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The Cost of A Bad Hire

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According to a Career Builder Survey, 74% of employers say they have hired the wrong person for a position. In addition, while not exact, the U.S. Department of Labor's estimate is simple - the average cost of a bad hiring decision is at least 30% of the individual's first-year expected earnings. For example, if you take an individual with an annual income of $50,000, the cost to the organization can be $15,000. Other experts argue the cost is actually greater.

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What Are Behavioral Interview Questions and How Are They Useful

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Behavioral interview questions are questions that focus on how an individual handles various work situations in the past to reveal their personality, abilities, and skills. These questions give an interviewer insight on how an individual would behave if a similar situation were to arise, the logic being that their success in the past will show success in the future. Unlike traditional interview questions, behavior job interview techniques look for concrete examples of skills and experiences that relate to the position.  The candidates' answers to these questions should provide a brief story that illustrates their skills and strengths as an employee.

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Sample Behavioral Interview Questions:

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• Tell me about a time when you handled a challenging situation.

• Tell me about a time when you made a mistake. What did you do to correct it?

• Tell me about a time when you were in conflict with a peer and how the situation was resolved.

• Tell me about how you work under pressure.

• Give me an example of how you set goals.

• Give me an example of a time you made a decision that was unpopular and explain how you handled implementing it.

• Share an example of how you were able to motivate a coworker, your peers or your team.

• Tell me about a goal you set and reached and how you achieved it.

• Tell me about the last time your workday ended before you were able to get everything done.

• Tell me about a goal you failed to achieve.

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Successful Hiring & Onboarding Using DiSC - How DiSC Is Used In The Onboarding Process

 

The pressure to make the right hiring decision can be overwhelming for many managers. Not only must you ensure that the new hire has all the right skills for the job, but you need to be confident that they can successfully integrate with the existing team. When your employees don’t get along, it can affect the performance of everyone in the office. How can you get insight on whether or not personalities will be in conflict? This is why many companies turn to the DiSC profile assessments. This simple online 15 minute test assigns individuals to four basic personality categories. The results provide information on how these personality types can best work together in your office environment. Let’s take a closer look at the way you can use DiSC profiles when hiring and onboarding new employees.

What Makes DiSC the Right Choice?

Unlike some of the more complicated personality profile tests on the market, DiSC is easy to take and easy to understand. The results assign four basic personality traits, as well as secondary traits to each of your team members. You can use this information to determine how each person on your staff may communicate with one another while handling conflict, staying organized, and optimizing productivity. For this reason, many companies are turning to DiSC profiles for their ease of use and overall value.

When Should An Employer Use the DiSC Profile Test?

We recommend using the DiSC profiles to help you during the hiring & onboarding process. Once there is a determination that the individual fits all the requirements for the open position, we can administer the test online to gain insight on how the candidate will work with others on your team and their personal effectiveness in the workplace. Using these insights, you will be able to better understand the individual's areas of strengths and weakness, and where you can help develop the individual. The results of the assessment can be used to develop your new employee and a successful and cohesive work team. It is invaluable as an onboarding and career development tool.

How Does The Employer Use the Results?

Each initial of DiSC stands for a specific category of personality traits.

• D - Dominance

• I - Influence

• S - Steadiness

• C - Conscientiousness

You can begin to see patterns in behavior with your employees to better understand how someone with any given trait will fit in with the team. For example, putting an individual with a D style in a department where the primary personality trait is C could lead to misunderstandings if they aren’t managed correctly. The individual with a C style may feel steamrolled by the person with a D style. They may both benefit from also collaborating with an I style personality. Using this information to develop departmental structures can help everyone work together in a cohesive way. The knowledge gained from learning how your new employees will work together with your staff can help integrate them into your office culture in a more seamless fashion. Can your organization benefit from using the research-validated online profile assessments like DiSC? HBTT can provide the tools and training you need to use DiSC for creating a more cohesive workplace, so contact us to learn more.

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The DiSC should never be used alone to make a hiring decision. It is important to evaluate the candidate by interviewing the candidate and checking previous work experience and record. The DiSC is most useful as an onboarding, team building, and career development tool.

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Tips To Improve Virtual Onboarding

In the current work environment, managers are challenged with orienting and integrating a new hire into a company, especially since they are often working remotely. It is important that a company comes up with a plan on ways that can be used to best virtually onboard their new employees.

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Here are 10 Tips That Can Make The Process Easier:

1. Create detailed guidance for your new employee and document progress.

2. Fill schedule with "self-study" guides (documents, important articles, websites, competitors' information).

3. Schedule a face-to-face Zoom video (or other video platform) introduction of your new hire with the team.

4. Set up virtual meetings with management and colleagues that they will be working with your new hire outside of the team.

5. Schedule time for your new employee to talk to colleagues who work at the company and/or virtually.

6. Schedule one-on-one meetings with your virtual employee more frequently, by phone and Zoom video at the beginning of their new job, at least until they are acclimated to the company and requirements of the new job.

7. Identify a mentor that is available "off-hour" when the reporting manager is not available, if assistance is needed.

8. Provide written documentation of everything important, like job-specific processes and procedures.

9. Utilize your internal experts. If you need to onboard your new employee for  an internal system, one of  your team's professionals can lead the virtual onboarding by video. This can include your IT /computer professional, payroll manager, benefits administrator, etc.

10. Set up casual meetings with your new hire and your team. By enjoying a fun video conference, you are building a collaborative team.