Tulsa Staffing | 8 problems that could arise with your interview process
You are listening to trinity employments, eight player Matchmaker podcast starring your Tulsa Staffing host and the cofounder of Trinity Employment Specialists, Cory Minter. Hi, welcome back to the a player matchmakers. I’m here with Ethan May. We’re always looking to find ways to add value to job seekers and employers. This particular podcast is for employers, the Todd love. It is eight potential problems with your interview process and how you can fix them. So this is primarily for our managers who are really trying to figure out why is it that I’m hiring people that really don’t seem to work, which is probably at least 50% of all of employers by the way. Um, so you’re definitely not alone, but there are some things that you can do to minimize the margin of error in your interviewing process. We want to talk to you about that a little bit. We want to let you know that you can see all of our new content on our email@example.com.
You can go to the podcast tab and if you drop down there like 50 over 50 episodes now, which we’re really, really excited about. This particular topic we think is really important today because of the amount of money that people spend on boarding the wrong people and having the wrong people in your team. I’m sure that if you’re a manager, you, you know what that feels like because you probably have someone on your team that you’re wanting to improve. Um, you’re hoping that they come around, you’re hoping that you made the right decision, um, and you’d really don’t know how it’s gonna turn out. And you know, it’s just a part of life. Employees are going to make bad decisions at who they join. The employer with the employer is going to make a bad decision on who the employee is. And you know, I tell everybody in every Tulsa Staffing interview, I’m like, listen, our job together is to not get this funnel.
We want to try to work on getting this right. And so that, that’s, that’s the, that’s the importance of this particular podcast. And so if you find this content helpful, we would really love it if you’d share it with others as well. We want to go ahead and get a kicked off with this. We’ll have Ethan start us out with some statistics and then we’ll jump into the action items here. Yeah, so we’ve talked about it before, but the importance of hiring, um, I mean 41% of businesses estimate that the cost of one bad hire cost them more than $25,000, which is just huge. And, um, I mean, Walmart put out, we’ve talked about many times, Walmart has put out a stat saying if they hire an $11 an hour employee and they quit or leave before three months, then they consider that an $11,000 loss, which is just huge.
And we dug up a stat last week in one of our podcasts where we were both scratching our heads going, okay, well we’ll report this because it came from a pretty, um, verifiable, a survey, but it was like cows like $300,000 or something like that, that they valued the cost of a bad hire. Of course, we were talking about, that’s gotta be an executive, so it can be all over the board. Definitely. Yeah, it can be. It can be low, like $11,000, which isn’t actually love. That’s a lot of money or it can be as high as, yeah. Hundreds of thousands of dollars. I was thinking I could probably get a couple of four wheelers. We, you and I could go down in the mountains or something like that, you know, just for Fr with, well that $11,000 just for fun. Let’s go with $11,000. Yeah, it was fun. Something to do, you know, that’s money that could be well spent elsewhere.
You’re right. Um, and, uh, you know, this study by global HR said that 80% of employee turnover is solely due to bad hiring decisions and 40% of businesses reported that there is a decrease in productivity due to a bad hire, not decrease in productivity like with that one employee, but company wide, there is a decrease in overall productivity based on a single bed higher. And we talk about a players in, we, we, we did this a lot at the very beginning of the podcast because it’s titled The a player matchmaker. And so a players will leave you if you have someone who is um, a disruptor. And Trinity has had, that happened before. We just had somebody that was just really being cantankerous and just negative and it turned the entire staff and including one of our top employees, uh, to leave. And then they later contacted me and were like, I’m so sorry I didn’t know what.
I didn’t understand what was happening. But one employee can do this. I mean, you’ve got to watch out. Yeah, definitely. And also big shout out to you for using the word cantankerous. Really Great. Really convert twice. You know, I’ve got a good quote by um, Lawrence. He, he is the former CEO of general electronic, but he said nothing we do is more important than hiring and developing people. At the end of the day, you bet on people not on strategy strategies and um, man, it’s so true. So finding what are the potential problems that we have with our Tulsa Staffing interviewing process is huge. That self awareness and being able to fix it a really, really set you on a good path to making good, productive, positive, uh, hiring decisions. So let’s get started. The very first one is general inconsistency. I learned this in a statistic class that drove me absolutely crazy in college and I think it might have been the only thing I learned how to have it.
