Pre-Employment Testing & Hiring Expert Blog - Dr. Mercer

3 STEPS TO HIRE THE BEST PEOPLE for YOUR TRAINING or APPRENTICESHIP PROGRAM - Part 2

Warning:  Only put people in your training program who are ultra-likely to complete or “pass” the program – and then will stay with your organization.  

More companies are creating and operating training programs or apprenticeships – mainly to train people for jobs requiring technical skills. 
Reason:  There is shortage of people possessing crucial technical skills, including
*  “blue-collar” technical skills – e.g., equipment maintenance, welding, and more
*  “white-collar” technical skills – in computers, healthcare, laboratory work, and more 

This problem is compounded by retiring employees who (a) possess technical skills,
(b) remained in same company 20-40 years, and (c) are retiring.  They stayed so long that companies did not train technicians to replace them. 

IMPORTANT:  HIRE TRAINEES WHO WILL BOTH SUCCEED & STAY 

I delivered a speech at a huge training conference.  The room was filled to capacity with training directors from across North America.  

I got a huge audience response when I said this:  Do NOT try to train people who never should have been hired and put in your training program! 

Specifically, it is an expensive waste to put people in your training program who might
a.  be too stupid or lazy to “pass” your training program
b.  drop out
c.  get kicked out
d.  leave your company after you pay for their training 

Most training programs cost a lot per trainee.  

Question:
Financially, how much is one graduate of your training program worth to your company? 

 Answer:  Financially, vastly more than your training program’s cost!

 So, if a trainee fails or drops out or gets kicked out or finishes training and departs your organization, your training investment was 100% wasted.  Plus, your company loses business opportunities due to not having another trained employee.  Then, your company has too few qualified technicians, which harms business growth opportunities.

 3 STEP METHOD TO HIRE APPLICANTS WHO ARE WORTH TRAINING

From my experience helping many organizations select the right people for their expensive training programs, I created a three-step hiring method to select applicants likely to
+  successfully complete training program
+  not turnover – stay long-term with the company 

Recommendation:  Only consider hiring applicants who earn high ratings on all three steps. 

Last time we discussed STEP #1:  BRIEF INITIAL SCREENING INTERVIEW (BISI)

Today, let's discuss Step 2:  STEP #2:  PRE-EMPLOYMENT TESTS

Give pre-employment tests to applicants who do well on BISI (Step #1).  Pre-employment tests are created via years of scientific research.  Well-researched tests are the best proven method to predict if an applicant may succeed on-the-job.  To start, your best employees in the job take the tests.  Their scores become the job’s benchmark test scores.  Then, test applicants.  You would prefer applicants who get same test scores as your best employees. 

Two pre-employment tests you should use:
*  behavior or personality tests – on interpersonal skills, personality traits,
      and motivations

*  mental abilities tests – e.g., problem-solving, verbal skills, arithmetic, and handling
      small details

For certain jobs, you also should administer pre-employment dependability test – so you can evaluate applicant’s honesty, work ethic, safety, stealing and substance abuse concerns. 

For more information, please go to http://www.pre-employmenttests.com

Step 3 next time.   

3 STEPS TO HIRE THE BEST PEOPLE for YOUR TRAINING or APPRENTICESHIP PROGRAM - Part 1

Warning:  Only put people in your training program who are ultra-likely to complete or “pass” the program – and then will stay with your organization.  

More companies are creating and operating training programs or apprenticeships – mainly to train people for jobs requiring technical skills. 
Reason:  There is shortage of people possessing crucial technical skills, including
*  “blue-collar” technical skills – e.g., equipment maintenance, welding, and more
*  “white-collar” technical skills – in computers, healthcare, laboratory work, and more 

This problem is compounded by retiring employees who (a) possess technical skills,
(b) remained in same company 20-40 years, and (c) are retiring.  They stayed so long that companies did not train technicians to replace them. 

IMPORTANT:  HIRE TRAINEES WHO WILL BOTH SUCCEED & STAY 

I delivered a speech at a huge training conference.  The room was filled to capacity with training directors from across North America.  

I got a huge audience response when I said this:  Do NOT try to train people who never should have been hired and put in your training program! 

Specifically, it is an expensive waste to put people in your training program who might
a.  be too stupid or lazy to “pass” your training program
b.  drop out
c.  get kicked out
d.  leave your company after you pay for their training 

Most training programs cost a lot per trainee.  

