earn incentive pay.

Third, avoid telling the applicant you are looking for those job talents. Instead, ask vague questions. Then, listen to whether the applicant might have talents you need. For example, if teamwork is important, do not ask a question like “Do you like teamwork?” Any applicant with some brains would know to say, “Yes” to such an obvious question.

Instead, ask a vague question, such as, “What are examples of the work situations you enjoy most?” Then, notice if the applicant tells you examples of work situations involving (a) teamwork or (b) working alone. If teamwork is a key job talent, then you prefer an applicant who gives examples of enjoying teamwork – and not examples of enjoying working alone.

Warning: Never ask any interview question that gives clues to job talents you want the applicant to have.

Whenever I create custom-tailored “Interview Guide Forms” for a company to use, I always make sure none of the questions I create tell the applicant either (a) the specific talent is being evaluated nor (b) the desired “right” answer is. Unfortunately, most managers give hints to the answers they want to hear. Do not be one of those naïve managers.

Next time Part 4.

May 05, 2009 in Human Resources Management | Permalink

Pre-Employment Tests: 4 Methods Help You Hire The Best Sales Reps - Part 1

Pre-employment tests plus other applicant evaluation methods help you select salesperson job applicants who will turn into highly productive, super-profitable sales reps. These applicant evaluation methods include pre-employment tests, intriguing bio-data, vague job interview questions, plus colorful role-plays.

Hiring fantastic sales reps is crucial. As Henry Ford wisely observed, “Until someone sells something, no one else has a job.” A company with monstrously effective sales reps can grow and prosper. However, a company with wonderful products but lousy sales reps will wither away.

So, how can managers hire highly productive sales reps?
Here are four great methods you can start using immediately.

1^st METHOD = PRE-EMPLOYMENT TESTS – CUSTOM-TAILORED FOR SALES REP HIRING

Use two pre-employment tests to evaluate sales rep applicants:

1. Behavior or personality test

2. Mental abilities or intelligence-related test

The behavior or personality test needs to forecast the applicant’s behavior in three key areas:

a. Interpersonal Skills – e.g., friendliness, assertiveness, and teamwork

b. Personality Traits – e.g., poise under pressure, optimism, and action-orientation

c. Motivations – e.g., if the sales applicant feels driven to earn incentive pay

The mental abilities or intelligence tests forecast if the applicant has enough “brainpower” to

+ learn – how to do your company’s sales job

+ think correctly – to solve problems encountered while selling your company’s products

Importantly, before using personality and intelligence tests, you must conduct a benchmarking study. This custom-tailoring tells you specific test scores of your company’s best salespeople.

Then, when you test applicants, you quickly, easily and objectively can

> favor job applicants who got same test scores as your company’s best sales reps

> weed-out applicants whose test scores differed from your best sales reps’ scores

Hundreds of pre-employment test benchmarking studies I have done – for many companies – often result
in this “benchmark” pattern of test scores gotten by the best, super-productive sales reps:

> high scores on Friendliness

> average scores on Assertiveness

> average scores on Following Rules & Procedures

> high scores on Poised Under Pressure

> high scores on Optimism

> Calm for inside sales reps – but Excitable for outside sales reps

> high scores on Money Motivation

> average scores on Intelligence or mental abilities

As such, pre-employment tests enable you to objectively – not subjectively – know if a sales rep applicant has crucial personality and intelligence qualities similar to your company’s best sales reps. That is the reason pre-employment tests tremendously help companies hire the best sales rep applicants.

Importantly, using pre-employment tests removes the tendency of managers to like applicants who con them through (a) charm in interviews or (b) semi-pseudo-relevant work histories. Pre-employment tests helps you avoid getting fooled again by a smooth talking sales applicant.

Next time Method 2.

April 30, 2009 in Human Resources Management | Permalink

TRUTH ABOUT HIRING MILLENNIALS & GENERATION Xers

Managers often talk trash about hiring young people – Millennials (18-28YO) and Generation X (29-42YO). However, pre-employment test research and other methods reveal the true message every manager needs to know.

