.
Do you know who’s behind the resume?
Most hiring decisions are made in haste–during the first five minutes of an interview. Turnover costs thousands of dollars for every departing employee.

Consider this:
66% of all new hires will disappoint in the first year 
66% of the employees would rather work somewhere else 
95% of job applicants will exaggerate to get a job 
33% of all businesses will be sued this year over an employment issue

.
Promotion mistakes are too common.
 Star employees are often promoted into roles where they cannot perform. How many great sales people have struggled when promoted to management roles?
 

Dependability pays.
In 1998, absenteeism cost employers $757 per employee, according to a report in USA TODAY. This does not include the cost of hiring others or paying overtime to perform the work of the absent employee.

 

You can be liable for employees' behavior on and off the job. 
Employees’ criminal behavior could cost your business millions of dollars. Every time you hire without practicing due diligence, you may be accepting liability for their actions–even when they’re 
"off the clock."  

 
You can be sued for illegal discrimination.
With objective data, you can  prove a hiring/promotion decision was made without discrimination based on gender, race, religion, etc. 

 


Résumé writers write great fiction.
95% of recent college graduates said they would be willing to make a false statement in their résumés to get a job. 41% admitted they had already done so. (Nation's Business, May, 1999). 

 
Testing is accepted, even expected.
92% of job applicants accept testing as part of the job qualification process. Only 3% resent it, while 5% were neutral. (Molding Systems, May, 1999, v57 i5 p56(1))

 

Traditional Hiring Methods are wide open to error.

Halo Effect occurs when an interviewer sees part of themselves in candidates. Common fraternities, schools or common associates transforms an ordinary candidate into a glowing candidate.

Unconscious Bias is contrary to the halo effect. This occurs when the interviewer has nothing in common with the applicant. The interviewer may see the candidate in an unfair, negative light.

The "Great-at-Interview" Candidates - Lively, animated and friendly, these candidates are great in the interview. But you're only seeing the surface and really can’t see how they will perform.

The "Bad-at-Interview" Candidates - Sometimes it happens and you have a candidate who just doesn't do well in interviews. Whatever the reason, you might have a winner sitting right there. How can you know?

 
 

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