Talent Acquisition Benchmarking Report (shrm.org)
There you are, at your desk, staring at another resignation letter from yet another employee. Your hands are clammy and a headache is pressing as you squint at the words, “To Whom It May Concern: Please accept this as my official two-week notice…”
This one didn’t even last a year. You remember how tough it was to fill this position not that long ago and now you have to go through the exhausting process all over again.
People are nice enough, all shiny and smiley and eager to please; telling you all the answers they think you want to hear; interview after interview after interview.
Then you choose one, roll the dice and send the offer letter…and cross your fingers.
Most times you get it right…
But when you don’t…the stress that new hire causes are staggering. Ugh!
Until you get the new person hired, your co-workers (and sometimes you) have to pick up the slack. That means putting in the extra hours, missing kid’s birthday parties and sports events. Everyone gets overworked, stressed, and frazzled – and they blame you.But they don’t understand how difficult it is to find the right person for the job. Just look at any workplace research and you’ll find the truth:
The talent shortage is a real issue in the current market. Almost three quarters (72.8%) of employers are having a difficult time finding skilled candidates.
* 2020 Hiring Statistics, Trends & Data: The Ultimate List of Recruitment Stats (jobbatical.com)
Your people just want somebody, anybody to get in there ASAP. But you KNOW what happens when you give in to “put a butt in a seat” as quickly as you can. It’s a downright disaster. You have to vet the new hire. You have to hope you’ll get a good fit.
But good talent is hard to find. That’s not even the worst part
The worst part is when hiring goes wrong.
Despite your best efforts, sometimes the person you hire turns out to be a wrong fit. You know they don’t fit when things like this begin happening:
You shouldn’t have to go through that again. Ever!
The truth is bad hires are NOT your fault – it’s the fault of your hiring system
Mistake #1 – Not Getting Candidates to Eliminate Themselves by Asking This One Question
Email this question automatically to every candidate and the majority won’t even respond – you just cut your work load by at least 50%. (Often only 3 in 10 answer – more on this a bit farther down)
Mistake #2 – Not Crafting The Interview Questions Correctly – This Is The Worst Mistake – By Far!
Very few companies have the correct interview questions – this is a HUGE mistake and almost every Hiring Manager makes it. (I’ll show you some of the best questions to ask in just a little bit)
Mistake #3 – Not Automating Your Hiring System To Free Up Your Time
You want to focus on ONLY the top 2 – 3 candidates – our hiring system gives you the time
Bonus Mistake – Not Getting Enough Candidates To Apply In The First Place
You must write your ad correctly and post it in the right places so you get a flood of candidates – otherwise, you can’t be choosy – and you need to be choosy
J.T. Taylor, M.A.
A lack of applicants for 911 positions is a result of not getting the job in front of enough of the right candidates. It’s that simple. I’ll tell you one place you should always advertise – Indeed.com. There are two other places as well.
Then – Delete any resume that doesn’t follow the specific directions.
Why? This step eliminates the many people who are floundering about, tossing resumes out there in the hopes that someone will take a look. These people are only typically marginally qualified to perform the role you are hiring for. They certainly aren’t top talent. The delete button is your friend!
“As part of our interview process, we want to talk with your previous supervisor. We ask that you set this conversation up and give your approval for us to discuss your job performance and attitude. Is this something you are willing to do?”
This question typically eliminates 50% to 70% of candidates. They will never respond back to your automated email. Why? Because they know you can’t be fooled. Their previous supervisor would reveal their bad attitude and poor performance.
And those that say, “Heck YES you can talk to my previous Supervisor. They’ll tell you what a rock star I am and what a fantastic attitude I have.”
These are the candidates you want to focus on.
Yes, you need to sell them on the position. With top talent, act like a recruiter.
Competency – schedule a CritiCall test (evaluates typing speed, map reading ability, decision making, etc.)
Chemistry – If they pass the competency test, then have them shadow a few of your best 911 Operators for a few hours. Encourage the candidate to ask as many questions as they can.
IMPORTANT: Ask your Operators their thoughts on the candidate afterwards. This involves them in the hiring process (which makes onboarding soooo much easier) and it gives you valuable insight from your sharpest, hardest working, best attitude employees.
Note: If you’d followed this hiring system, you’d personally have 1 – 2 hours invested so far into this candidate – at the most.
Don’t even start these until at least this step. This part of the hiring process can be expensive and you don’t want to waste a bunch of time and money on average candidates. So, push it towards the end of the hiring process.
Yeah, yeah, yeah…I know. The background checks take forever, especially if another department is responsible for them. However, what if you could make a deal…
“Sergeant, I know you’re responsible for doing background checks for every city employee, but hey, would you be willing to make a deal? What if I didn’t send you a bunch of candidates that we were just checking out. Instead, I only sent you candidates we were super interested in hiring, ones who we would almost certainly hire if they pass the background check. Could you maybe expedite my candidates?”
And now, comes the most important part!
This next step is the key step…the most important part of the hiring process…this is where you separate the good candidates from the great ones (you’ve already eliminated the poor applicants automatically.)
Group interviews are often set-up in a somewhat “adversarial” way (at least that’s how it feels to the candidate). The thinking behind this approach is:
“If the candidate can’t handle the stress of a tough interview, what makes them think they can handle the stress of being a 911 Operator?”
While this thinking is correct, the way it is executed often gives false data. Calm Under Pressure IS one of the five key quality characteristics which 911 Operators must have to be successful. So, why does a group interview not work well?
Two Reasons Group Interviews Don’t Work Well
First – Usually there is at least one person on the interview board who prides themselves on being the toughie. They enjoy trying to get candidates to break down. They take the gloves off, hit hard and hit mean.