Fact: Managers need to realize it does not make any difference how old or young a person is. The one and only factor that counts is if the person you hire will be a productive, dependable, and honest employee. Some Millennials and Gen Xers are very

> productive, responsible, and valued employees

> lazy, irresponsible, and lousy employees

Oops. I almost forgot to tell you another handy management fact. Some people older than Millennials and Gen X are extremely

> productive, responsible, and valued employees

> lazy, irresponsible, and lousy employees

Wow. Isn’t that amazing?

Colorful trash talk by managers and in news media makes exciting “news” and human interest stories. But the fact remains: Managers need to hire productive, dependable, honest employees, regardless of job applicants’ age.

With that said, let’s look at some helpful research plus tips to help you hire the best, regardless of the age of the job applicants.

PRE-EMPLOYMENT TEST RESEARCH ON YOUNGER WORKERS VERSUS OLDER WORKERS

Companies using pre-employment tests from my firm start by us quickly custom-tailoring the tests. We conduct research called a “Benchmarking Study” or concurrent validity study. In this research for custom-tailoring, we have employees in the company take our pre-employment tests on interpersonal skills, personality, motivations, and mental abilities. Then, we discover typical or “benchmark” test scores of the very best employees in each job.

The resulting pre-employment tests are taken by job applicants. Then, the company can take the logical next steps:

* prefer applicants whose test scores are similar to the very best employees

* shy away from applicants whose test scores differ from the best employees

In pre-employment test benchmark customizing, I continually discover the very best employees get similar test scores – regardless of their age. For instance, ultra--productive and dependable Gen Xers and Millennials get test scores essentially the same as older employees who also are ultra-productive and dependable.

Also, when starting pre-employment test “Benchmarking Studies,” I have the company give me lists of employees they are testing. Sometimes, I hear details about the employees listed. Lo-&-behold, the very best employees span all age ranges. That clearly shows age is not the key issue impacting productivity and dependability.

Instead, it boils down to this fact, which I also emphasized in my third book, “Hire the Best – & Avoid the Rest(tm)”:

The fastest, easiest and lowest cost way to have employees who are productive, dependable and

honest is to hire people who are productive, dependable and honest human beings.

TALES OF 2 MILLENNIALS

Let me tell you true stories of two people who are in their twenties. You could call them Millennials. I met them through their parents who live near me.

One of these Millennials loves to

- sleep late

- barely job-hunt

- play on computer, e-mail and Twitter all day and night (after he awakens)

- watch TV and DVDs while playing on computer, e-mailing, and Twittering

The second of these Millennials loves to

+ keep busy

+ show up at job one hour early each day

+ work overtime, whenever available

+ help family members who need assistance

+ work hard

+ earn top performance ratings, because it feels personally important

Questions: As a manager, which of these two people – both Millennials – would you

- hire?

- feel comfortable perhaps putting on your payroll?

- predict might be productive on-the-job?

- think will show up at work (a) every day and (b) on-time?

- leave unsupervised – yet feel confident work is getting done?

- imagine will deserve your respect and trust?

- suspect cares a lot about earning high performance appraisal ratings?

Another question for managers: Haven’t you also met two people in every age group who exhibit similar good or bad qualities? Of course, you met such people of all ages.

REMEMBER THIS – SO YOU HIRE THE BEST

Pre-employment test research and work-style observations show some Millennials and Gen Xers are super-productive, dependable, and honest employees. And some are the opposite.

In fact, every age group – young, old, and everywhere in between – has people who are productive employees. Also, others are people you never should hire, because they are slackers who do minimal amounts and quality of work.

So, age of job applicant does not matter. What matters is a hiring manager’s skill at predicting which applicant is likely to be productive and top-notch, if hired.

Remember, as I highlight in my “Hire the Best – & Avoid the Rest(tm)” book:

The easiest, fastest and cheapest way to have productive, dependable and honest employees is to hire productive, dependable, and honest people.

And pre-employment tests, which are readily custom-tailored for each company, plus work-style insights are two great methods to predict if a job applicant will be productive, dependable, and honest.

So, quit wasting your time fretting about a job applicant’s age. Instead, invest your time into using prediction methods that forecast which job applicants – without regard to age – will be fantastic employees for your company.

