Show Notes 

Brian : Well, welcome back to another episode of the growth made simple podcast where we believe friction in your organization is going to slow your growth and the simplicity is going to help build the momentum. I am your host Brian Leimone and when revenue is growing in your business, things are often going great, but it also means that you're going to have to hire and sometimes even buyer to handle and scale with growth. So on episode seven of our podcast, we had part one of the interview with our friends at RightPath resources and explored the topic of hiring and why it is so important to find the right people for your team. So in part two today we're going to take a deeper dive into tangible ways to ensure that we hire the right people. So without further ado, let's continue and jump right back into the interview with Crystal Roberts and Peter Beck of RightPath resources.

Peter : Well, our path form past six assessments measure that hard wired natural behavior and we really get at who someone is at at it's core. And I know there are a lot of different assessments that are on the market that measure behavior and look at people's personalities and such. But in my experience, the right path tools or the most accurate ones that I've found in our research tends to bear that out. And so you're getting an accurate picture of who someone is. It doesn't judge them or put them in a box, but it gives you data to better understand who that person is. So it, it gives you an accurate picture. Um, and it also can measure what we call intensities. And so we can look at 16 different blended profiles and, and look at the, the traits that somebody has that are the most pronounced, that are going to be the things that really stand out about that person and how they work.

Peter: And that's a lot of good information. Not only for knowing who you're going to hire, but how do you work with that person after you hire them? What's important to them? How do they like to be communicated with? How do they make decisions? You get a lot of that data by using an assessment like the path four and past six. Wouldn't it just be easier to have the same kind of people on your team? So at the end of the day there would be less friction and drama. It might be easier, but you probably gonna be less effective if everyone's the same, you become one dimensional. And in today's business environment, you've got to have a wide variety of tools in your toolbox to be be effective. And I was just thinking about crystal and I, we're very different people and yet we work very well together because we both understand where we're different and I appreciate the strength she brings and she does the strengths that I bring. And we have that understanding and appreciation of our opposite. In some ways we're stronger together than we are apart.

Brian : It sounds like this would be a game changer for, employers to have access to such an amazing resource before a new employee even walks through the door by adding an assessment step into the hiring process. So now let's dive into and say that we've added the assessment into the tool belt and on part one of our episode you mentioned a phrase quote behavior interviewing. So for my own conversations as a customer of right path, this is actually where I feel like the rubber meets the road. So having an assessment is great, but would you talk to us about behavioral interviewing and how it can add value and provide a greater context about the applicant during the interview process?

Crystal: Well for example, one of the traits that we measure is somebodies need to take control. How accommodating, how directing, how compliant or how dominant someone is. So if you've got an individual that's got a very high dominant score that is an intensity, they're typically very assertive, they're very independent, they can be blunt . And a behavioral question that you would want to use during the interview process is, give me an example of when you were not in charge and you had to follow through on an instruction that you did not agree with. How did you proceed? Because typically those dominant individuals, they like to take charge. They like to set the agenda, they like to be in control. And so the question is, how did you respond and how did you follow through when you didn't agree with the decision and you had to follow somebody else's instruction.

Brian : This would be an excellent behavioral interview question that someone should ask me following taking the path for in path six assessment. So let's explore this a little deeper. What is another kind of behavior interview question that would be a great question to ask based upon the results of the assessment.

Peter: So one that probably would be good to ask me. I'm an introvert and so I have this tendency to withdraw and not to build relationships. And so a behavioral question might be, um, how, how do you go about building and maintaining those business relationships with people? What, what do you do on a regular basis that helps you maintain those? And it's, and, and I think the difference between the behavioral interview question and a regular interview question, is it, you're not saying can you build relationships? Well, sure. Everybody's gonna say yes, but you're, you're getting people to talk about it without giving the right answer out.

Brian : This means that they're not going to be prepared for this kind of questioning, which hopefully means that you're going to get the more natural and honest response versus a preplanned answer. And you mentioned earlier in the podcast that good interviewees come prepared and so that means that with a behavioral interview question, they're going to have to think on their feet on how to answer it. The question that you're asking them, and

Peter: I think we're asking for examples, you know, what has worked for you in the past? What have you done in that really flushes it out?

Brian : Well, let's say you're going to call an applicant's references. Do you think it would be a good idea to use some of these behavioral interview questions when talking to an applicant's reference?

Peter: Yeah, I think you may want to modify the questions a little bit for the context of the reference, but you'd certainly want to explore that area and get some specifics about that type of behavior.

Brian : We're going to take a quick break, but when we come back, we're going to talk about what we need to do to stay safe when we're using assessments in your hiring process.

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Brian : So through the course of this two part interview, we've talked about how hiring has to be done when the business is growing. And so when a business is good and your revenue is growing, you're likely going to have to grow the size of your team. But the challenges and statistics show that when you make a bad hire, it could potentially impact your entire company culture and actually have a negative impact on the great employees that you have. And so this is why it's so important for us to use every resource that we have access to, to ensure that we make good hires. And so Peter and crystal as we wrap up, are there any other things that you feel like our audience needs to hear today?

Peter: Well, maybe I'll just toss the question back to you Brian. Cause, um, you've been in the hiring process and if you used these tools and what kind of insights have they given you as you look at a candidate?

Brian : Well, I would say beyond a shadow of a doubt that the assessments have not only nailed our current team, but even our pool of candidates and it has nailed them to a T. So at least for our small demographic, we can confirm that the path four and six assessments definitely provide an accurate assessment to potential hardwired and learned behaviors. And something that's been really interesting has been working alongside the bureau team, Peter and crystal. You've helped us take a look at the applicant through the lens of the assessment when comparing it to what would be their job description if we hired them. And so this has allowed us to ask very intentional behavioral interview questions and it's been such a simple step to add into our process.

