You are listening to trinity employments, a player Matchmaker podcast starring your host and the cofounder of Trinity Employment Specialists, Cory Minter. Hi, welcome to the [inaudible]
layer matchmaker. I’m here with Ethan May and we are always trying to add value to job seekers and we do that through this podcast. The title of this particular podcast is mainly for employers but also for employees to think about when they’re interviewing. And that is when to turn down a promising job. Candidates. So employees be paying attention to this. Employers really need to be thinking about this and we’re going to give you the financial reasons on why here in a second. Um, you can see all of our new content on our firstname.lastname@example.org. We want to encourage you to please tell people you know about this that might be able to add value from it. Listen, we don’t make a dime off of, uh, providing content, but we really want to help people. We genuinely do. And we spend a good deal of time trying to do this.
So please share this with somebody that might find it helpful. We’re on our website right now and you go to our career center and there’s a dropdown tab and we, you’ll see podcasts there and then we’ll be moving to iTunes shortly and we’ll definitely let you know when that is available. This content is really important, we think. Um, and the reason is, is because the cost of hiring the wrong person is so astronomical. It is so big and we’re going to be talking about that here in a second, but we want to be able to help employers to be able to make the right decisions for themselves. So, um, so anyway, we, we think that this is going to be helpful. Um, aren’t our next topic. Um, it’s going to come next weekend. It will that with that series and we’re, we’re excited about some of those topics that we’re going to bring up.
So please stay tuned for that. Uh, Ethan, kick us off with the statistic that I’ve kind of rest and I’ve kind of teed you up for a little bit here. Yeah, I mean, there’s a stat from the US Department of Labor. Uh, they say that the price of a bad hire is at least 30% of the employees first year earnings. And for a small company, a five figure investment in the wrong person is a huge threat to the business. And a in another kind of staggering number is by a well known recruiter Yorgen as soon Berg who puts the cost of onboarding an employee at around $240,000. Wow. $240,000. And that right there is why I’m trying to bring this up and I’m going to give you, um, help you understand that because most people are going to be like you’re crazy. Yeah. There’s no chance that, that, that, that is real.
So this is how those numbers come into play. Obviously that $240,000 mark that is meant for, um, a mid level manager, um, or, or up and, but really it can be even lower as your customer service people because if you have poor customer service and lose a customer because of a bad hire, oh my goodness, that gets expensive. And so they’re, they’re using the law of averages here. And so if you, if, if, if a, if a bad hire loses you a customer and that customer happens to do three to $5 million worth of business with you, which is very possible. Um, that’s where that number comes in there. But I’ll tell you this, in 2016 I know this for sure. Um, Walmart said that if they had somebody working for him for $10 an hour and they stayed with them or they left for any reason, uh, in between the 90 day Mark Walmart records that I’m in their books as an $11,000 loss.
And that is for a $10 an hour employee. And there re, I mean, they’re working with customers, but they’re not working with big customers with big numbers if you lose that customer. But that’s what Walmart, uh, was saying in the reason that they come up with that number is because the training that’s involved there, the use of the resources of the personnel that needs to train them, the just, you know, providing the training materials and, and uh, paying them while they’re doing it, it just gets really, really expensive. $11,000, um, might seem like a whole lot, but I, I can tell you from trinity standpoint that is probably very accurate and maybe even a little bit low. Yeah. It’s so important for, for any business obviously. But one thing that again was kind of mentioned a little bit earlier was my first small company, even like mid small to midsize company, like a five figure investment in the wrong person, that’s a huge loss.
And that’s a huge threat to the stability of your company as well. For a small company, having the wrong hire is extremely, it hurts, it hurts so badly. So, um, we’re gonna, we’re gonna go into this. Um, the, the, this is, these are things to look out for and if you notice these things you might want to run, that’s the really the topic of this. Um, we want to try to help people find a players. And so these are some things you need to watch out for. The first one is a disrespectful attitude. Will you, you’ll be able to see this in the interview. And if you read between the lines, a lot of people will let that slide through, um, in their personality, especially the more that they get comfortable. And so, um, one of the things that you can ask some questions you can ask to determine whether a to turn down this promising candidate, um, is to ask the perspective employees how they feel about working in diverse teams.