This guy drove me nuts, our art teacher, but heat, he told me, he said, listen, when you, when you have a variable way of, uh, of analyzing your data, um, you will never, ever understand what you’re, what the true outcome of your data is. You have to be consistent at the way you measure. So if you have different, um, specimens the way that he was talking about it, but if you have different subjects, you’ve got to make sure that you are measuring them the exact same. It, if not your data may come back to you based on your personal performance. And so you’ve gotta be really careful with that. And so let me break that down. I was trying to be really academic there. Did it sound good? No, no, just kidding. No, no, no. Let’s, let’s, let’s, let me tell you, you asked the same questions of every candidate and try not to vary from it and that will take a lot of the personal bias out of it and it’ll help you be able to score things.
We’re going to talk later about being able to quantitate your, your score on, on an interview. Always try to do this so you can take the emotion out of it and try to analyze the data on it because the data is generally a lot more reliable. Um, but it’s really, really easy to do this and it can happen really easily by just liking the individual. And you know, I just, I just did a squirrel moment of talking about let’s go ride four wheelers. What if that person liked riding four wheelers and you have a conversation about lack and four wheelers and you know, because of a lack of preparation, you spent it, you know, let’s say 15 minutes talking about four wheelers. Sure. And then all of a sudden that’s a quarter of your time that you, and then it just throws off the ballgame. You like them because they liked something that you like.
Yeah. And then all of a sudden your data has been completely skewed and although you enjoyed that 15 minute conversation, that was really, really great. You might spend the next four years managing the wrong person because you made the wrong hiring decision based off that 15 minute conversation. Yeah, very true. I mean if you, yeah, if you’re interviewing different people for an hour, you Tulsa Staffing interview one of them for an hour in like 90% of what you talk about is the job duties, what they think they’re good at, how they think they would excel in these job duties. And then the other one, you spend 50% of the time talking about that and then the rest of the time, yeah, you’re talking about four wheelers and stuff you guys like to do, you’re getting way less information on what this person’s capable of then the other person. And so you can’t really, you can’t really compare those two together because yeah, like you said, the data that you get from them, it’s just going to be so wildly different.
So I’ve got some real quick bullet points for you here. Here’s some, uh, some quick ways to avoid this kind of issue. The first thing is, is put a scoring system in place that assesses each question and it can assess everyone fairly based on your expectations of the successful candidate. Second thing is make sure that the same person interviews every candidate at every stage of the process. That way you’re judging them with the same way. If anything else is probably falls a little bit more into a for affirmative action, makes sure and treat, treating everywhere everyone the same. Um, leaving any personal feelings at the door is the third one. Uh, take, take some time in between Tulsa Staffing interviews to take a break, relax, get your, get rid of any kind of negative emotions that you had in the last one or positive emotions that you had in the one.
The last one is schedule interviews close together, ideally on the same day so that your approach in mood will be, will remain somewhat fairly regular. So those are some things for, uh, for you to consider. What’s our second one, Nathan? Our second one here? One thing that you got to get rid of if you’ve gotten it’s interview bias. Um, I mean, all human beings are prone to certain biases, right? I mean, you can’t, you can’t get down to, it’s just kind of inherent. But uh, you know, we’re generally hardwired to seek out common traits and interest in others, which could ultimately mean your crew in po process could be a little sabotage by favoritism. That really ties into a lot. Kind of like what you were saying, man, if, if you had made that joke and some guy’s like, oh man, I love, I’ve taken my kids out for wheel and we have a lot of fun doing that.
And then you interviewed someone else and they’re like, oh no, I don’t, I don’t like to four wheel. Also, I really hate fishing, which I know you love fishing Corey. You know, like if they say all these things and you’re like, wow, I don’t know if I’d want to be friends with this person. That doesn’t mean they wouldn’t be an excellent worker for your team. You got to kind of take out a little bit of that interview bias. Yeah. And you know, a lot of this comes down to just the inner interviewer. There are some interviewers that are just some human beings. I mean, think about it in your own life. There’s some human beings that if you have something in common that puts that person, Eddie’s, it makes them feel good. Um, and then there are some, some people that are going to, um, they’re gonna, they’re gonna judge people appropriately no matter what.
