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Many businesses make rushed hiring decisions. Unfortunately many poor choices are made based solely on gut feeling. Many candidates can make a very positive presentation and may throw off the judgment of an inexperienced interviewer.
Hiring the wrong person can be very expensive. When you consider the cost of recruiting, interviewing, employee salary and benefits, lost productivity, and retraining costs the number could be from 20 to 33% of an annual salary according to some estimates.
Using employee assessment test can help you identify the job candidates that are best fit and would have greater probability of performing well in your company. Employee assessment test can also be used for current employees to identify development opportunities and select people for promotion.
This webinar will discuss assessment testing as it relates to employment. We will cover use of assessments in hiring and promotion decisions. You will learn the nature of pre-employment testing and how it can be used effectively and legally. When used properly pre-employment testing combined with skilled interviewing can help predict future performance. Many hiring decisions are made based on a candidate’s past experience rather being based on probability of future performance. A good hiring decision is made based on a candidate’s ability to perform at a proposed job. Hiring managers need the information to predict that.
Not all assessment tools for recruitment and selection are the same. Some measure specific skills while others measure personality and behavior styles. Assessments are used to measure how people differ in their motivation, values, priorities and opinions with regard to different tasks and situations. In terms of personality, the tests can give an indication of the working style favored by a candidate and how they interact with both their environment and fellow workers. To select the proper assessment testing in the workplace you need to understand your job requirements and job descriptions.
Although some companies effectively use employee assessment tests for hiring decisions far fewer use assessments in the continuing employment relationship. When properly used assessments will increase the effectiveness of your workforce, increase staff engagement, help in improving employee performance and job satisfaction, and can be used to prepare people for promotion or different jobs. Assessments can be effectively used to coach employees and develop skills needed for promotion. They can identify strong skills as well as areas where development is needed. Using assessments and coaching can help retain your best performers when immediate promotions are not available.
Assessment testing in the workplace should be part of a talent management strategy. The investment in pre-employment assessments will be money well spent. It is a small fraction of the expense created by needless voluntary and involuntary turnover.
Start with proper identification of requirements for each job. Then create job descriptions and identify recruiting sources. Develop a strategy for screening and interviewing. Then use an appropriate assessment tool. Your goal is not to learn about your candidate’s experience. Your goal is to predict how he or she will perform in your company. Once on board use assessments and coaching to engage that employee, develop skills, and promote people who are qualified and ready.
Attend this webinar and learn how you can use assessment tools to boost results in hiring and talent management.
According to some sources the cost of hiring the wrong person can range from $7,000 for an entry level employee up to $300,000 for an executive. The U.S. Department of Labor currently estimates that the average cost of a bad hiring decision can equal 30% of the individual’s first-year potential earnings.
That means a single bad hire with an annual income of $50,000 can equal a potential $15,000 loss for the employer. Many hiring mistakes are made because hiring managers use their gut instinct rather than valid criteria. Companies can train mangers to interview properly. Although this will certainly help and should be done, assessment tools for recruitment and selection can ensure consistency.
Promoting the wrong person or promoting people before they are ready can be just as costly and can result in setting up an employee for failure. The Peter Principle holds that people in an organization tend to be promoted to the level of their incompetence. This can be avoided. Failure in the new job occurs largely due to the fact that the employee’s past job is used to judge performance in a new job. Many times a great individual performer is promoted to a supervisory position.
If the company does not measure his/her ability to manage and get results from others that individual may fail. Using assessment tools for recruitment and selection can identify development needs for promotable employees and make them ready for their next assignment.
Years of Experience: 30+ years
Areas of Expertise: Leadership and Business Coaching
Grant Schneider, CBC, SHRM-SCP, SPHR, is president and founder of Performance Development Strategies. His company helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy. Grant helps these organizations create change, develop managers and executives, and create high performing teams resulting in engaged employees and loyal customers. Grant is a Certified Coach using an approach that helps organizations identify their vision of success, develop the roadmap, create goals and then achieve those goals.
Prior to starting Performance Development Strategies, Grant had a 30 year track record in operations and people development. His previous experience includes Chief People Officer for the Briad Group which operates the largest TGI Friday’s restaurant chain as well as operating Wendy’s restaurants and Marriott hotels. During his tenure at Briad he successfully facilitated the post merger integration of services of two equal sized pre merger organizations.
Later he helped define corporate mission and cultural pillars to put the company on track to become an employer of choice. Prior to that, he was Director of Global Human Resources for Brunschwig & Fils, an international distributer of fine decorative fabrics and home furnishings. Prior corporate experience includes Sears Holdings, holding positions in operations, merchandising, human resources, training and development. He has worked with MacDermid, a chemical manufacturer, Kraft Foods Credit Union, and Community Connect, an Internet social networking company.
Grant has served in numerous community and professional volunteer leadership roles. He served on the Westchester County Private Industry Council. He is a past president of the Westchester Human Resource Management Association as well as past Executive Director of the New York State Society for Human Resource Management and has served on the Society for Human Resources’ national panel for HR Metrics and Human Capital Measurement. He is currently runs the Academy for Entrepreneurial Excellence which is a joint venture of the Business Council of Westchester and Westchester Community College.View all trainings by this speaker