"When it comes to hourly employees, most Human Resource Departments are still stuck in the '70s."
This is a quote from our interview with Mel Kleiman of the company Humetrics when asked how things had changed since he entered the field of recruiting in 1976.
The way we recruit new employees has irrevocably changed due to increasing interconnectedness, access to a global workforce, and changing values' but the way that we hire - for a lot of businesses - remains rooted in the past.
It is now possible to hire the best of the best - if you know how to find them.
Humetrics has been on the forefront of hiring and recruiting developments since the mid-'70s, keeping tabs and taking stock of the changes and seismic shifts in the business world to best take advantage of the resources at their disposal.
In the mid-'70s, I was working for the Research Institute of America, and they asked me to tackle the employee turnover problem they were having with their salesforce. While they were investing at least $25,000 to train each new Account Executive, employee turnover in this group was 100%. So, I did my homework, hired an industrial psychologist as a consultant, and we developed some tools that were added to the hiring system - and voila, problem solved.
I wasn't crazy about the next assignment they proposed to give, though; and at the same time, I noticed most of the people in my neighborhood owned their own businesses. So once again, I did my homework; and I found that while all kinds of hiring systems were available for the professional white-collar workforce, no one had come up with a system to recruit, select, and retain the best frontline hourly workers. I'd found my niche to fill.
Our clients are primarily employers who depend on frontline hourly workers to get the job done: retailers, trucking companies, health care providers, oilfield operators, and manufacturers; many are franchisers. We meet their needs by helping frontline managers understand the tremendous, obvious, and hidden costs of hourly employee turnover, and give them the tools and procedures they need to efficiently and effectively make better hiring decisions.
There are four simple things we look at, and they are summed up tidily in the acronym CAPS:
Therefore, job seekers should do what we tell employers to do, and that is come up with a list of the top 10 reasons quality people should want to work for them. Applicants who can come up with a list of the top 10 proven, demonstrable reasons they should be hired will be the standouts.
When it comes to hourly employees, most Human Resource Departments are still stuck in the '70s. While they have automated much of the process, in effect they're using the Internet and computerized screening tools to hire more bad people faster.
We offer a complete set of tools and procedures to recruit, screen, and select "the best" with the lynchpin being our online, pre-employment attitude assessment that employers use to ensure the most important questions get asked during the interview.
While job seekers are on the other side of the coin we serve, I'd just caution that everything that's posted on the worldwide web stays on the worldwide web. Today, most employers research promising applicants on all social media sites before making a job offer.
The best way for an employer to ensure a steady stream of highly-qualified applicants is to position themselves as a great place to work and then to "walk their talk."
Many of those with hiring responsibilities shoot themselves in the foot right off the bat because:
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