You can ask them about their personal prejudices to the best candidates will answer that they are aware of how their backgrounds influence their natural biases and to work to avoid them. Remember that the most charming candidates can still answer the toughest of questions with a smile. And that, that that’s the thing we’re, we’re talking about. Um, when did turn down promising candidates and you know, I, I struggle with this a lot. Od generally naturally see the best in everyone. I just do, I literally sometimes need people around me to tell me, hey, listen, you need to watch out for this, that or the other. And so I’ve definitely seen this before and began to start looking for it. But if you, if you ask the right questions, especially about their past employers, um, you’ll, you’ll be, you’ll be able to start seeing that, but that’s something you kind of want to run from.
Yeah, and I like that when it’s said, remember the most charming candidates can still answer even the toughest questions with a smile. I mean, I interviewed someone recently that every night, for the most part, you know, you get a good gut feeling about a candidate, whether or not they’re going to be a good employee or not. But there is a guy that, that, I mean, he just straight up fooled me. I mean, I thought he was a really nice guy, really great guy. I’m a real stand up individual and a, and it wasn’t until, um, we got them hired somewhere that that company wanted us to run a background check on him, just, you know, preliminary. And we did and he had two warrants out for his arrest right then for violent crimes. And it was something that I, it blew my mind where I, the to the point where I told our HR Rep, like, are we sure that’s the same guy?
You know? And so that’s, yeah. What we’re trying to stay away from is, is there are people that may look promising, but the, we’re trying to save you from that. Yeah. So, uh, sometimes, uh, once you interviewed them going and checking their references and asking the references about their attitude and really paying attention to the, uh, some of the nonverbal cues, um, any kind of hesitation over the phone that you notice, um, you know, you might want to ask probing questions about that hesitation and just call it out. And so, you know, you hesitated there. Can you elaborate on that a little bit for me was the reason for that. And a lot of times you’ll be surprised at what you get when you sense some hesitation or when you sent some uncomfortable nus. Um, you might want to ask and probe a little bit about that.
The next one is lack of detailed information. And, um, holy cow. Did I have a crazy situation with trinity? This was years ago, but I had someone that came in and when I’m in, when, I mean they look promising, they looked really promising. They came in and said, listen, I’ve been out of the business for a while, but I know a lot of managers that want to work only with me. I can bring millions of dollars of business into this, uh, for you. And he was wanting to come in and be a recruiter, but he’s like, I’ve just, I’ve just had these relationships for years and I can bring this and this and this into the, into the, um, you know, if I’m hard and I’m like, holy cow, this is great. You know, I just can’t believe that this person’s wanting to work with us. And, and, um, so, but there was, I started asking him some details and I got a little bit curious when he was unable to really provide those details for me.
And so, um, so anyway, uh, I, I went and asked his references. I was like, I’m really going to ask them questions about it cause he was good enough to get around almost everything that I’d thrown at him in the interview. And I started asking his references, uh, some details that they would know if they were his manager. Sure. You know, and, and I knew it. There’s very, very specific and she didn’t even know what I was asking. I was like, and, and so I was like, you don’t know this data. And you were his manager. Like, what did you manage? And after a while I got that, um, she was his wife and he had used his wife to pose as his manager. No Way. Yeah. Yeah. She admitted it to me right then and there. So, obviously, you know, we, we didn’t, we didn’t move forward with the candidate, but what was funny is, um, it wasn’t funny.
