Why is HR Metrix’s talent selection system significantly more successful than the conventional search practices that the recruiting establishment has been using for decades?

Reason #1

Simply put, traditional recruiters don’t do what we do to grow your business and improve profitability—not even close. We do substantially more—before, during, and after the search.

Internet aside, it’s astounding how little the recruiting establishment has changed since the early 1970s, i.e., they still focus the bulk of their attention on a job applicant’s prior work experience, education, and training. In HR parlance, these things are commonly referred to as hard skills.

Hard skills were sufficient hiring criteria in the days of assembly lines when rigid, authoritarian, corporate pyramids were the norm. Back then, personal attributes like self-management, flexibility, and teamwork weren’t critically important.

The shift from mass production to the information age, however,  resulted in much flatter, egalitarian structures where interpersonal skills are essential. Translation: People won’t tolerate crap from anyone anymore so the person you hire better be the right match for them too.

Hard skills are still necessary of course, but they’re far from sufficient today. The importance of soft skills now requires a meticulous matching of an individual’s behavioral style, attitudes and values to your company’s key internal and external customers, as well as to the job. But before you can match, you have to be crystal clear on what you’re matching someone to. The secret behind our success is how we accomplish this.

To truly appreciate the difference that our talent selection and management system will make to the long-term success of your business, we urge you to compare before you commit.

Reason #2

A telltale sign that you’re dealing with a recruiter who is on the wrong track is if they ask you what your requirements are.

Unfortunately, traditional recruiters don’t listen to what the job has to say. They only listen to what the client has to say, which is admirable on one hand, but on the other, it’s the wrong thing to do if the goal is to put the right person in the right job.

If the job could talk, what would it tell us about top performers?

What clients think they want and what the job requires are, without exception, two different things. The “customer is always right” is a classic customer service mantra. But this is one instance where the customer is almost “always wrong”. Why?

Because clients, being human, are naturally biased in their personal opinions regarding the defining characteristics of a top performer. We all view the world differently. Our viewpoint is influenced by how we value certain things, so bias always clouds the judgment of people who believe that they understand what it takes to be successful in a particular job.

Mediocre managers hire mediocre minions

Studies have proven that managers who make hiring decisions are especially biased towards candidates that seem much like themselves. This may or may not be a good thing, depending on the job, and depending on the quality of the hiring manager too, because “C” caliber managers rarely, if ever, hire ”A” caliber talent.

Anyone who has a say in the hiring decision typically has a wish list of character traits that he or she deems necessary or at least desirable in a candidate. Quite often, some of these biases have little or nothing to do with accomplishing the key accountabilities of the job, and some may even be a hindrance to success.

So what’s needed is an accurate and reliable way to filter out the personal bias of the key stakeholders and identify the real critical success factors of the job. In other words, the right thing to do is “let the job talk”.

Reason #3

We put science, not tradition, to work for you.

How do you make a job talk?

HR Metrix® uses a highly reliable and scientifically proven methodology that actually gets the job to talk objectively about what it takes to be successful. Most clients have a pretty good understanding of what their ideal candidates must possess in terms of education, training, and work experience. What few correctly identify, however, are the critical soft skills needed for superior performance in the job.

If you start out with faulty assumptions about the core competencies required for success, then all your time, effort, and money spent searching for Mr. or Ms. Right will result in a mismatch between the job and the person you choose to fill it. It’s akin to a builder working with a faulty set of blueprints.

Reason #4

Unlike the recruiting establishment, our overriding goal is not just to screen-out unqualified candidates, but rather, to identify highly qualified candidates who may not be adept at interviewing.

The myth about “Gut Instinct”:

Traditional recruiting practices are based almost entirely on the “gut instinct” of interviewers, which has been shown to be reliable only 14% of the time in a study conducted by Michigan State University.

HR Metrix® uses a time-tested and scientifically proven talent selection system that removes the personal bias of the interviewer, and reveals the real person behind the interview mask.

Have you made this mistake?

Research has proven conclusively that the candidate who is most often selected using traditional interview methods is not the candidate who can perform best in the position, but is the candidate who performed best during the interview process.

You must avoid making this costly blunder and we would be pleased to show you how we do it without costing you a penny. In other words, we’ll prove it with a demonstration.

Reason #5

You have to think beyond the hiring decision to how you plan to manage the performance of your new employee. It’s critical to have a performance management system specifically tailored to your new hire.

Did you ever have an employee who essentially quit their job, but forgot to tell you? The term “disengaged worker” is an oxymoron commonly used to describe this quitter who not only costs you money but also seriously harms your organization’s ability to compete.

If you expect results to be sustained, then you need a lot more than just a traditional “headhunter”.

You need someone with expertise in performance management, because the last thing you want to do is hire someone who later quits (fully contributing) but continues to collect a paycheck.

Do you even know how much disengagement is costing your bottom line?

Most business owners consider 20 wasted minutes per day a very conservative estimate. But even at this level, in an organization with just 25 employees, this amounts to 8.3 hours of unproductive time—the equivalent of 1 employee’s wages for the day! But even this is being highly optimistic.

A disengaged worker severely limits your company’s ability to compete

In a survey conducted by Salary.com of over 10,000 employees, the average worker admitted to frittering away 2.09 hours every day. At an average wage of just $20 per hour, this translates into an annual financial loss of $262,000 due to disengagement for an organization with just 25 employees. No, that’s not a typo—$262,000! Think about it: Do you think it’s worth looking at a performance management system that will help you reduce this waste?

You will never completely eliminate all the time that employees waste, but you can significantly reduce it if you have a system for managing performance priorities.

Our patented talent management system ensures that your employees have their priorities in line so that their projects and goals remain on target.

Traditional recruiters only make friendly follow up calls. This is nice, but it’s a far cry from a performance management system, and more importantly, it does nothing to improve your bottom line.

Reason #6

We’re experts in on-boarding new employees.

“How” you integrate a new player is just as important—if not more so—as  “who” you add to your roster

Letting new employees fly by the seat of their pants without providing some coaching on how to work effectively with their team leader and co-workers is one of the most common and costly mistakes that you can possibly make.

The failure rate of employees that are expected to hit the ground running is staggering

Between 30 and 40 percent of these costly new hires either quit, under perform or get fired within a year or two of being hired”, says a team of management psychologists with RHR International Co. of Toronto.

“It is something that is really not on the radar screen at all, and we’re not completely sure why integration is left completely up to the individual,” psychologist Dr. Rebecca Schalm said in an interview with the Globe and Mail.

Fellow management psychologist Dr. Peter Warshaw says it is not uncommon for organizations to spend tens of thousands of dollars to recruit the right person. “But they are not attending at all to issues of employee integration. As a result, newly hires have to fend for themselves, often with poor results.”

Beware of behavioral blind spots

Each of us has our own workplace idiosyncrasies and it’s critical to know what those are upfront, so they don’t become a festering problem that causes people to silently disengage.

When a “behavioral blind spot” exists in a relationship, whether it’s your own or the other person’s, it can literally ruin what could have been a great partnership. Before long, you’re back to square one, hoping for better luck with the next individual. Meanwhile, it’s cost you valuable time and money—again.

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Contact us today for a free demonstration that will prove conclusively why our talent selection and management system is a sure fire way to grow your business and improve profitability.