Purpose: Learn about the polygraph new management hires
His heart dropped when he saw his boss from his current company walk into the interview room with his prospective employer again. In a flash, every exaggeration on his resume was known. All the excitement of a new, better-paid position immediately vanished.
That meeting ended quickly with an exchange of courtesies and a polite refusal. The interviewer went to his office, frustrated by the amount of time and effort he invested in this candidate. She was thrilled to resume its strong test results and happier still that the exhausting search process was almost over. At the same time, she was happy to know now about his weaknesses. Certainly it would cost his company more time, money and frustration if she had taken.
70% of curricula, we can not trust
Research shows that 70% of the curriculum on his desk right now contain lies and exaggerations. And not just for sales or middle management jobs. The executive search firm reported that after thousands of resumes to review the first three lies were the number of years in one location, personal achievements, and size of organizations that have managed. Look at the people who have already taken on the staff of your company. I am not suggesting that they distrust, but the same 70% applies to the resumes you watched last year too.
No wonder that the 80/20 rule is in effect at your company and your team. Despite all the evidence, analysis, interviews, screening, background checks and gut feel, you still want someone more effective in 80% of the positions of your company. This is true for your managers too. Would you like to see 80% of them hit the road and be replaced by people with skills and values that mirror those of 20% producing 80% of the results.
Avoid costly errors Conduct You are about to do
It's enough to make you cry, because you just want someone who can handle the responsibilities of work, and you will be happy to pay well for their services. To complicate matters, when considering upper management and senior staff, one of their great responsibility as a leader. You are not looking for a technical expert, whose skills are easily classified, you are in that twilight horribly called soft skills. Can truly assess the leadership skills and ability of a person to operate effectively under stress from a resume, interviews and personality test?
Look around for evidence.
What is worse is that, despite the gross volume of different paper tests, interview techniques and assessment tools, is still making mistakes in your recruitment decisions. However, these errors are easily identified in advance, but not using the existing passive methods. The wrong decisions on hiring will cost huge sums of money and frustration and inefficiencies that result. Studies show that the cost of turnover is three times the annual salary of the person replaced. However, if you could do more to take informed decisions, especially when you fill your positions of leadership in higher paid, have the opposite effect. We are beginning to reap the benefits of monetary efficiency and in a spiral upwards.
What is needed is an advanced evaluation tool. Occurs that someone can swim by putting them in the pool. Occurs that could lead to someone putting them into a scene of true leadership. As the pool features the scenery of leadership does not correspond exactly to work. To swim, you need enough water over a distance long enough. To lead, you need a job, a team, the real stress and real consequences like the kind found in Leading Concept Ranger TLC Experience.
Use this polygraph to identify the true leader
This scenario is your new leadership polygraph, and it is legal. It's like having old boss of the candidate sitting next to you pointing out exaggerations and lies. Put your candidates for top management in this scenario, leadership and assessment, offers the possibility, in conjunction with other tools to avoid costly mistakes and put their trust in people who are renting.
For more information about how immersion team building and leadership training can help visit: http://www.leadingconcepts.com
Copyright 2005 Brace E. Barber
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