Welcome to the January 31, 2007 issue of The Total View

Published by Success Performance Solutions, Written by Ira S. Wolfe

Visit our Human Resources Blog and Perfect Labor Storm Blog where we can post daily (and more often) human resource updates, news, and Perfect Labor Storm facts. 

What's Inside:

"Choose the Best Employee Assessment Test and Put the RIGHT Person In the Job" Audioconference.

Click here to order the CD or transcript or call 800.803.4303 for information.

1.   Motor-Mouth Managers Miss The Mark On Interviews - Part 1

Last week a client asked me to be an observer in a series of candidate interviews. These interviews were for new positions on a new service line and the margin for error was zero to none. In other words, one wrong hire and the whole project could go up in smoke. The "drop-dead" deadline for opening had already passed and any additional delays would only add costs, reduce sales, and turn the company from front-runner to has-been.

The first interview was scheduled for 9 AM. Additional interviews were scheduled on the hour throughout the day. Prior to the interview, I spoke with Michael, the manager and interviewer, and asked him how much, if any, he wanted me to participate in asking questions. Michael had been the CFO of a two-billion dollar business before being recruited to run and turn-around this new venture. "I've been interviewing for over thirty years and have hired nearly 1,000 employees," he responded. "Just watch and tell me if you see anything I miss."

I guess he told me! How will I know what he misses, I thought? I'm good at observing and evaluating people but mind-reading? I also wondered why he had to hire 1,000 people. How many successful hires had he made, how many failed? I wanted to ask him but I decided in the interest of time to go with his game plan. It didn't take me long to figure out the answer.

At 9:25 AM, Michael was still talking. With the exception of a brief "good morning and I really appreciate the opportunity to interview," the candidate hadn't spoken another word. It's not that she didn't want to; she wasn't given the chance. From the very start, Michael took over the interview. I was amazed how long he could talk without taking a breath.

Both the candidate and I heard about the whole history of the company, Michael's role in the company, Michael's role in the project, and what Michael was looking for in the candidate he was about to hire.

Throughout Michael's "lecture", I couldn't help but see the dazed look in the candidate's eyes. Finally she made eye contact with me and I discovered I can read minds after all: "Don't just sit there, rescue me," she glared!

Ten minutes later, I couldn't take it anymore. I interrupted Michael and asked the candidate, why she was pursuing this position? Before she had a chance to utter a word, Michael jumped in and answered my question! He told her how thrilled he was to be working for this company and what a fantastic opportunity this was for the right person. Unfortunately I had no clue at this point if the candidate was qualified or interested.....and neither did Michael.

Finally, the clock approached 9:50 AM. Only ten minutes to go and Michael finally got around to asking his first question: Does this job seem like something you'd be interested in? Hopefully he didn't see my dumbfounded look. How could he ask the question: what could he possibly know about the candidate? He didn't ask her a single job skill-relevant question. Hope still loomed as he asked his second question: are there any questions you have about the job? The candidate smiled and said no. "You did a great job explaining the job," she said, "and I'm really interested."

We all stood up, shook hands, and I escorted her to the front door. End of interview for candidate #1.

When I returned to the room, Michael had a big smile and asked what I thought. Before I had a chance to answer, Michael told me "she's the one." I asked him what he liked about her. "I learn a lot by just observing how they listen to me," he shared. "When you've been around as long as I have, you get a sixth sense about people."

Unfortunately this interview process was repeated another seven times during the day in this Lancaster County (PA) business as it is thousands of times in businesses everywhere. While interviewing remains the most used hiring tool, its predictability is 50-50 at best -

In the next week's issue, I'll address seven guidelines that will help get the most of the interview and recommend a process that is proven to be 70 percent more effective than the interview.

In the meantime..........
Michael is not the only manager who lacks interview style and skills. Email your interview "war stories": comments made by managers that forced your jaw to drop, questions asked that made you cringe. Just reply to this email with your story.