There’s a difference in people, you know, um, I’m going to be a little bit different than you. And so when you’re picking your interviewer, make sure that you are picking someone that is not going to be skewed based off of emotion easily, um, that, that will really, that will really be able to help you. And so, um, so some, some of the solutions to this and a great way to prevent bias is to host a panel Tulsa Staffing interview, ideally with interviewers of varying ages, genders, cultures and personalities. Um, it isn’t always possible, especially if the first agent of first stage of interviews, um, and there are some downsides to panel interviews. Um, for example, they can be intimidating. You might throw somebody completely off. Um, we [inaudible] through one of our key people, uh, Cassie off with a group interview that really, she, she could not believe that she made it through that actually, you know.
Um, but those are some things that you can, that you can do to try to create human biases. Human, human beings are prone to certain biases. It’s unfortunate, but it’s just part of our nature. You’ve got to deal with it. Very true. Doing a group interview is a really great idea also because it lets you see how your entire staff will interact with this person and whether it seems, will they all get along? Does it seems like they gel well together professionally. And that also helps. I know that doesn’t really go with that Tulsa Staffing interview bias, but just talking about group interviews as well, I’ve always thought that it was a good idea. The one, the one thing that really had a step back from that a little bit, um, is because you’re, you’re using, you know, our team is large now, you know, and so you’re, you’re burning up four to five hours rather than just one of manpower.
Yeah. Manpower. Um, but, but still, it’s a really good idea to get everybody’s input on it. I always think number three is interview fatigue. We mentioned this just a little bit ago. Ethan, you’re always interviewing. Do you ever have interviewing? Oh yeah. I mean almost every day. Um, to, to an extent, you know, like at the end of the day, man, if I’ve interviewed, you know, five, six people and someone you know, pops by and they’re like, hey, I don’t have an appointment but I kind of resume, you know, is there a way I can meet with someone? The last thing I want to do is say, yeah, let’s go interview cause I’m tired. You know, I’ve already done it so much, but I could be missing out on a really great candidate if not. And so that’s something that we kind of always have to fight against. You know, you don’t, I mean, that’s such a huge part of my job as a recruiter.
I can’t, I can’t allow myself to feel fatigued in Tulsa Staffing interviews because as soon as I do that, that I’m not on my a game. I’m not being able to assess people accurately and we could, we could lose out on jobs. Well, I think even score, scheduling them back to back to back your first keynote, let’s just say you did three, um, and each one lasted an hour. You’re going to be in there for three hours. Yeah. The human brain generally you’ve got about 18 to 25 minutes depending on who you are, of whether of interest, you know, um, you know, some people are going to be way OCD. Sure. Um, and some people are going to be engaged, but there’s a, there’s a, there’s that window there, but you’re going to do three hours. So at, you know, Tulsa Staffing interview one is going to be fresh.
Yeah. A lot more fun. The you’re going to be, there’s going to be a different person show up on the first interview, then the third interview. Yeah. And so you’ve gotta be really careful with that. I want to encourage you that you should do them close together, like what we talked about earlier, but make sure that you don’t do them so close together that you’re getting literally fatigued. Sure. And your enthusiasm is shown, let’s say the, the a player comes in as the third candidate. Yeah. And by that time you’re just dragging and, and your best self is not out there, you know that that could hurt you a lot. Definitely. Yeah. I try and keep, I try and keep about 30 minutes between each interview if I can, you know, if I’m swamped and I, I can’t do it, but um, cause if you don’t, I finish an interview, I’ll walk out and say, Hey, thanks for coming in.
Nice to meet you. You know, and I turned in my next person’s, they’re already ready to go. It’s maybe about four minutes into the next interview by the time I’m, I’m done thinking about the Tulsa Staffing interview, I just, you know, and you’re wasting time. They’re well and remember in, especially in today’s economy, the workforce is kind of swapped where an employees market within, they are interviewing you. Yeah. At the same level you’re interviewing them and you’ve got to make sure that you put your best self for front. So, um, the, the first, the first thing that you can do is schedule regular breaks between interviews. Like what we talked about a second is limit the number of interviews to no more than three or four per day. Yeah. I mean that’s, that’s exactly the level that you were talking about that really started to get you and then a panel Tulsa Staffing interviews, uh, might help you get a clear, unbiased viewpoint.