While an ideal 911 Operator candidate must remain calm under pressure, that’s not quite what is happening here. The candidate is being bullied. They are being treated with disrespect and often criticized harshly for answers that have little to do with the job.
How do YOU react to being criticized and bullied? Are you at YOUR best in that situation? What if everyone else in the room is carefully scrutinizing your reaction and your job relies on their opinions of your behavior? But still, you’re a pretty darn good 911 Operator, correct?
The characteristic you want to evaluate is “Calm Under Pressure” not “Positive Response to Being Antagonized.”
There is also another key difference. On a 911 call, the Operator can and should take charge. They are encouraged to be forceful and direct…even extremely assertive if necessary. In the interview, the dynamic prevents such behavior. A candidate taking charge would come off as rude and disrespectful. So, this group interview puts the candidate under pressure, but yanks out the tools a candidate needs to effectively deal with the pressure. This gives false data.
Second – The interview is only as good as the questions, regardless of how many interviewers there are. Excellent questions, focused on the key behaviors the candidate must have to be successful on the job, are all important. You MUST ask questions which give you the data you need to properly evaluate a person against the qualities they MUST possess in order to be successful in that position. Anything else gives you false data.
Example: Who cares where a person sees themselves in five years if they can’t do the job you are hiring them for right now? Asking the “Where do you see yourself in five years?” tells you literally nothing about how successful a candidate will be in the job.
Behavioral Interviewing is a cutting-edge hiring strategy based on the following foundation:
This principle is used to project how well a candidate will perform in the future in very specific situations. Like when:
Some people have the hard-nosed, mental-fortitude and emotional-resilience to shine in these situations – most don’t.
Behavioral questions dig deep into a person’s past and coaxes similar encounters to the surface – and exposes how the candidate handled those challenges.
This is the data you need.
Our Hiring Right guide shows you exactly how to find it.
Here is what we’ve researched and written into the Hiring Right The First Time guide:
If you were using the Hiring Right The First Time hiring system right now, and the next group of employees you hired were all excellent, how much time and money (let alone stress and frustration) would you save over the next 12 months? Over the next 3 years? 5 years and beyond?
Think about it…
Your Best Employee
Who is your best employee? Go ahead, bring them to mind. What are their top qualities? Which of the following characteristics do they display consistently?
Your Worst Employee
Now let’s look at the other side. Think of your worst employee. Got that person locked into your minds-eye? Good. So, how many of these traits do you experience on a regular basis?
Someone hired both of those employees.
What if you could replace the bad with the good, again and again and again, until you finally had your workplace loaded with high achievers who had awesome attitudes?
Listen, somebody is going to be hired for those empty positions on your team. And if those new hires don’t work out, it won’t be because the hiring manager knew they were hiring a loser. Heck no!
Hiring managers only hire people they think are going to work out.
The problem is, they never really know. Despite their best efforts at selection, sometimes the wrong person gets hired – and those mistakes are COSTLY!
If you look out over your call center and you have several bad employees…well…
…Is it ok if I’m honest?
…Your hiring system sucks.
And if nothing changes, then nothing changes. You keep those bad employees and you’ll keep adding some good, a lot of average and more bad ones into the mix.
Something has to change!
Isn’t it time to upgrade? Isn’t it time to get the absolute best people into your call center right now?
Chapter 1 – Why Hiring Often Goes Wrong
Chapter 2 – Hiring Right the First Time Strategic Overview
Chapter 3 – How to Get the Best Candidates to Apply
Chapter 4 – A Hiring Ad That Works
Chapter 5 – Why Most Interview Questions are Horrible
Chapter 6 – What is Behavioral Interviewing?
Chapter 7 – What Makes a Great 911 Operator?
Chapter 8 – Rating the Candidate
Chapter 9 – Conducting the Behavioral Interview
Chapter 10 – Scoring Guide
Industry research shows that it costs on average half an employee’s annual salary to replace them. So, if you’re 911 Operators make $30,000 a year, it costs about $15,000 to go out and hire someone to replace them. The costs include:
If the new hire quits within the first year? Then you’ve got to do it all over again – spending that money and straining your budget. Turnover is a serious cost!
If you avoid just one new hire from quitting in that first year, you’ve saved $15,000.00.
Client’s have paid us $10,000 to implement our Hiring Right The First Time system. We assisted them with everything from writing and placing an ad that recruited well, we restructured the steps of their hiring sequence, secured permission for changes to the hiring system (i.e. did away with panel interviews as an example), and trained and instituted behavioral interviewing.
This resulted in a transformation of their 911 Center from overworked, complaining operators to a fully staffed, strong team with balanced workloads (read very little overtime and outstanding morale).
#1. 30 minutes of personal coaching via Zoom. Ask any question, review your present hiring system with me and I’ll show you where the easy wins are that you can implement right away. We can cover strategies to get other departments to sign off on the new hiring process. Ask me anything!
#2. I’ll join you LIVE via Zoom for an upcoming interview. That’s right, I’ll be part of your interview team and take an entire category and lead the interview, ask the questions, including the follow up questions and score your candidate. This will give you direct, hands-on experience on the specifics involved in our interview process. I’ll partner directly with you.
#3. Unlimited Coaching For 30 days. I want you to be successful, so anytime you run into anything that slows you down, call me.
One Request – If you use any of the bonuses, I’m asking for an honest testimonial. I know this system works, it’s worked for several companies and government agencies that have applied it. However, I want to get the word out and I need your help. So, I’m asking for an honest testimonial of your experience.
If you’re still reading, it must be because you have questions. So, ask it right now. Pick up the phone and call me. My name is JT and my phone number is (866) 824-4950. Ask my anything. I want to hear from you. Get the answer so you can make your decision.
If you don’t have any questions…
…and you know you need higher quality Operators…
…and if you don’t take action right now…
Please understand…you ARE choosing to keep the status quo: