Hiring the Wrong Person Costs You Three Times Their Annual Salary

Some people go to great lengths to ensure they hire the right person. For instance, when Bob, the owner of a San Diego-based company, narrows his search down to two or three candidates, he invites each one to dinner. The candidate is unaware that the restaurant belongs to Bob’s friend and the waiter is instructed to screw up his order.

If he orders a steak well-done, he gets it rare, and Bob watches his reaction. If he complains to the waiter, Bob knows he’s an *assertor* (a lot of drive, and may prove to be too pushy.)

But if he says nothing, Bob asks: “How’s your food?” If he replies with “Fine,” it reveals that he’s a *relator* (eager to get along and may be too accommodating and a pushover).

To be certain, Bob says: “I thought you ordered well-done.” If he answers, “I did, and normally I’d mention it to the waiter, but I’m here because of the job, not because of the food,” he reveals himself to be a *discerner* (good at setting priorities, quick at sorting the important from the superfluous and knows how to act appropriately in each situation). Bob has found who he’s looking for.

Bill Gates is even tougher. Job applicants can have a great resume, excellent references, perfect job experience and present themselves well in an interview, but Gates bases his decision on the moment when he casually asks… “How much artificial turf is in North America?” or “Why are manhole covers round?” The next thing the candidate says determines if he or she gets the job. Gates doesn’t expect, or want, the right answer. He’s interested in the applicant’s thinking process.

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Never hire the WRONG person again! You need the BEST, so hire the BEST. Now you can easily predict a person’s future performance, cut your recruiting costs in half and double your accuracy in hiring the BEST!
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The stakes are high when you’re recruiting. The industry rule of thumb is: the wrong person costs you three times his or her annual salary. A $50,000 employee costs you $150,000; a $150,000 employee costs $450,000. That’s for starters. There’s also lost opportunity cost … plus lost business, potential customers and momentum. And you’re back to square one, looking for a replacement.

It can even become a nightmare, as one man learned: “When I hired Frank, my wife asked, ‘How well do you know him?’ Eight months later, I spent $1.4 million and one month in court with Frank. I’ll never forget that question.”

How well do you know the person you’re hiring? In this article, you will discover a foolproof way – used by America’s fastest growing and most successful companies – to find, hire and keep the best employees.

Twenty years ago, a man by the name of Ed Ryan, developed a remarkably simple method that determines – with uncanny accuracy – which person to hire. The results are so impressive that hundreds of companies gladly pay $16,000 - $25,000 for Ryan’s team to screen candidates to fill one opening. Others pay him $8,375, plus expenses, for a private in-company seminar to teach them his system.

“It does sound expensive,” say Jeri Christopher, Vice President of Human Resources at Gordon Bailey & Associates in Atlanta, “But it saves us tens of thousands of dollars in two ways: First it saves time. Ed’s screening process speeds things up because we can rule out a lot of candidates quickly over the phone. And second, once we hire, the position in usually filled for a long time.”

A few years ago, Ryan created an affordable version of his hiring system to reach a wider audience. He developed a version that enables people to do the same thing for only $487, instead of $25,000. It’s called Hiring the Best, and it became an instant success. Here’s how it works:

Ed Ryan discovered that most companies have difficulty in finding top people because of three common mistakes. The first is, they hire individuals for what they know, and then fire them for who they are.

Second, they hire quickly and fire slowly. That’s backwards, according to Ryan.

Third, and the biggest reason why companies get stuck with the wrong people, is that they base their hiring decision on previous experience.

“DEADLY MISTAKE!” says Ryan. “Previous experience is a poor indicator of future performance. The best is to look at their behavioral traits – who they are as a person: what drives them, how they make decisions, how they work and interact with others.

“For instance, at EDS, when Ross Perot was looking for department managers, he hired teachers because they could manage, even though they knew nothing about data systems. Gates and Perot know that people can learn information and skills; they can’t learn behavioral traits. People with the right traits will learn surprisingly quickly. Not everyone has what it takes to be a good manager. It requires traits that have nothing to do with expertise in an area. Find a person with these natural traits and you’ve found a good manager.

“And the same holds true if you’re looking for salespeople, engineers, CEOs, financial people, researchers, fundraisers, receptionists, secretaries, drivers, nurses … or any job position you can think of … and in any industry. Each job has its own set of traits required to do well and be the best.”

Ryan developed a simple method that lets you read anyone like a book – without the other person ever knowing it – simply by asking a set of ordinary questions. “By asking ‘loaded’ questions,” he says, “You don’t have to be a mind reader. When people answer, they automatically reveal themselves to you – and they don’t even realize that they’re divulging private information. Even if they try to hide their weak points, they’ll surface – every time. Everything that you need to know is suddenly out in the open. No more relying on gut instinct. And there are fewer surprises later.”

