Not all employees are created equal. Research shows that “A” players outsell their peers by at least 48 percent in sales positions, have a more positive effect on customers than other employees, and deliver superior team performance when included in a work group. A small team of “A” players can run circles around a giant team of “B” and “C” players. Identifying great candidates usually starts with an impressive resume, but that only provides part of the story. To gain more insight into a candidate’s past performance, a scientifically valid, objective assessment is needed to provide a fuller picture. Hiring managers can greatly improve the odds of hiring “A” players by using scientifically validated surveys created by industrial psychologists, to help screen potential applicants. By discovering what previous managers and colleagues openly say about a candidate’s strengths, weaknesses and behaviors, “A” players can be selected 90 percent of the time! Learn how automated online reference-checking has introduced a way to capture behavioral feedback from five references in two days for each job candidate. Also, see a demonstration of how this software infuses consistency, reliability and validity, and how to identify which candidates display the characteristics of an “A” player. What will participants learn? How to identify and hire “A” players. 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.

1. Revolutionized Assessments for Business
How to Identify and Hire “A” Players who
will Drive Success
SkillSurvey Pre-Hire 360™

2. Making an Impact – Identifying “The Players”
Goal of today’s Webinar
• Continue to drive HR’s position in the organization – seat at table
• Focus on understanding key drivers in your organization
– Impact HR can have on bringing candidates who support those drivers
• Reevaluating your current process and impact bad hires can have on
your organization
• Have you view the final steps in the hiring process a different way
• Revolutionize the way HR and your customers work together

3. HR Can Make a Major Impact
• Screening to the top 2-3 candidates
• Tools in the toolbox
– Job application, resume
– Phone interview
– Prehire candidate self assessments
• All from the candidates perspective
• Last tool – the reference check
One thing in common?

4. 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 from References:
– It usually supported the final decision
– Sometimes this information help understand how this this candidate might
succeed
– Rarely did this information scientifically predict behavior of any kind
– Made HR lawyers very nervous

5. Necessary for
making informed
hiring decision
Historical Phone Checking

6. The Lawyers Get Involved
• References spoke freely to me:
– “ I wouldn’t ever work with them again”
– “run for the hills….bad seed that took us 6 months to recover from..”
– “best golfer ever – we play almost every day at 4”
• The 1990’s and the new millennium
– Legal issues arise
– HR cracks down and bans reference checking
• What are the options?
– Outsource the process – check the box

7. Results of Outsourcing
• 4 simple answers
• Does it really help
make a decision?
Key Success Traits
• Interpersonal Skills
• Teamwork
• Honesty
• Dependability
• Integrity

8. The Lawyers Get Involved
• The 1990’s and the new millennium
– Legal issues arise
– HR cracks down and bans reference checking
• What other 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

9. • 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 Fed’s)
• 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

10. 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

11. Employee Retention in Retail
Is Turnover Really a Fixed Cost?

12. Can we make an impact
by identifying behaviors
before they are hired?
Can HR Make An Impact?

13. 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

14. Should be a Poll Question: Can We Identify Them?
D’s and F’s are a must to avoid

15. Categorize the Candidates
0 10 20 30 40 50 60 70 80
Minimal
Moderate
Great
Percent
DevelopmentalNeed
The A’s, the B’s, the C’s, the D’s, the F’s
5 % D and F’s

16. The D’s and F’s
We all know
someone like this
Who hired
this guy?
Are you
kidding me?
- Not a team player
- Gives 70% at best
- Terrible with customers

17. 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 individual’s 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

18. • Finding the B’s and C’s
• Seems to be many in pool
• The interview:
– Seemed ok, better than most
– Something nagging
– ….3 months later – C – player
– I knew it
The B’s and C’s
"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

19. The B’s and C’s are Hard to Identify
A players
B and C players

20. Large Percent of Candidate Pool
0 10 20 30 40 50 60 70 80
Minimal
Moderate
Great
Percent
DevelopmentalNeed
The A’s, the B’s, the C’s, the D’s, the F’s
15 % B & C’s
80 % A’s

21. 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

22. Less than one minute
85% Response Rate
Confidential Reference
Feedback
Two Days or Less
Identify
Avoid
Validate
Skeptical?

