s and selection of a new team mate.

Conduct interviews.

Spend 80% of the time asking and 20% telling. Use active listening skills.

Take good notes and rank each candidate on the same criteria.

If there are discrepancies, bring the top candidates back for another interview.

Determine who fits your criteria the best.

Make a job offer. This should be in writing and provide a professional image to your potential new asset.

The process takes time, and we know time is money. Making a bad hire is worse than no hire. Hiring mistakes

There is an unhealthy trend churning in the workplace, to fill open positions with any warm body,even when statistics have shown that no hire is better than a bad hire. Many companies want to growth, increase sales, capture more of the market share, eliminate waste, and increase profitability, but few spend the time needed to find the people that will catapult them to these new heights.

When it comes to hiring, many organizations miss the mark by:

• Failing to identify and agree upon the position requirements
• Neglecting to plan
• Asking illegal questions
• Asking few follow-up or clarifying questions
• Succumbing to the pressure to fill the position
• Letting individual biases and stereotypes get in the way

How can you avoid hiring mistakes?

• Review the job description for position and skill requirements. Ensure they are accurate; make changes if needed. If you don't have a job description, develop one. This allows the new hire or potential new hire to understand their responsibilities.
• List the behaviors needed for success. Be sure to include "positive, can-do attitude" as a must-have. A person with a positive mental attitude will accomplish more. If I can have one quality, I'll take attitude every time. You can teach skills, it is very difficult to teach attitude!
• Identify key cultural values needed to be successful in the organization. Do not assume people are honest, respectful to others, and have integrity. If everyone had those values our crime reports would be a lot shorter.
• Divide this list of skills, behaviors and values into must-haves and nice-to-haves. Rate them in order of importance. This will help when evaluating prospective hires to determine the one with the most qualifications.
• Develop a variety of questions based on your must-haves and nice-to-haves using:

Behavioral questions (past behavior predicts future performance)

Scenario questions pertinent to the position

Use phrases like: "Tell me about a time when…" , "What did you do when…?" , "Describe the results of…"

• Select your interviewing team. Who will be working closely with this position, they should participate in developing the criteria for the positions, the interviewing process and selection of a new team mate.
• Conduct interviews.
• Spend 80% of the time asking and 20% telling. Use active listening skills.
• Take good notes and rank each candidate on the same criteria.
• If there are discrepancies, bring the top candidates back for another interview.
• Determine who fits your criteria the best.
• Make a job offer. This should be in writing and provide a professional image to your potential new asset.

The process takes time, and we know time is money. Making a bad hire is worse than no hire. Hiring mistakes c

li>Asking few follow-up or clarifying questions

Succumbing to the pressure to fill the position

Letting individual biases and stereotypes get in the way

How can you avoid hiring mistakes?

• Review the job description for position and skill requirements. Ensure they are accurate; make changes if needed. If you don't have a job description, develop one. This allows the new hire or potential new hire to understand their responsibilities.
• List the behaviors needed for success. Be sure to include "positive, can-do attitude" as a must-have. A person with a positive mental attitude will accomplish more. If I can have one quality, I'll take attitude every time. You can teach skills, it is very difficult to teach attitude!
• Identify key cultural values needed to be successful in the organization. Do not assume people are honest, respectful to others, and have integrity. If everyone had those values our crime reports would be a lot shorter.
• Divide this list of skills, behaviors and values into must-haves and nice-to-haves. Rate them in order of importance. This will help when evaluating prospective hires to determine the one with the most qualifications.
• Develop a variety of questions based on your must-haves and nice-to-haves using:

Behavioral questions (past behavior predicts future performance)

Scenario questions pertinent to the position

Use phrases like: "Tell me about a time when…" , "What did you do when…?" , "Describe the results of…"

• Select your interviewing team. Who will be working closely with this position, they should participate in developing the criteria for the positions, the interviewing process and selection of a new team mate.
• Conduct interviews.
• Spend 80% of the time asking and 20% telling. Use active listening skills.
• Take good notes and rank each candidate on the same criteria.
• If there are discrepancies, bring the top candidates back for another interview.
• Determine who fits your criteria the best.
• Make a job offer. This should be in writing and provide a professional image to your potential new asset.

The process takes time, and we know time is money. Making a bad hire is worse than no hire. Hiring mistakes

A person with a positive mental attitude will accomplish more. If I can have one quality, I'll take attitude every time. You can teach skills, it is very difficult to teach attitude!

Identify key cultural values needed to be successful in the organization. Do not assume people are honest, respectful to others, and have integrity. If everyone had those values our crime reports would be a lot shorter.

Divide this list of skills, behaviors and values into must-haves and nice-to-haves. Rate them in order of importance. This will help when evaluating prospective hires to determine the one with the most qualifications.

Develop a variety of questions based on your must-haves and nice-to-haves using:

Behavioral questions (past behavior predicts future performance)

Scenario questions pertinent to the position

Use phrases like: "Tell me about a time when…" , "What did you do when…?" , "Describe the results of…"

• Select your interviewing team. Who will be working closely with this position, they should participate in developing the criteria for the positions, the interviewing process and selection of a new team mate.
• Conduct interviews.
• Spend 80% of the time asking and 20% telling. Use active listening skills.
• Take good notes and rank each candidate on the same criteria.
• If there are discrepancies, bring the top candidates back for another interview.
• Determine who fits your criteria the best.
• Make a job offer. This should be in writing and provide a professional image to your potential new asset.

The process takes time, and we know time is money. Making a bad hire is worse than no hire. Hiring mistakes

The Future of VoIP
VoIP is a great and economic way to make telephone calls, both local and long distance. However, there is the problem with VoIP in that it is still not wireless. Now, it is possible to use a Wi-Fi connection to the internet via a computer but then that is not as wireless as a cellular phone. What is worse is that there seems to be no move towards integrating VoIP into the cellphone.Well, actually, th

the one with the most qualifications.

Develop a variety of questions based on your must-haves and nice-to-haves using:

Behavioral questions (past behavior predicts future performance)

Scenario questions pertinent to the position

Use phrases like: "Tell me about a time when…" , "What did you do when…?" , "Describe the results of…"

• Select your interviewing team. Who will be working closely with this position, they should participate in developing the criteria for the positions, the interviewing process and selection of a new team mate.
• Conduct interviews.
• Spend 80% of the time asking and 20% telling. Use active listening skills.
• Take good notes and rank each candidate on the same criteria.
• If there are discrepancies, bring the top candidates back for another interview.
• Determine who fits your criteria the best.
• Make a job offer. This should be in writing and provide a professional image to your potential new asset.

The process takes time, and we know time is money. Making a bad hire is worse than no hire. Hiring mistakes

Seven Reasons to Choose Hoodia Part 5
Good health is an invaluable bliss and you cannot simply count on its benefits. Similarly, a drug that solves a typical health problem is exactly an elixir for its sufferers. Today’s medicinal world is pestered with a number of high benefits claiming drugs that boast a lot about obesity reduction but do practically nothing to cure the disease. They are no more than a burden on the pocket. What if at this ti

s and selection of a new team mate.

Conduct interviews.

Spend 80% of the time asking and 20% telling. Use active listening skills.

Take good notes and rank each candidate on the same criteria.

If there are discrepancies, bring the top candidates back for another interview.

Determine who fits your criteria the best.

Make a job offer. This should be in writing and provide a professional image to your potential new asset.

The process takes time, and we know time is money. Making a bad hire is worse than no hire. Hiring mistakes cost your company a minimum of three times the salary of the open position, not to mention the affects on moral when the wrong person is hired. Take your time, define the needs, develop good questions, evaluate candidates and hire smart!