Question:
Financially, how much is one graduate of your training program worth to your company? 

 Answer:  Financially, vastly more than your training program’s cost!

 So, if a trainee fails or drops out or gets kicked out or finishes training and departs your organization, your training investment was 100% wasted.  Plus, your company loses business opportunities due to not having another trained employee.  Then, your company has too few qualified technicians, which harms business growth opportunities.

 3 STEP METHOD TO HIRE APPLICANTS WHO ARE WORTH TRAINING

From my experience helping many organizations select the right people for their expensive training programs, I created a three-step hiring method to select applicants likely to
+  successfully complete training program
+  not turnover – stay long-term with the company 

Recommendation:  Only consider hiring applicants who earn high ratings on all three steps. 

STEP #1:  BRIEF INITIAL SCREENING INTERVIEW (BISI)

Select applicants who have work-related qualities similar to your best, ”superstar” employees in the job.  So, unearth the superstars’ bio-data (biographical data) on job requirements, work experiences, education, and pay.  Then, conduct brief, 15 minute interviews with job applicants to see if they possess bio-data similar to the job’s superstar employees. 

 Example:  If the job requires machinery operation, ask about applicant’s machinery experiences.  If the job requires laboratory work, ask about applicant’s lab and science experiences. 

For more information, please go to http://www.pre-employmenttests.com

Step 2 next time.   

3 LEADERSHIP LESSONS I LEARNED IN THE FOREST - Part 3

You can learn amazing leadership lessons and skills in a forest – if you pay attention.  I know first-hand, because I have a forest behind my house.  Here are three terrific lessons I learn in the forest – lessons to help you improve your leadership skills.

Last time we covered the first two leaderships lessons:
#1.  LITTLE PINK RIDING HOOD
#2:  IMPERIALIST PIGS TRY TO TAKE OVER EVERYTHING

Here is today's Leadership Lesson:
DON’T LET TREES STOP YOU FROM SEEING THE FOREST

Executives calling me for advice on how to handle business problems usually start by telling me many details of the problem.  

After awhile, I point out:  “Sometimes it’s hard to see the forest because of all the trees!”  

“Trees” are the many details.  “Forest” is the vision or big goal the executive desires to achieve.  

In my forest, I often experience this see-forest-from-trees predicament.  When I walk through the woods, I see many things I need to improve, e.g., fix trails, destroy weeds, clear brush, and more.  

Then, it dawns on me that I invested hundreds of hours of strenuous work to make my forest beautiful – but I see only problems.  I fail to see my forest’s beauty, and appreciate the great results I produced.  

At such moments, I force myself to (a) focus on the “forest” and (b) stop focusing on “trees.”  Then, I feel proud of results my hard work produced.  I enjoy the wild flowers and trees I cultivated.  I cherish the fresh air, and seeing wild animals, like deer, coyotes, hawks, and foxes.  

Leadership Lesson =

As a leader, make sure you see the “forest.”  Stop looking mainly at “trees.”  Instead, focus on “forest” – your vision or big goals for your organization’s growth and prosperity. 

LEADERSHIP LESSONS & SKILLS BROUGHT TO YOU BY MOTHER NATURE

I used to think of forests as beautiful, enjoyable places.  Now, from investing innumerable hours working in my forest, I discovered forests also offer tremendous leadership skills and lessons. 

COPYRIGHT 2011 MICHAEL MERCER, PH.D., www.DrMercer.com

3 LEADERSHIP LESSONS I LEARNED IN THE FOREST - Part 2

You can learn amazing leadership lessons and skills in a forest – if you pay attention.  I know first-hand, because I have a forest behind my house.  Here are three terrific lessons I learn in the forest – lessons to help you improve your leadership skills.

Last time I revealed the first Leadership Skill called:  LITTLE PINK RIDING HOOD

Here is today's Leadershop Lesson:
IMPERIALIST PIGS TRY TO TAKE OVER EVERYTHING

Every weed, tree and plant in the forest is an imperialist pig.  They try to take over the entire forest!  

I only want beautiful wild flowers and trees I like in my forest.  But every plant and tree produces seeds and tries to take over more and more territory – unless unless I stop them. 

So, I spend many after-work hours in the forest.  I remove plants I do not want – so wild flowers and trees I want can thrive and spread.  