Pre-employment tests plus investigating work history gives you big clues. Look for these two key clues to hire the best:

1. Applicant’s pre-employment test scores are same as scores of your best employees.

2. Applicant’s work history reveals proven productive, conscientious work habits.

www.MercerSystems.com

March 31, 2009 in Human Resources Management | Permalink | Comments (0)

Pre-Employment Testing & Hiring Expert, Dr. Michael Mercer, Partners with AgentsOfAmerica.ORG

Pre-employment testing expert Dr. Michael Mercer has been appointed the Hiring Techniques Expert for AgentsOfAmerica.ORG (AOA).

AOA is the premier association for insurance agencies and their agents and brokers. This large association is dedicated to finding the best experts to offer AOA members with highly useful methods to grow their businesses and provide spectacular customer service.

“Dr. Michael Mercer is the most widely respected, national expert on pre-employment testing – so it is a huge benefit for our members to have his expertise,” said Angelo Gioia, Executive Director of AgentsOfAmerica.ORG.

“AgentsOfAmerica.ORG is committed to offering our members the best and the brightest experts,” continued Mr. Gioia, “and Dr. Mercer certainly fit that bill.”

As AOA’s Hiring Techniques Expert, Dr. Mercer will provide a number of valuable services for AOA members, such as

> Pre-employment Tests – to help members evaluate applicants and hire productive employees

> Training seminars – teaching AOA members how to interview and test job applicants

> Articles – that all AOA members will receive – featuring tips on hiring

Dr. Mercer is president of Mercer Systems, Inc., and

+ Book Author – of 5 books – including “Hire the Best – & Avoid the Rest™”

+ Ph.D. – business psychologist – expertise = hiring and pre-employment tests

+ Creator & Researcher – of 3 pre-employment tests – the “Forecaster™ Tests”

+ Speaker – delivering many speeches at conferences and seminars at companies

“When AOA looked for the nation’s leading expert on how to hire great employees, everything pointed to Dr. Mercer,” commented Mr. Gioia. “After numerous discussions, we feel delighted Dr. Mercer agreed to share his spectacular expertise with members of AgentsOfAmerica.ORG.”

“AgentsOfAmerica.ORG is a very special association serving insurance agencies and insurance companies,” remarked Dr. Mercer. “I feel honored and thrilled AOA asked me to help AOA members on their business goal to hire productive, dependable employees.

About Mercer Systems

Michael W. Mercer, Ph.D., delivers keynotes, workshops & speeches on Management, Hiring, Human Resources, Leadership, and Organizational Change topics. Dr. Mercer is a business psychologist and author of 5 business and motivational books. Dr. Mercer developed 3 pre-employment tests used by companies across North America to help them select top-notch employees. Contact Us: Phone = (847) 382-0690 or
Email = drmercer@mercersystems.com

About AgentsofAmerica.ORG
AgentsofAmerica.ORG is an on-line Insurance Agent's Association and indispensable resource for news, products, services, education, and industry information throughout America. The organization’s Mission is to deliver the BEST people, products, information, and services to Agents on a daily basis all designed to help them manage and grow their business and provide ongoing value to their clients. Their motto is "Bringing the BEST Together”. AgentsofAmerica.ORG is offering a 2-month free trial period for those interested in learning about the valuable benefits the new organization offers. Anyone joining as a paid member during the 2-month trial period receives a 25% discount on their initial membership plus a complimentary extra month membership, for a total of 15 months. All paid members are eligible for additional discounts and access to an extensive array of other membership programs. Visit www.AgentsofAmerica.ORG for more information.

March 02, 2009 in Human Resources Management | Permalink | Comments (0)

STOP STEALING BY EMPLOYEES: PRE-EMPLOYMENT TESTS & OTHER WAYS TO STOP EMPLOYEE THEFT

Pre-Employment Tests: Pre-employment tests plus two other techniques help reduce stealing and theft by your employees.
“Wall Street Journal” and Fox News reported (a) increases in employees stealing plus (b) employee theft’s financial drain on companies.

How financially draining is employee stealing and theft? (A) The value of stolen items rose one-third in just two years, according to PriceWaterhouseCoopers’s survey of 5,400 companies. (B) 20% of employers consider employee theft a moderate to very big problem, found Institute for Corporate Productivity research.