And if you were kind of dragging, maybe somebody else would pick you up. Sure. Um, our fourth one is just the lack of preparation. Have you ever gone into an Tulsa Staffing interview and unprepared man? Yeah. And, and it, you know, it’s something that was, it’s just been a nightmare. You know, like anytime you go into an interview and you sit down and you’re like, oh my gosh, I, I am not prepared for this. It’s a nightmare for you. And that’s a nightmare for the person you’re interviewing. Um, cause they feel like you don’t know anything. I feel like they’re wasting their time too. And that happens a lot with staffing recruiters because, you know, if they, if we get a job board, let’s say for an engineer and you’ve got to go learn what the engine does, I didn’t go to engineering school, you can go to engineering school, you’ve not spent a day as an engineer, but you’ve got to know enough to have a good conversation with someone that is really, really smart.
Yeah. And so, um, staffing firms actually run into that quite a bit, but in a lot of, in a lot of ways, uh, this is what I think it happens most with, uh, with managers where they go into a place and they had just finished one of the toughest mornings they ever had. They fully intended to come up with a good list of questions for that particular person. And what happened was, is they walked in the office person after person, after person came and needed this and that and the other. And they show up and they’re like, they take a deep breath and enough, well, tell me about yourself. And they don’t have anything prepared. And, uh, and so what happens is a lot of times is that 80% of bad hires comes, comes into play and that is not what you want. So some things that you can do is thoroughly read the candidate CV, uh, before, uh, you know, making note of anything you’d like to, to expand on with your candidate.
I would suggest that you come with the Tulsa Staffing interview questions before the day before, that way that you’ve got plenty of time in case some kind of emergency happens, we all have them. Um, and then come up with a detailed criteria of exactly what you’re looking for in a candidate because they’re going to ask what does this, you know, they should ask what, tell me a day in, in this position. And you don’t want to just be frazzled. Yeah. It’d be really nice to have a bullet point there so you can go through there and sound competent. Yeah, we do. We always phone screen our candidates before they come in for Tulsa Staffing interviews and a, and during the phone screen I ask them a few questions and take notes on the resume before I go into any Tulsa Staffing interview, I will glance over that resume, the notes I took from the day before.
So it kind of refreshes my mind. So I kind of remember who I’m talking to and that gives me a little bit, none of an edge, but a little bit of a, I’m in there, I’m already kinda caught up. We already know what’s going on and a, and I’m a little bit more prepared for, I think that’s super helpful. Yeah. Number five is making snap judgments. I tell the story all the time where I had this window, um, that, that we went into and I could look down, I could look down the hallway and just notice, uh, I don’t think this person’s gonna work out. And in most of the time, honestly it didn’t. Um, but there were some times that I was surprised and making snap judgments is really, uh, is is really important for you not to do on both ends. I’ve also met someone that I really, really liked immediately and then got to know them and realized I do not like you man.
And I remember Phil Robertson trying to tell his grandson about dating and he kept saying, listen, that makeup can hide a lot evil. And so your first impression is what he’s trying to say is not, is not always accurate. Yeah. And so you really need to give people a chance all the time. Always just in life too. When you’re at the counter, at Quik trip or any anywhere else, treating people the same always is likely going to just be a good rule of thumb for you. And we are running out of time. I want to go ahead and do the very last one I think is very, very important and we won’t spend very much time on it, but the lack of followup, um, I think this loses more a players than any one single thing in United States of America. America’s hiring managers today, net is they, they get busy, they don’t follow up.
Um, it, it requires the person to do some, assuming they have no other choice. That’s all it is, is assumption. Um, and, but it’s, it requires, it affects their pocketbook and their way of living. And so they have to make judgments about it. Um, and they make, they have to make decisions. And when you don’t give them any information, they will be making decisions based on probably something that is not true. So if you like someone, please make sure and give them an outline, put it on your calendar, whatever you do, make sure that you don’t overstep that, uh, that calendar deadline that you gave yourself. Um, if trinity can help you in your hiring in any way, please let us know. We would love to, um, we, we, I would love for you to go and read reviews about a, see how we treat people, um, and then also make sure and go check out our website. We’ve got a lot of great information out firstname.lastname@example.org where you can just give us a call at nine one eight six two, two, two, five, eight, eight.