Leadership Lesson =

Every organization lets some bums – unproductive,  irresponsible, lazy employees – sneak onto its payroll.  Bums are corporate weeds:  They see how much they can get away with.  Bums encourage other employees to slack off and lower productivity. 
If left unchecked, that organization will get taken over by ‘weeds.’  Your threefold leadership lesson:

A.  Hire productive, responsible, hard-working people. 

B.  Avoid hiring “weeds,” i.e., unproductive, irresponsible, lazy bums

C.  De-employ bums ASAP

More leadership lessons next time.

 

3 LEADERSHIP LESSONS I LEARNED IN THE FOREST - Part 1

You can learn amazing leadership lessons and skills in a forest – if you pay attention.  I know first-hand, because I have a forest behind my house.  Here are three terrific lessons I learn in the forest – lessons to help you improve your leadership skills. 

Here is today's first Leadership Lesson.

1.  LITTLE PINK RIDING HOOD

I always see deer in the forest.  About 99.9% of deer run away when I walk nearby. 
But, one deer does the opposite.  She walks near me, usually 25-50 feet away.  Sometimes she follows only 5-10 feet behind me.  [Note:  I never feed wild animals, so she does not follow me to get food.]  A few times, this deer walked up to my house, and looked in windows!  

I affectionately call my deer friend Little Pink Riding Hood.  

Once a monstrous, 6=foot tall sandhill crane was walking on a forest trail.  Little Pink Riding Hood walked 5 feet behind that mammoth bird.  Whenever the bird stopped walking, Little Pink stopped.  When the bird resumed walking, Little Pink followed. I consider her my ‘deer friend.’  Sometimes a small deer tags along with Little Pink.   

Little Pink Riding Hood is admirably brave.  Once, six deer stood in the forest, eating leaves.  A coyote walked toward them.  Four of the deer moved away.  But, Little Pink and her small friend calmly walked in a big circle away from the other deer.  

Suddenly, Little Pink and her small friend started running astoundingly fast straight at the coyote!  The coyote ran away. 

 Leadership Lesson =

Most people are chicken or too lazy to take charge of situations.  Thank goodness for brave leaders like Little Pink Riding Hood.  Superb leaders use their brains to plan what needs to be done. and then immediately start to do it.

More Leadership Lessions next time. 

PRE-EMPLOYMENT TESTS HELP YOU AVOID HIRING SUCH TROUBLEMAKERS

JOB APPLICANTS who have PERSONALITY PROBLEMS: PRE-EMPLOYMENT TESTS HELP YOU AVOID HIRING SUCH TROUBLEMAKERS 

Imagine your horror as you observe an employee making trouble in your company.  Imagine how this troublemaking employee with personality problems . . .
-  increases costs
-  hurts profits
-  harms productivity
-  disrupts co-workers
-  needs extra management attention
-  makes you cringe

Fortunately, certain pre-employment personality tests can help you avoid hiring people who have personality problems.  Here is how specific personality tests can enable you to hire people with productive personalities – and avoid hiring those disgusting people with personality problems that will drag down your company’s organizational culture and financial success. 

 7 PERSONALITY PROBLEMS of PEOPLE YOU WANT to AVOID HIRING

As pre-employment test researcher and creator, as a Ph.D. in industrial psychologist, I discovered troublemaking employees most often display seven personality problems: 

1.  Liars – dishonest, hate following instructions, and refuse to admit work difficulties

2.  Obnoxious & Pushy – ‘eat people up before breakfast, and spit them out
        before lunch’

3.  Anarchists – rebel against following your company’s rules, policies, and procedures

4.  Complainers – react to pressure by whining, moaning, and complaining

5.  Pessimists – down-in-the-dumps, low-confidence, and seek to drag down
       co-workers’ moods

6.  High Strung – cannot sit still and concentrate and, even worse, does not want to
       concentrate on work

7.  Emotionally Volatile – enjoys focusing on their array of negative emotions

GOOD NEWS = PRE-EMPLOYMENT TEST FORECASTS JOB APPLICANT’S PERSONALITY PROBLEMS

On one pre-employment test I created, “Behavior Forecaster(tm) Test,” I devised personality test scales that reveal if a job applicant has certain personality problems.  Here are examples of test scores of applicants with certain personality problems:

1.  Liars – low score on the test’s Honesty/”Accuracy” scale

2.  Pushy and Obnoxious applicants – horribly high score on Assertiveness scale

3.  Anarchists who despise your rules & procedures – low score on Following Rules
       & Procedures scale

4.  Complainers – low score on Reaction to Pressure scale

5.  Pessimistic – low score on Optimism scale

6.  High Strung – score Excitable on Calm-Versus Excitable scale

7.  Emotionally Volatile – score Feeling-Focused on Feeling- versus
        Fact-Focused scale

QUESTION = WHY DOES PRE-EMPLOYMENT TEST “CATCH” PERSONALITY PROBLEMS BETTER THAN INTERVIEWS & REFERENCE CHECKS?