Crystal: Well and a couple of things that I want to add on to it as well because when you utilize the assessments in the interview and hiring process, it's also going to give you relationship keys of how that individual likes to be worked with. And when you communicate and work with others and treat them how they want to be treated, it significantly impacts your culture. And it's yes, go figure and it's really going to maximize, you know, your production and it's going to increase your bottom line when you're talking about the hiring manager and that individual, you know, they can talk about how they need to adjust their approach was with one another for the best outcome. Um, it also gives you abilities is okay, where are these individuals developmental items down the road to where that manager knows how to guide them and help develop them. Because when individuals are, you know, coming out of college or they're new out to the workforce, they've got two questions, how much are you going to pay me and how are you going to develop me? And when you understand them naturally what their natural strengths are, you can start to help develop those struggles that they have to work on that learned behavior.

Brian : Well, one of the things I shared with you are when we began working together was I knew enough about assessments in the hiring process to be dangerous and I know that there's a fine line that you need to walk to ensure that you are staying on the legal side. So let's talk to the audience. Um, can you briefly talk about the role the assessments have in the hiring process to ensure that you can stay safe, um, when you're walking alongside of applicants?

Peter: Yes. Great question. And I'm glad you raised the question. Uh, yes, you do need to use them carefully, uh, but you can use them safely. So a couple, a couple of things. One is, uh, first of all, the assessment should not be the decision maker for you. It should be a data point that you use in the decision, but it should not be the up or down yes or no, a deciding factor for you. Secondly, um, it's important for you to use the assessments consistently. So that doesn't mean you have to have every applicant go through the assessment. But, um, usually at the assessment at the same point in the interview process. So that may be before the final interview. Maybe it's an initial screening, but just use it consistently in the process. Um, and then finally, uh, there have been some issues with some assessments that measure, uh, emotional health or mental health and uh, that can get into American's with disability kinds of issues. Our assessment measures natural hardwired behavior, so we're not looking at things like depression or mental stability or things like that. And so our, our tools are safe in that regard as well.

Brian : I'm glad you brought up this consistency point because when I've done my own research and I partnered with other HR professionals to learn more about the hiring and firing process, the word consistent was used over and over. So if someone's listened to these podcasts and they say, man, I wish I had listened to this podcast yesterday before I just hired someone, where would someone go to learn more about right path?

Crystal: Well, was my band the VP of client development, I would recommend that they contact me. Um, they can always go to our website, which is www.rightpath.com And they could, you know, fill out a contact form or they could, you know, give us a call directly and I'm more than happy to talk to them about their needs.

Brian : So after this podcast, we want you to jump over to right path.com where you can take the assessment or if you have more questions, let's give them a call. So beyond the assessments one you guys share with us at a high level, what else right path can help businesses with?

Crystal: So, well, that's a great question too because once the individual takes the assessment, um, we have the tagline from hire to retire. And so Jerry's mission back when he started the company, it was to utilize an interview and hiring process all through retention and through development. So once an individual takes the assessment and the interview and hiring process, that same assessment, they only have to take it once with the path of warn six is continuously used for development. Um, we help organizations with team-building, mastering creative conflict to enter into, um, good discussions to challenge each other's to a good debate. Uh, building trust. We have leadership development tools for 360 assessments that, um, measures emotional intelligence as well. Um, along with trained leaders, coach, uh, curriculum, which takes a look at feedback, managing differences, individuals approach to change and overall leadership development. Um, we also have a services that are available for executive coaches as well.

Brian : Well it sounds like your vision to help businesses from hire to retire really covers the entire life cycle of an employee that is phenomenal. And it sounds like that you can work with any size organization from small, large, and even enterprise.

Crystal: Yes. Yes. So we do work from, you know, small organizations up to fortune five hundreds.

Brian : Well, we started this podcast because we wanted to help simplify and reduce the friction when it comes to growth in your organization. And while a majority of the conversations are going to be around the topic of marketing and sales, you know, we knew that if your business is going to grow, you're likely going to have to grow your staff. And so we knew that, um, as right path being a partner, that having a conversation around the hiring process really made sense for our listeners. You know, so crystal and Peter, I was on the right path, the website, and I was looking at some of the stats that you guys shared. Um, and one of the stats this really stood out to me. So it says, according to research by Dr. John Hunter of Michigan State University, a hiring process that relies on interviews alone. So that's interviews alone is only about 14% successful. And, and I would say that that's where a majority of our businesses that are listening probably end their hiring process. But your website goes on to say that however, the success rate sores to 75% when behavioral assessments, background and reference checks are added. And so with the cost of a poor hire estimated at one to five times the annual salary, it's clear that employers need an accurate and objective solution to hiring.

Peter: Especially, I think if you consider the cost of an assessment $99 compared to the cost of a bad hire of tens of thousands of dollars, it's really money well invested.

Brian : Oh. When you treat recruitment with the reverence, the decision deserves you stack the deck in your favor. So when you hire carefully and develop intentionally, you'll get it right. more often than not.

Crystal: You are correct. So hire carefully, develop intentionally.

Brian : Well, thank you for listening to part two of the interview with our friends at RightPath Resources. If you found this content helpful and you want to learn more about the assessments that we referenced, the path four and six assessment, we want you to head over to rightpath.com today and check them out. Well, until next time, remember, friction in your organization slows your growth, but simplicity is going to help build that momentum.



 

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