Research from SHRM shows that 96 percent of human resources professionals check references, yet less than 25 percent of those checks are able to produce adequate information beyond employment verification. What happened to reference-checking? This session will examine where the reference-checking function has come from in the past — when it was a hiring formality that was checked off and completed over the phone — to its evolution now as an opportunity to collect 360-degree feedback that predicts performance and retention. Learn how technology has introduced a way for talent acquisition professionals to capture behavioral feedback from five references in two days for each job candidate, and how to avoid the 10-15 percent of candidates who score low with references. Also, see an overview of how this technology infuses consistency, reliability and validity into each reference check and obtains scores that identify candidates’ developmental needs. What will participants learn? How to improve quality-of-hire by avoiding the 10-15 percent of candidates who score low with references. How to capture behavioral feedback from five references in two days for each candidate. How to infuse consistency, reliability and validity into each reference check. How to identify developmental needs of each candidate. How to provide information to hiring managers that influences decisions.
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2. Speaker: Jack Kramer Vice President Field Operations SkillSurvey Moderator: Ladan Nikravan Associate Editor Talent Management Magazine #TMwebinar 3. Q&A Click on the Q&A icon on your floating toolbar on the top of your screen. Type in your question in the space at the bottom. Click on Send. #TMwebinar 4. Polling Polling question will appear in the Polling panel. Select your response and click on Submit. #TMwebinar 5. 1. Will I receive a copy of the slides after the webinar? YES 2. Will I receive a copy of the webinar recording? YES Please allow up to 2 business days to receive these materials. #TMwebinar 6. #TMwebinar Ladan Nikravan Associate Editor Talent Management magazine 7. #TMwebinar Jack Kramer Vice President Field Operations SkillSurvey 8. Revolutionized Assessments for Business How Automated Online Reference- Checking is Changing the Hiring Game SkillSurvey Pre-Hire 360 9. The History of a Reference Check Historically One of the most important steps Hiring managers talked to previous managers How are they day to day? Nuances? What challenges do they have and what can I do to make them A+ players? Actionable Information Will it help make a decision? Will it screen out or have candidate rise to the top? Will this information help this person succeed? Will this information predict behavior? 10. Necessary for making informed hiring decision Historical Phone Checking 11. History of Reference Checking Effectiveness Actionable Information Reference Checking Past 40 Years 1990s1970s 20001980s 2010 Can we make it relevant again? Should it be? 12. The Lawyers Get Involved The 1990s and the new millennium Legal issues arise HR cracks down and bans reference checking What are the options? Outsource the process check the box 13. Results of Outsourcing 4 simple answers Does it really help make a decision? Key Success Traits Interpersonal Skills Teamwork Honesty Dependability Integrity 14. The Lawyers Get Involved The 1990s and the new millennium Legal issues arise HR cracks down and bans reference checking What are the options? Outsource the process check the box 15. The Lawyers Get Involved The 1990s and the new millennium Legal issues arise HR cracks down and bans reference checking What are the options? Stop doing it? If you do try and reference check: Countless hours of phone mail tag, email tag, phone mail tag Weeks and weeks of time All for no actionable information 16. Bad Hire has an impact Various by organization and by job role Hard dollar cost base salary, benefits, on board training, exit costs Internal team turmoil Customer satisfaction Compliance (Finance SOX issues and the Feds) For sales roles Cost of lost revenue Asset is time time is lost forever For clinical roles HCAHPS and reimbursements Impact of a Bad Hire 17. Dependable Employees Absenteeism is a chronic problem among U.S. retail employers Conservatively costs $3,600 per hourly employee per year and $2,650 per salaried employee per year A company with 5,000 hourly employees has the potential to reduce costs by over $7.9 million per year (3.2% of total payroll) Results in lost productivity, high-cost replacement workers, and excess staffing Results in reduced ability to meet demand leading to dissatisfied customers 18. Employee Retention in Retail Is Turnover Really a Fixed Cost? 19. Can we make an impact by identifying behaviors before they are hired? Can HR Make An Impact? 