Selection

The selection of new employees or promotion of existing employees is often the “entry point” of the Employee Lifecycle and the point at which you assess the core behavioral traits, cognitive abilities and attitudes of each individual.  This allows you to database incoming talent and utilize that data for coaching, training, succession planning, etc. throughout the lifecycle of the employee.  JobInsights^SM and CandidInsights^SM are Career Insights^SM flagship products that allow you to access core measurements, or you may choose to utilize an industry specific selection product such as HealthInsights^SM, AutoInsights^SM or for internal promotions, the Leadership Identifier.  These products allow you to compare these core measurements of potential employees to those that you have found to be most successful in your environment.

Finding the right people to hire or promote is often difficult.   Our aging, culturally diverse, and heterogeneous work force increases that challenge, and our globally competitive economy makes searching for competent workers an even more formidable task.   The rise of the Internet and the virtual avalanche of resumes that are received in response to each job posting make the task of finding suitable candidates yet more laborious.

Still, hiring the wrong people poses serious risk to both the small business and the large, multinational corporation.   Indeed, the costs of a hiring mistake are estimated to be from one-half to ten times an individual's yearly salary.   The expense of a hiring mistake is one that must be controlled by using a systematic and consistent approach to locating and hiring competent and suitable people.

Hiring a competent and suitable individual to fill a position is a true win-win proposition, a win for both the new employee and the employer.  Recruiting competent people for positions in which they can succeed, feel good about what they are doing, and experience the positive regard of their co-workers is highly reinforcing to everybody.  

For the employer, hiring such people is equally important.   First, it saves money by raising productivity, lowering personnel turnover, and reducing supervisory problems.   Further, personnel conflicts and problems decline sharply, as does turnover of new hires, which result in considerable savings in additional hiring costs and downtime.   Proper selection processes significantly reduce the risk of prosecution for negligent or discriminatory hiring practices.

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