Sharing ideas on best practices to optimize the way companies hire, manage, and structure teams.
In a landscape of talent shortages and increased competition, hiring new employees can prove challenging. Top candidates are often swept off the market quickly, meaning businesses who fail to act fast are left to choose from a smaller, less-qualified applicant pool. And in addition to making you miss out on talented employees, a slow hiring process can create unnecessary expenses, straining your hiring budget.
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If you’re like many managers, you’re looking for ways to reduce your employee turnover rate. Between severance pay, temp coverage, hiring expenses, and training new employees, the costs of losing staff — especially your top performers — can quickly add up.
There are two basic styles, or models, of interviews employers usually use when hiring new employees: structured and unstructured interviews. Just like job candidates, each one has its own strengths and weaknesses. But do the advantages of a structured interview outweigh the advantages of an unstructured interview?
When many business owners think about succession planning, they think first about creating an exit strategy before retirement or the sale of their business. Owners and executives consider who should take over the business at that time – for instance, will it be a family member, an employee, a member of senior management or an outside buyer? – and how the transition will take place.
At Hire Success®, our Personality Profile is designed to help you determine the dominant traits of your most successful employees and then use that information when interviewing new candidates for the same job. But what is a dominant trait, and why does it matter?
At Hire Success, we refer to the task of identifying and quantifying personality characteristics and traits as developing a baseline. Whatever you call it — determining an “ideal profile,” “benchmarking,” etc. — the process involves determining ideal standards for hiring or promoting employees.