by Dave_Arnold on Tuesday, September 10, 2013 - 12:51pm
How prevalent is theft at your workplace? How much is it costing your company? Most importantly, how can you stop it?
The answer is to prevent it before it even becomes an issue. By having a robust screening process in place for job candidates, you can minimize the chance you will hire someone inclined to engage in workplace theft. There are several predictive tools you can use, with varying degrees of effectiveness. Read more about Predicting, Stopping Theft in the Workplace
Although advanced skills are required for many jobs, HR professionals are having extreme difficulties recruiting skilled workers. For example, according to a 2013 Society for Human Resource Management (SHRM) survey of over 3,400 HR professionals, 55% noted that they had difficulties finding employees with sufficient writing skills.
Wonderlic recently surveyed over 300 HR professionals about their assessment strategy, and the results show a vast majority of respondents believe pre-employment assessments lead to better hiring decisions. In fact, even 85% of those who work at companies that don’t use testing said “making better hire decisions” is an actual, realized benefit of using them. Which begs the question: If these people feel pre-employment tests lead to better hiring decisions, why don’t their companies use them? Read more about Why Some Companies Don’t Use Pre-Employment Testing
If you’re not measuring a potential employee’s behavioral reliability, you’re making a big mistake!
According to the report, “A Typology of Deviant Workplace Behaviors: A Multidimensional Scaling Study,” by Sandra L. Robinson and Rebecca J. Bennett, counterproductive and delinquent workplace behaviors cost organizations an estimated $6 to $100 billion annually. Out of all the employees included in their research, up to 75% have engaged in deviant or delinquent workplace behaviors (i.e, theft, computer fraud, vandalism, sabotage, embezzlement, and absenteeism.) This means you probably have some employees or are on the verge of hiring an employee who could prove to be very costly to your organization.
After being stripped of seven Tour de France titles and an Olympic bronze medal, Lance Armstrong finally came clean about his use of banned performance-enhancing drugs. It seems that cheating, and then lying about the cheating, is becoming more widespread in sports, especially when the stakes are high. For example, some of the best baseball players of all time (e.g., Pete Rose, Barry Bonds, Mark McGuire) will likely never be inducted into baseball’s Hall of Fame because of their scandals.
On October 28, 1992, John Otero went into a Wal-Mart store in Las Cruces, New Mexico to interview for a job as a receiving clerk. During that interview, he was asked the question, “What current or past medical problems might limit your ability to do a job?” Unbeknownst to the interviewer, Otero had been injured in an automobile accident a few years before causing his right arm to be amputated below the elbow. Read more about What You Can Ask During a Job Interview
Reference checks are an essential step in your hiring process. As someone who has conducted a significant number of them in my career, I know they can be extremely time consuming and don’t always yield the most insightful information.
However, reference checks have the potential to provide you with some of the most critical, timely, and valuable information you could ask for: actuallyknowing how a candidate has performed on the job. Certainly, past performance is a strong predictor of future performance. But simply verifying employment dates and asking superficial questions will typically leave you in the cold. You need to make sure that you ask the right questions.