Ryan has identified the 25 behavioral traits that accurately predict how a person will perform on the job. These traits have nothing to do with intelligence, knowledge, experience, personality or education. But, they have everything to do with how they are as people, how they instinctively do things and the decisions they make from moment to moment. The 25 traits fall into 4 categories.

1. MOTIVATION: what drives a person. Some jobs require people who are motivated by ego, others by ideals or by what’s best for the group.

2. THINK: how a person gathers information and reaches a decision. One job requires people who are slow and thorough; another needs those who prefer to make split-second decisions based on minimal information.

3. ACT: how a person does his or her job. One job requires people who work best alone, while other jobs need those who work best in a group. Some jobs attract people who love variety; other jobs need those who prefer routine.

4. INTERACT: how a person interacts with others. Some jobs need people who are confrontational; another job needs someone who is accommodating.

There are no rights or wrongs in behavioral traits; just natural preferences – much like a preference for using your right or left hand.

“But here’s the interesting part,” says Ryan: “When we examined the top 10 salespeople in the country, we found that 9 of them share the same traits. And it’s the same in every job – regardless if it’s a CEO, secretary, nurse, valet, researcher, department head, teacher, engineer or truck driver – 9 out of the top 10 in that specific job score high in the same set of traits. Out of 25 possible traits, each job has its own set of 5-7 key traits that stand out as being critical. We call this set of traits the ‘Top Performer Profile.’”

The Top Performer Profile is the benchmark – your yardstick or shopping list – by which you measure each candidate. When you find a person whose built-in traits for motivation, thinking, acting and interaction match those required by a specific job, you’ve found someone who will fit the job, and your organization, like a glove.

To find this person, you start with the required set of critical traits – the Top Performer Profile – and then ask the candidate a series of questions designed to measure how close he comes to matching the profile. Each job is unique, so each Top Performer Profile has its own set of questions.

The Top Performer Profile simplifies your search and evaluation and gives you the upper hand in an interview. And it saves you time too. During your first phone conversation, several quick questions will reveal if the candidate has the required traits. In just a few moments, you’ll know if a person is worth investing more time and resources in.

One of the beauties of Hiring the Best is that you don’t even have to know anything about the job you’re filling. Until now, only a top performer could spot another top performer in the same category. For example: a good salesman can spot another good salesman, a good engineer can easily pick out another good engineer, etc. But with Hiring the Best, you don’t have to understand computers to find a top computer engineer. The same with finance, medicine, marketing, welding or any job.

With your Top Performer Profile as your guide, ask Ryan’s series of questions and you’ll know if the person’s inner motivation, decision-making style, preferred work pattern and the way they interact matches other top performers. “Either they match what you’re looking for, or they don’t. If they don’t,” Ryan says, “Don’t hire them.”

He adds, “The reason why so few companies succeed in building a true ‘Dream Team’ is this: it’s been said that talent goes downhill. By that I mean, if you’re a ten, you’ll hire a nine. The nine who’s working for you will hire an eight. The eight hires a seven and down it goes. Inferior people work for superior people. But, for any company to grow, it must be full of tens – people who are the BEST at what they do in their areas of expertise.”

Hiring the Best sounds good, but does it really work? Mark Sutherland, President of Telecorp Systems, Inc., in Norcross, Ga., says it does. “We are America’s largest manufacturer/distributor of audio response units; Hiring the Best has helped us manage our tremendous growth. Before we heard of it, we had a turnover of 30-40% a year. Now it’s virtually insignificant.”

Kathleen Douglass, President of Greensheet Corp., in Houston, says: “I am impressed with being able to match people to the responsibilities and expectations; and then finding people who will successfully perform and work in our specific environment.”

And Chris Shoemaker, HR Director for Frankel and Co. in Chicago, said: “It has de-mystified and simplified the hiring process!”

For people who are interested in Hiring the Best, but aren’t familiar with it, Briefings Publishing Group has made it easy for them to try it for 60 days without risking a penny.

The publisher will send anyone who asks, the entire system – the Top Performer Profile for many key jobs, the complete database of “loaded” questions (in CD-ROM and hard-copy printout), a guidebook and an audio cassette that explains how to use it.


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To try Hiring the Best for 30 days, risk-free, click here: https://www.instanthrpolicies.com/dp/hirel18212.htm

Phone orders: 800-722-9221 (mention code "00939/18212")

Remember, if you are not 100% satisfied, just cancel and return the system and you will receive a full refund, no questions asked. You risk nothing.
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