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Resuscitating the Dying Art of
Reference Checking
At a BNHRA-sponsored panel
discussion a couple years ago, all three CEOs on the panel agreed that
reference checking is one of the key factors in successfully selecting
the best candidate for a position.
Companies invest significant time, effort, and money into the
recruitment process, yet stop short of trying to verify a person's
background through references.
Many feel that reference checking is generally a waste of time
because candidates provide only the names of people who will speak highly
of them and most companies have policies that limit the disclosure of
information on ex-employees to name, rank, and serial number. All valid points; however,
referencing can be a very valuable tool if conducted properly. There are
steps that a company can take to help insure that the reference checking
process is useful.
* Ask the candidate to provide
the names and contact information for at least a couple people in each of
the following categories: previous managers, peers, their customers
(internal or external); for managers, direct and indirect reports; and,
for candidates who interacted with a board, board members.
* Prepare lists of questions
for the references, based on each reference's relationship to the candidate;
the requirements for the position; and areas of concern, in need of
clarification, or in need of verification based on the candidate's
application, resume, and interviews.
* Don't be afraid to ask
behavioral-based questions of the references. Ask for specific examples of work
performed by the candidate that demonstrate skills, experience, and
qualities.
* As appropriate, ask the
references for the names of other individuals who might be able to shed
supplemental light on the candidate's background. Tell the candidate the names of
the additional individuals that you would like to speak with and obtain
permission to contact them. (Always be aware and respectful of the level
of confidentiality of the candidate's job search.)
* Follow-up with the candidate
to get more names if you feel that even further referencing is necessary.
* Take copious notes during the
referencing process and have a thorough discussion regarding your
findings with the hiring manager.
Considering the cost of a
"bad hire" can you afford not to conduct reference checks? Thorough referencing can provide
valuable insights based on what the references say and don't say about
the candidate. If you would
like to improve your current process, get tips on how to get information
from those "name, rank, and serial number" companies, or
discuss the possibility of utilizing our reference checking service,
please contact us, we would be happy to help.
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Hiring for the Best Skills
March 2007 Newsletter
Most
organizations find that recruiting, selection and hiring are becoming
one of today's most critical challenges. Organizations report increased
needs to attract talent to replace aging "boomers," and that
talent must be capable of achieving at higher and higher levels. Organizations need to replace
management skills, product knowledge, technical know-how and
organizational wisdom, among other key resources. With much to do and time always
at a premium, making the right hire and retaining those whom we do hire
are tasks that deserve the highest attention we can give them.
We see a shift
from the emphasis on "employer of choice" to a focus on
finding the "employee of choice." Clearly, attracting and
retaining top talent continues to be one of the biggest strategic
advantages for organizations.
And for organizations to be successful at this quest, they need
to locate, recruit, select and hire for the right fit within their
specific cultures. Once
talent is hired, however, the job of retention begins, and this is no
easy task.
In this issue, we examine some strategies for hiring,
retaining and creating long-term fit for top talent. As you read through the articles
here, look for ideas that you can introduce to the thought leaders in
your organization. Help
create new solutions to the hiring and retention challenges that your
organization faces.
Anne
Mahoney Glose
OI Partners (Buffalo, NY)
Please click on the links below to read the complete
articles.
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Strategies for
Hiring Success
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It has been well documented that employee turnover costs
organizations significant amounts of money. Sources report that when
an employee leaves, 1 to 10 times his or her annual compensation is
lost in productivity, training and other associated costs. And now,
with organizations competing more strongly for talent, the need to
hire the right employee and retain that person is even more critical.
And, bad hires drain more than just money from your organization.
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Mar 5,
2007 OI Partners
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Raise the
Chances that Your New Hire Will Be a Good, Long-Term Fit
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Once the desired candidates have been selected and
hired, the challenge of retaining these new employees for the
long-term is just beginning. Clearly, the hiring process brings key talent
to the doorstep, but the processes involved in introducing them to
the organization and starting them on the right foot are just as
critical.
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Mar 5,
2007 OI Partners
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How to Recruit
Top Performers
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Every manager understands the importance of hiring
really great staff, but few are trained how to do it. They know that
to prosper, they must hire the best person for the role, not just the
best of the bunch. To always hire the best, hiring managers need to
appeal to the REAL REASONS why Top Performers make a career move.
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Mar 5,
2007 OI Partners
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5 Ways to
Constantly Attract Good People
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Recruitment is one of those activities that you cannot
just 'switch on' when you have a vacancy and expect instant results.
To attract the right people on an ongoing basis, you must have some
key steps or systems in place all the time - even when you have no
open vacancies.
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Mar 5,
2007 OI Partners
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Expert
Strategies for Hiring the Best Employees
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A few years ago I wrote a column in which I compared
managing employees to herding cats: just when you think you have
everyone organized in a happy little group and going in the same
direction one cat breaks from the herd and heads off to do its own
thing. Then another cat falls out of line, then another, then
another. Finally two more cats ask to go home sick and three others just
wander off after lunch, never to be heard from again.
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Mar 6,
2007 OI Partners
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To learn more about OI Partners, please click
here.
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