2.  Perfect Labor Storm Alerts # 615 to 616

Fact #615:  When the Social Security program was initiated in 1937, the average life expectancy in the U.S. was less than 65 years. Eligibility for benefits was set at age 65 in the expectation that fewer than half of the workers would collect Social Security (because they wouldn't live long enough). Furthermore, when the program started, there were a lot of workers paying into the program and few receiving benefits. (Source: Social Security: A Tale of Two Problems, Washington Policy Center)

Fact #616:  In 1945, the ratio of workers-to-retirees was over 40 to 1; in 1950, over 16 to 1; and in 1960, the ratio was 5 to 1. Today, the worker-to retiree ratio is a little over 3 to 1. As the worker-to-retiree ratio fell, the Social Security Administration found it necessary to raise the tax rate from 2% in 1937-1949 (1% employee + 1% employer) to 6% by 1960 to 12.4% in 1990. The 12.4% rate remains today. Furthermore, the SSA found it necessary to raise the level of wages on which the tax is paid from $3,000 in 1937 ($38,400 in 2004 inflation-adjusted dollars) to $87,900 in 2004. (Source: Social Security by the Numbers, www.muhlenkamp.com)

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Don't be caught in storm without all the facts. "The Perfect Labor Storm Fact Book: Why Worker Shortages Won't Go Away" is a must-read leading edge forecast that predicts workforce trends for decades to come. Order your copy today - Only $7.95.

3.   Downloadable Skillbuilder Series: Part 3 - Question

A successful selection interview is not a matter of luck or even effective conversation skills. Neither is it an opportunity to look for personal empathy with the candidate or to guess whether their qualifications or experience mean that they will be able to do a certain job. A typical interview is short, but we will look at a rigorous and structured process, in six phases:

Part 1: Prepare
Part 2: Evaluate
Part 3: Question
Part 4: Listen
Part 5: Observe
Part 6: Decide

In this issue of the TotalView, you can download the section on "Question" for the interview. If you missed Part 1 or Part 2, published in previous newsletters, reply to this email or call 800.803.4303.

To read about Part 3 - Questions, click here.

Like what you see? Order Skillbuilders Interview/Selection in print or downloadable pdf format for all your managers. Call for pricing and information about our our unlimited use license at 800.803.4303.

4.  Free Mini-Course: Building the Best Hiring Tool Kit

February 8, 2007 - 2 PM EST

Pre-employment assessment tests have been around for ages. Some are pinpoint accurate and will help you make smart hiring decisions. Others deliver only a surface-level look at a candidates personality traits ... and little else.

Attend this 60-minute web-event on to learn about how good employee assessments work and how to make sure you are using the right ones.

To register for this mini-course, send an email or call 800.803.4303..
Registration is limited to 10 participants. Don't delay - register now.

5.  Excuses, Excuses, Excuses

We've all heard the excuses:

"My computer is down."
"We're short-handed"
"I'm all by myself."
"The salesperson didn't give me the right information"
"I've been off work. Please bear with me."
"I'm just filling in."

Customers are tired of the excuses employees give instead of delivering excellent customer service. "Excuses, Excuses, Excuses....For Not Delivering Excellent Customer Service - and What Should Happen!" is an excellent pocket guide for every employee. This book highlights 117 excruciatingly-painful-but-all-too-common Customer Service Excuses followed by common sense recommendations and insights to delivering exceptional customer service.

This book is for any company, business, or organization that deals with customers and has a passionate desire to survive. We've all been customers ourselves, and we're tired--tired of inadequate service, a lack of concern, and a take-it-or-leave-it attitude. We're tired of being told everything under the sun except that which we long to hear, "How may I help you?" followed by the appropriate action. This book is about excuses we both hear and use for not giving excellent customer service and how to shoot those excuses down.

Order Excuses, Excuses, Excuses online or call 800.803.4303.

6.   Quotes from Hire Authorities

"The superior man blames himself. The inferior man blames others."
Don Shula, football coach

Ira S. Wolfe Copyright 2006 - All Rights Reserved. Reprints and other distribution by permission