20. The Results are in. 0 10 20 30 40 50 60 70 80 Minimal Moderate Great Percent DevelopmentalNeed 10 + years of statistics prove out - SkillSurvey References Perceive Candidates in the following categories 5-10 % High Risk Candidates 10-15 % Moderate Risk for Success Candidates 80-85 %Validated Low Risk 21. Should be a Poll Question: Can We Identify Them? Ds and Fs are a must to avoid 22. Categorize the Candidates 0 10 20 30 40 50 60 70 80 Minimal Moderate Great Percent DevelopmentalNeed The As, the Bs, the Cs, the Ds, the Fs 5 % D and Fs 23. The Ds and Fs We all know this person. - Asking the question: - Who hired him? - Why is he still here? 24. The Hard Cost of Bad Hire Real ROI The U.S. Department of Labor currently estimates that the average cost of a bad hiring decision can equal 30% of the individuals first-year potential earnings. That means a single bad hire with an annual income of $50,000 can equal a potential $15,000 loss for the employer. Question for the attendees: Can you think of one person your team hired recently where you made a mistake? Hiring manager override gone bad? Example RN $60,000 x .3 = $18,000 25. Finding the Bs and Cs Seems to be many in pool The interview: Seemed ok, better than most Something nagging .3 months later C player I knew it The Bs and Cs "I noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1. Given that, you're well advised to go after the cream of the cream. ...A small team of A+ players can run circles around a giant team of B and C players. --- Steve Jobs 26. The Bs and Cs are Hard to Identify A players B and C players 27. Large Percent of Candidate Pool 0 10 20 30 40 50 60 70 80 Minimal Moderate Great Percent DevelopmentalNeed The As, the Bs, the Cs, the Ds, the Fs 15 % B & Cs 80 % As 28. B Player is Singled Out and Hired B Player is Chosen Some gaps No show stopper issues Onboarding plan Know the issues before day 1 29. Less than one minute 85% Response Rate Confidential Reference Feedback Two Days or Less Identify Avoid Validate Skeptical? 30. The Real Cost of Bad Hire Cream of the Cream Hiring for Mediocrity Driving to the A player on every candidate Cost of Bs and Cs HCAHPS Customer Satisfaction Sales Avis we try hard to be the best (#1) Must focus on the As Identify those who can be B+ players 31. What is the Problem? Most candidates do a nice job presenting themselves during interviews All are team players All show up for work and dont text, sit on Facebook all day Most are ethical and always do the right thing Most candidates are well rehearsed in the question/response mode Books, job seeker sites Experience interviewing all the time Your only view today is from the candidates perspective Really need a true 360 review from those who saw the behavior in the past 32. Phone interview Face to Face Personality / Behavior Assessments Resume From Candidate Perspective Todays Approach Im terrific I work really hard, weekends too! I interview well Im a Team Player Recruiter Candidate 33. Phone interview Face to Face Personality / Behavior Assessments Resume From Reference Perspective Todays Approach Shes terrific I would hire her again, yes! She works hard She a Team Player Recruiter Reference 34. Phone interview Face to Face Personality / Behavior Assessments Resume A New Perspective The New Paradigm Dependability Interpersonal Skills Personality Work Ethic Teamwork Integrity References Recruiter 35. Comparison Online Solution Typical Phone Check More references 5+ business references 50% of which are former or current Supervisors 2 to 3 Faster 1 to 2 days 5 to 10 days Guide Hiring Managers Previous managers assisting in leading interview No Pauses a hiring decision 5% - 10% of candidates < 1% of candidates? Passive sourcing tools 5 references per candidate warm leads Not Applicable Compliant/Legal Risk Supports compliance with EEOC and OFCCP Uncertain/Inconsistent 36. Why You and a Better Process? Improve Quality of Hire Hiring Managers Interview Effectiveness Efficiency Passive Sourcing Drive Compliance and Consistency Elevate Recruitments Role 37. Improve Hiring Managers Interview Effectiveness Lack of consistency for hiring managers Managers looking for differences in candidates Probing questions driven by previous managers comments 38. Patient Satisfaction - HCAHPS 39. Behavioral Interview Questions 40. Improve Efficiency Time and Money RecruitersSourceCandidates Screen to top 3 candidates 41. Improve efficiency time and money Six Sigma From 60 work weeks to 4.8 0 10 20 30 40 50 60 Telephone SkillSurvey Work weeks to reference check 2,272 job candidates Solution resulted in a 92% Reduction in Time Spent reference checking Exclusive Case Study: Improved Efficiency Time and Money 42. Passive Sourcing by the Numbers Job opening 100 Candidate s 300 Reference s 1,500 An organization has 100 job openings 3 candidates apply on average for each job = 300 candidates 3 candidates SkillSurveyed and provide 5 references each = 1,500 potential contacts 65% of the 1,500 contacts opt in to learn about future career opportunities. 1,500 x .35 = 525 + passive candidates 1 2 3 4 Talent Pipeline and Funnel Multiplier Effect Based on Number of Candidates Screened Builds Automatically Industry Professionals with Whom To Network and Source Great People Know Great People Warm Lead vs. Cold Lead 43. Science Compliance Risk Risk and Compliance Management 44. Increase Compliance and Consistency It is all about the science - Validity of survey questions Do the questions validate what you are actually asking? Do the questions help predict future behavior? Are the questions being asked in a way that reduces risk? Sample question What high school did you go to? SkillSurvey reference feedback shows no differences between sub-groups Helps support your efforts to remain EEOC and OFCCP compliant Standardized process 45. Clear ROI for Finance and Budgets Quality of Hire Turnover Efficiency Pas