23. The Real Cost of Bad Hire – Cream of the Cream
• Hiring for Mediocrity
• Driving to the A player on every candidate
• Cost of B’s and C’s
– HCAHPS
– Customer Satisfaction
– Sales
– Avis – we try hard to be the best (#1)
• Must focus on the A’s
• Identify those who can be B+ players

24. What is the Problem?
• Most candidates do a nice job presenting themselves during
interviews
– All are team players
– All show up for work and don’t 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 candidate’s perspective
– Really need a true 360 review from those who saw the behavior in the past

25. Phone interview
Face to Face
Personality / Behavior
Assessments
Resume
From Candidate Perspective – Today’s Approach
I’m terrific
I work really hard, weekends
too!
I interview well
I’m a Team Player
Recruiter Candidate

26. Phone interview
Face to Face
Personality / Behavior
Assessments
Resume
From Reference Perspective – Today’s Approach
She’s terrific
I would hire her again, yes!
She works hard
She’ a Team Player
Recruiter Reference

27. 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

28. 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

29. Why You and a Better Process?
• Improve
– Quality of Hire
– Hiring Manager’s Interview Effectiveness
– Efficiency
– Passive Sourcing
• Drive
– Compliance and Consistency
• Elevate Recruitment’s Role

30. Improve Hiring Manager’s Interview Effectiveness
• Lack of consistency for hiring managers
• Managers looking for differences in candidates
• Probing questions driven by previous managers’ comments

31. Patient Satisfaction - HCAHPS

32. Behavioral Interview Questions

33. Improve Efficiency – Time and Money
RecruitersSourceCandidates
Screen to top 3 candidates

34. • 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

35. Science Compliance Risk
Science and Compliance

36. Science Compliance Risk
Drives Risk to Levels Lawyers Smile About

37. 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

38. • Clear ROI for Finance and Budgets
– Quality of Hire
– Turnover
– Efficiency
– Passive Sourcing
• Elevate Recruitment’s Role
Why You and a Better Process?

39. 1 minute
5 minutes
10 minutes
2 seconds

40. Survey Availability
Job Level ►
▼Job Family
Entry-
Level
Hourly Clerical Professional Supervisor Manager Executive
General       
Production     
Sales       
Marketing     
IT       
Operations     
Customer
Service      
R&D    
Admin      
Finance      
Legal      
HR      
Engineering     
Education    
Healthcare       

41. Step 1: Enter Candidate Data

42. Step 1a: Select Survey
Send email
to candidate

43. Sample Libraries: Finance

44. Other Libraries: IT

45. Other Libraries: Customer Service

46. Other Libraries: Healthcare

47. Step 1a: Select Survey
Send email
to candidate

48. From: org name Recruiting
Sent: Thursday, November 06, 2008 12:57 PM
To: Patrick T
Subject: org name Selection Process Information
Dear Patrick T,
Thank you for your continued interest in the Major Account Sales position with org name. As already
explained to you, a critical step in the selection process is reference checking. org name uses web-based
reference checking for this purpose.
Please click on the link below. It will open a web page where you will input your reference. You will also
be able to review a sample of the questions being asked and the email that will be sent to your
references. Your references will be emailed a reference survey and their responses will be submitted
directly back to SkillSurvey. No one will see your references' individual responses because all responses
are electronically aggregated together to produce one summary report.
Note that all references will be responding as individuals, not as representatives of any company or
organization.
Please click on the following link (URL) to begin: http://eref.skillsurvey.com//CandidateUtilities/EOC.aspx?
Step 2: Candidate Enters References
Automated Email From
Recruiter to Candidate
Explaining the Process

49. Step 2c: Candidate Confirms References and Signs Legal Waiver
Proof of Consent
“…I hereby release any such
person, their company, and any
affiliated officers, directors,
agents, and employees from any
and all claims I may have arising
out of the disclosure of such
information…”

50. The Surveys: Job-Specific, Behaviorally-Based Questions

51. Job-Specific, Behaviorally-Based
Would you like to learn more about job openings at Your Org name?

52. Drive Warm Candidates to Career Page

53. Step 4: Aggregate Reference Responses into Actionable Intel

54. Validated Candidate – Good Fit

55. Validated Candidate – Good Fit

56. Pause or Avoid this Candidate – Low Scoring

57. Professionalism

58. Interpersonal Skills

59. Patient Satisfaction - HCAHPS

60. Verbatim Comments

61. Verbatim Comments

62. Passive Candidate Database

63. • Clear ROI for Finance and Budgets
– Quality of Hire
– Turnover
– Efficiency
– Passive Sourcing
• Quickly Implement and Easy “Win” for HR
• Elevate Recruitment’s Role in the Organization
Why You and a Better Process?

64. Sample Clients
Sample Clients

65. SkillSurvey Usage and Growth

66. About Us: SkillSurvey
• Providing Reference Solutions since 2002
• Inventor of web-based reference checking
– Patent pending
• 43,212 Candidates in September 2013
– September 2012 – 29,111
– Over 1,000,000 candidates entered since 2008
– Over 5,000,000 people experienced the SkillSurvey process
• 770+ customers
• 330 surveys in current inventory – 23 different job families
– Cynthia Hedricks, PhD, Chief Analytics Officer
– 92 Surveys for Healthcare roles, 22 Surveys for IT roles, 12 for Sales roles, 10 for
Customer Service roles, 22 for Finance roles, 15 for Retail roles, 13 for Education

67. Contact SkillSurvey
www.skillsurvey.com
Jack Kramer, Executive Vice President
Field Operations
jkramer@skillsurvey.com
610-947-6300 x 1203