Answer #1 = Interviewers typically are lousy at evaluating applicants in job interviews.  For instance, most applicants act nice and accommodating during job interviews. 
That is a ‘show’ to win a job offer.  Unfortunately, most interviewers fail to uncover personality problems during interviews. 

Answer #2 = Reference checks very often fail to uncover personality problems.  When you call an applicant’s previous bosses, those ex-bosses typically (A) refuse to reveal useful information or (B) sugarcoat their comments by not mentioning ex-employees’ flaws.  The flaws they hide from you usually are productivity and personality problems. 

 Given common problems of job interviews and reference checks, what can you do to avoid hiring people with personality problems?  The answer is to use a personality test designed specifically for pre-employment testing. 

MORE GOOD NEWS = PRE-EMPLOYMENT PERSONALITY TEST MAKES IT EASY FOR YOU TO AVOID HIRING PEOPLE WITH PERSONALITY PROBLEMS

The best way to not have troublemakers on your payroll is not to hire troublemakers. 

The best way to not have employees with personality problems is not to hire people who have personality problems, such as
-  Lying
-  Terrible aggressiveness
-  Dislike for following your company’s rules and procedures
-  Complaining, blaming, & moaning
-  Pessimism & lack of confidence
-  Hyper-excitability
-  Emotion-focused on their feelings rather than getting work done

 A pre-employment personality test that forecasts such horrible personality problems immensely helps you.  The personality test helps you identify good applicants – those applicants who have personalities of hard-working, productive employees – the type you crave to hire.  

 Also, the pre-employment personality test can warn you about other applicants with personality problems – the ticking time-bombs you must avoid hiring if you want to operate an efficient, productive, profitable company. 

COPYRIGHT 2011 MICHAEL MERCER, PH.D., www.Pre-EmploymentTest.com 

PRE-EMPLOYMENT TESTS TO HELP YOU AVOID HIRING INTERPERSONAL TROUBLEMAKERS - Part 4

Fortunately, pre-employment tests can help you avoid hiring troublemakers – including applicants who have lousy or unproductive interpersonal skills.  Three interpersonal skills of major concern are the applicant’s level of
+  Friendliness
+  Assertiveness
+  Teamwork

My last three blogs disucssed the 3 types of Interpersonal Troublemakers.
Today, what does it cost your company to make such a mistake.

TROUBLEMAKERS COST YOUR COMPANY PRODUCTIVITY & PROFITS

Your goal is to hire applicants who are likely to be productive, low-turnover and profitable for your company.  So, you have financial reasons to avoid hiring troublemakers.  The most scientific way to determine who may be a “troublemaker” at your company is to do a pre-employment test benchmarking study. 

 For this, pre-employment test scores of your best or “superstar” employees must be determined.  Then, you could seriously consider applicants whose test scores are the same or similar to your superstars’ benchmark test scores. 

PRE-EMPLOYMENT TESTING RECOMMENDATIONS to HELP YOU AVOID HIRING INTERPERSONAL TROUBLEMAKERS

First, use pre-employment test that measures interpersonal skills like Friendliness, Assertiveness, and Teamwork.  Second, do benchmarking study – to find typical or “benchmark” test scores of your company’s “superstars.”  Third, seriously consider possibly hiring applicants who get pre-employment test scores the same or similar to your company’s benchmark test scores.

Using these three steps enables you to avoid hiring interpersonal troublemakers – based on applicants’ benchmarked pre-employment test scores. 

COPYRIGHT 2011 MICHAEL MERCER, PH.D., www.Pre-EmploymentTests.com
For more information on my pre-employment tests, please call us at 847-382-0690.

 

PRE-EMPLOYMENT TESTS TO HELP YOU AVOID HIRING INTERPERSONAL TROUBLEMAKERS - Part 3

Fortunately, pre-employment tests can help you avoid hiring troublemakers – including applicants who have lousy or unproductive interpersonal skills.  Three interpersonal skills of major concern are the applicant’s level of
+  Friendliness
+  Assertiveness
+  Teamwork

Here, you will learn how to determine what pre-employment test scores are “good” or “bad.  Then, see an example of how to put these “good” or “bad” test scores into action.  

1^ST = WHICH PRE-EMPLOYMENT TEST SCORES ARE “GOOD” OR “BAD?”

Before using pre-employment tests to weed out interpersonal troublemakers, you should uncover the typical or “benchmark” test scores of your company’s “superstar” or best employees in each job.  How?  Have some of your best – “superstar” – employees in each job take the pre-employment test.  Scores of these “superstars” become the “benchmark” test scores you could prefer in job applicants.  Reason:  You want to hire applicants who possess qualities similar to your best employees. 

Pre-employment tests’ interpersonal skills benchmarks will be on (a) low-friendliness vs. high-friendliness, (b) passive vs. aggressive, and (c) solo-work vs. teamwork.  Knowing your company’s benchmark test score helps you avoid hiring applicants whose interpersonal skills differ from interpersonal skills of your company’s “superstar” employees. 

EXAMPLE OF PRE-EMPLOYMENT TEST SCORES ON 3 INTERPERSONAL SKILLS

One company that uses pre-employment tests I created wanted to hire great Sales Reps.  The company’s Sales Reps took the behavior personality test.  On the test’s three interpersonal scales, the company’s “superstar” Sales Reps’ “benchmark” scores were 
+  Moderate score on Friendliness
+  Moderate score on Assertiveness
+  High score on Teamwork

So, when the company tested applicants, the pre-employment test showed if applicants scored similar to – or different than – its best Sales Reps. 

Now, let’s look at how hiring an applicant with test scores different than the company’s benchmarks can cause trouble.  Such trouble harms productivity and profits, plus waste valuable management time dealing with an employee you should not have hired.

Last time we discussed...FRIENDLINESS TROUBLEMAKERS.
and ASSERTIVENESS TROUBLEMAKERS
Today we will discuss....TEAMWORK TROUBLEMAKERS

TEAMWORK TROUBLEMAKERS

The third pre-employment test interpersonal skills scale is Teamwork.  This test scale is a continuum from Prefer Solo Work to Prefer Teamwork.  In example used here, the company’s best Sales Reps scored high, that is, Prefer Teamwork.  

Well, imagine an applicant who scores low on the personality test’s Teamwork scale, i.e., scored toward Prefers Solo Work.  Watch out!  Such an applicant prefers to work solo or alone.  Obviously, that would result in expensive trouble on-the-job. 

Next time....What TROUBLEMAKERS COST YOUR COMPANY PRODUCTIVITY
& PROFITS

PRE-EMPLOYMENT TESTS TO HELP YOU AVOID HIRING INTERPERSONAL TROUBLEMAKERS - Part 2

Fortunately, pre-employment tests can help you avoid hiring troublemakers – including applicants who have lousy or unproductive interpersonal skills.  Three interpersonal skills of major concern are the applicant’s level of
+  Friendliness
+  Assertiveness
+  Teamwork

Here, you will learn how to determine what pre-employment test scores are “good” or “bad.  Then, see an example of how to put these “good” or “bad” test scores into action.  

1^ST = WHICH PRE-EMPLOYMENT TEST SCORES ARE “GOOD” OR “BAD?”

Before using pre-employment tests to weed out interpersonal troublemakers, you should uncover the typical or “benchmark” test scores of your company’s “superstar” or best employees in each job.  How?  Have some of your best – “superstar” – employees in each job take the pre-employment test.  Scores of these “superstars” become the “benchmark” test scores you could prefer in job applicants.  Reason:  You want to hire applicants who possess qualities similar to your best employees. 

Pre-employment tests’ interpersonal skills benchmarks will be on (a) low-friendliness vs. high-friendliness, (b) passive vs. aggressive, and (c) solo-work vs. teamwork.  Knowing your company’s benchmark test score helps you avoid hiring applicants whose interpersonal skills differ from interpersonal skills of your company’s “superstar” employees. 