It was actually sad. I have a buddy that’s in this industry and, um, he called me about four or five months later and he said, hey, do you know anything about this person? I was like, ah, I don’t know. And he said, well, he said that he interviewed with you and you gave him a job offer and he declined it. And I was like, you know, deck. Yeah, I know who you’re talking about guy. And it was, it was that guy. Well, he had hard and without checking any of his references, because he said this same things, he’s like, this guy is horrible. He’s like, I was just wondering if you found something that I did. And I said, well man, buddy, I checked his references and they didn’t, they didn’t check out. But you know, we just talked about hiring the wrong person, how much that cost him and uh, that, that costs him a lot of money.
Yeah, I bet it did. And those are obviously, you know, more horror stories like the extremes of what can happen. But it really is really is important that these few little things that you kind of notice and these interviews that you might overlook because they’re really charming person, really kind person, they seem like really great, great candidate. You can’t go, you can’t exclude them, you can’t, you can’t not check references. You can’t not pay attention to those because they’ll often, and I think we’re going to talk about this later, that gut feeling is really what you need to go on with these interviews. Yeah. You’d found something to Elon Musk had talked about this. Yeah. Elon Musk. He loves to ask candidates about kind of their most difficult challenges and the solutions they found. Um, and the reason he does this is because only people that were truly responsible for a solution, not just on, on the team that the problem is solved, but people who truly were responsible for the solution, only those people can answer the questions in full and they’ll give you the details as well.
Um, number three is just, it’s bad. Um, let, let me, let me explain that you’ve got a hunch. Your intuition is, is telling you something and it really doesn’t, it doesn’t make sense to you in the moment, but there’s something in use like this is not right. This ain’t right. And so, and so you’ve got to really, really pay attention to that, that that’s your gut check. Um, you know, there’s a, there’s a book that I, that I’d found some information about with Malcolm Gladwell. Um, and he talks about that till till a turbine, what he said. Yeah, it was in his book blink. And Malcolm Gladwell kind of discusses how we form impressions about people within a few seconds of meeting them. And it turns out we’re usually right, but not always. Definitely not always global points out that in stereotypes that stereotypes, including negative ones about race and gender, those are just as powerful as our correct assessments.
So we’re not always right. Those, those negative, incorrect, um, presumptions or kind of gut feelings that we get that intuition, they’re not always right, but it’s, in my opinion, it’s always good to at least listen to them. And do a little bit more digging, kind of like what you did with that guy. He, you might’ve been wrong about him, but you decided I’m going to go in and just dig into this a little bit more, check his references, right. This is what I do and this is what I did with that guy too. And I always do this when I have a hunch one, I generally never go with only that tour, but I ask honestly, my wife, she, uh, she knows, she knows about my intuition a lot of times I’m right with it. And I asked her before I move, I’m like, you know, listen, I’m really concerned about this.
Did you catch that? Generally, especially with Trinity, we interview, we have, um, many people in our company interview him. So I asked them, what did you, did you see this? Um, you know, am I the only one? And they will either validate it or they’ll, they’ll say, you know, I didn’t see that at all. And a lot of times when that’s the case, you probably ought to back off of it a little bit. But just validating it with some other people will, will kind of let you know if you’re, if you’re moving in the right direction, you know, thinking why. Sure, definitely. You got to, you know, kind of file away your first impression information at first cause your instincts could very easily be wrong. Um, and it’s always great. Like you said, when you got teams around you to go to, you know, even if it’s just one person, like you said, your wife amber or it’s when we do those big group interviews, um, it’s always good to follow up on your intuition.
Don’t let it just be a gut feeling, but just follow up on it the best that you can and make a well informed decision, turning down a promising candidate. It is just so hard to do sometimes because sometimes you can see the potential. But what I’m hoping is that this contents helped you a little bit to um, to put some specific criteria to be thinking about. Um, and so anyway, if trinity can help you in any way with your hiring, um, you know, a lot of people use us as a contract to hire basis. And so this is a great way for people to do that. It’s a long interview. We would love to be able to help you out. Give us a call at Trinity Employment. Uh, give us a call at nine 186-222-FIVE, eight eight or this is what I’m meant to say. Or you can visit us email@example.com.