Hiring EmployeesThe renowned business guru, Peter Drucker, estimates that two-thirds of employee hiring decisions may be hiring mistakes. From your experience you know you have hired some excellent employees and some who failed. Now take a moment and think back. Did you use the same employee screening method to hire both? Typically we find that employers do employ the same methods for each position. This suggests that your existing employee selection process may produce inconsistent hiring results.
Further, your employee selection process is one of the most strategic and valuable places you can cut costs and maximize productivity - if your process works correctly the first time. Employing a proven employee screening system is key to making sure that your selection process works effectively.
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Assessments are invaluable employee screening tools for increasing consistency in your employee selection system. What makes Profiles International assessments the leading assessment tools in the industry is our exclusive Job Fit™ technology. We combine tested and reliable data derived from our pre employment screening assessments with a customized job analysis survey to create a benchmark by which you can hire an employee who best fits your job and company.
By including job match as a key factor in your employee selection process, your allocation of human capital will be significantly more effective. Most employee hiring decisions are made with inadequate information; however, assessments will deliver the information you need to know before tendering a job offer and making a hiring mistake.
(Article by Dr. Marvin Copes, Corporate Online Profiles Employment Solutions, phone(205) 663-1659; mlcopes@charter.net--see www.CopesSolutions.com.)
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Your Competetive Edge
When your business invests in an expensive piece of equipment, you receive a manual containing instructions for operating it, maintaining it, and troubleshooting when the equipment does not function as it should. But when you invest in human capital through your employees, you do not receive a similar manual.
Various methods of "testing" have been used for several generations in order to make the allocation of human capital work more effectively. The most effective testing tools provide employee assessments, not tests, to give you the information you need to know about the people who work for and with you. This is not a semantic difference, but a key difference in concept.
"Tests" are passed or failed. Assessments should reveal the human characteristics that make each of us unique and individual. They tell us who we are and you cannot fail who you are as a person.
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Every job or position has requirements that go beyond the customary job description when you seek optimum performance and productivity. As an example, jobs that require assertiveness can be performed by people who have been trained to act assertive, but the job will be consistently done better by someone who is naturally assertive. When a person's job duties conflict with their inborn characteristics, they suffer from tension and stress that can lead to organizational conflict and employee burnout.
The most effective assessments are used to define intangible job requirements and help you match employees to the work they do. When people match their jobs, they perform up to and beyond your expectations. Job Match or Job Fit™ is the primary predictor of job success. It has greater relevance than factors such as age, experience, training, and other particulars that employers use to make human resource decisions. So HIRE SMART or MANAGE TOUGH!
(Article by Dr. Marvin Copes, Corporate Online Profiles Employment Solutions, phone(205) 663-1659; mlcopes@charter.net--see www.CopesSolutions.com.)
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Employers, Wake-Up!
Times are changing for employers. AARP studies and surveys indicate there is a major change in the demographic shift and the aging workforce. The Baby Boomer generation makes up 77.5 million people. This represents the largest single sustained growth of population in the history of the United States.
Did you realize that 18% of the workforce at a typical large company is retirement eligible and another 30% will become retirement eligible in the next 5-10 years?
By 2010, one in three workers will be over the age of 50. Within the next decade only 4% of the projected workforce growth rate will be in the 16-54 age groups. However, the 65+ workforce will increase 73%. Persons age 55 and older will account for 75% of the projected increase in the nation’s working-age population.
By 2012, the projected percentage change in the labor force shows a 7% decline in the ages 35-44. This is the typical age group which is being groomed for managerial promotion. However, the projected percent of change in the labor force in the 55-64 age group increases 51% and the 65+ increases 43%.
Alabama worker average annual total employment shows similar aging trends with increased employment in the 55-64 and 65+ age groups. There is a significant decease in workers in the 14-44 ages.
Companies in many industries will experience an acute shortage of qualified workers. With the retirement of a generation, we are losing key skills and experience. Employees with critical knowledge are transitioning out of the workforce.
More than nine in ten (95%) of the employers in Alabama reported that it is “very important” for their organization to retain skilled employees. But only one in ten (11%) reported they have taken actions to prepare for the retirement of the baby boom labor force.
WHERE DOES YOUR COMPANY STAND IN PLANNING FOR THE FUTURE WORKFORCE? (Article by Dr. Marvin Copes, Corporate Online Profiles Employment Solutions, phone(205) 663-1659; mlcopes@charter.net--see www.CopesSolutions.com.) -- Back To Top of This Page --
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