EXAMPLE OF PRE-EMPLOYMENT TEST SCORES ON 3 INTERPERSONAL SKILLS

One company that uses pre-employment tests I created wanted to hire great Sales Reps.  The company’s Sales Reps took the behavior personality test.  On the test’s three interpersonal scales, the company’s “superstar” Sales Reps’ “benchmark” scores were 
+  Moderate score on Friendliness
+  Moderate score on Assertiveness
+  High score on Teamwork

So, when the company tested applicants, the pre-employment test showed if applicants scored similar to – or different than – its best Sales Reps. 

Now, let’s look at how hiring an applicant with test scores different than the company’s benchmarks can cause trouble.  Such trouble harms productivity and profits, plus waste valuable management time dealing with an employee you should not have hired.

Last time we discussed...FRIENDLINESS TROUBLEMAKERS.
Today we will discuss...ASSERTIVENESS TROUBLEMAKERS

ASSERTIVENESS TROUBLEMAKERS

Now, imagine an applicant whose pre-employment test scores on the test’s Assertiveness scale differed from the company’s “superstar” Sales Reps.  Remember:  The company’s best Sales Reps’ benchmark test scores indicated moderate Assertiveness.  But, if an applicant scored Passive – i.e., low Assertiveness – that spells trouble.  Such a person would be too “laid back” or wishy-washy and fail on-the-job. 

 And pre-employment test scores showing an applicant is highly Assertive – i.e., aggressive – also spells trouble on-the-job.  Applicants who get highly Assertive test scores often act extremely aggressive:  They “eat people up before breakfast, and spit them out before lunch.”  Since this company’s best sales reps are only moderately assertive, such aggressive, pushy behavior spells trouble. 

Next time....TEAMWORK TROUBLEMAKERS

PRE-EMPLOYMENT TESTS TO HELP YOU AVOID HIRING INTERPERSONAL TROUBLEMAKERS - Part 1

Fortunately, pre-employment tests can help you avoid hiring troublemakers – including applicants who have lousy or unproductive interpersonal skills.  Three interpersonal skills of major concern are the applicant’s level of
+  Friendliness
+  Assertiveness
+  Teamwork

Here, you will learn how to determine what pre-employment test scores are “good” or “bad.  Then, see an example of how to put these “good” or “bad” test scores into action.  

1^ST = WHICH PRE-EMPLOYMENT TEST SCORES ARE “GOOD” OR “BAD?”

Before using pre-employment tests to weed out interpersonal troublemakers, you should uncover the typical or “benchmark” test scores of your company’s “superstar” or best employees in each job.  How?  Have some of your best – “superstar” – employees in each job take the pre-employment test.  Scores of these “superstars” become the “benchmark” test scores you could prefer in job applicants.  Reason:  You want to hire applicants who possess qualities similar to your best employees. 

Pre-employment tests’ interpersonal skills benchmarks will be on (a) low-friendliness vs. high-friendliness, (b) passive vs. aggressive, and (c) solo-work vs. teamwork.  Knowing your company’s benchmark test score helps you avoid hiring applicants whose interpersonal skills differ from interpersonal skills of your company’s “superstar” employees. 

EXAMPLE OF PRE-EMPLOYMENT TEST SCORES ON 3 INTERPERSONAL SKILLS

One company that uses pre-employment tests I created wanted to hire great Sales Reps.  The company’s Sales Reps took the behavior personality test.  On the test’s three interpersonal scales, the company’s “superstar” Sales Reps’ “benchmark” scores were 
+  Moderate score on Friendliness
+  Moderate score on Assertiveness
+  High score on Teamwork

So, when the company tested applicants, the pre-employment test showed if applicants scored similar to – or different than – its best Sales Reps. 

Now, let’s look at how hiring an applicant with test scores different than the company’s benchmarks can cause trouble.  Such trouble harms productivity and profits, plus waste valuable management time dealing with an employee you should not have hired.

FRIENDLINESS TROUBLEMAKERS

Imagine the interpersonal problems – that would impact productivity – if the company hired a Sales Rep whose interpersonal skills differed from the company’s “superstar” Sales Reps. 

For instance, the pre-employment test’s benchmark scores on Friendliness scale was moderate Friendliness.  A low-friendliness applicant is more shy, withdrawn and introverted than the company’s “superstar” Sales Reps.  That spells trouble. 

Or, imagine an applicant who scored highly-friendly, which is higher than the company’s  benchmark of moderate friendliness.  Such a highly friendly person would excessively socialize – so excessively that their boss would need to tell them to “stop socializing, and get back to work!” 

Next time....ASSERTIVENESS TROUBLEMAKERS