We have found that hiring the right people for the right job has enormous potential in resolving the top three problems for most CEOs: Hiring, Developing and Retaining the right people. Hiring is critical given that:

Demographic trends show a serious shortage of management and leadership talent by 2020. Certain areas of the country are already seeing a brain drain.
On average, CEOs tell us that 50-60% of their staff are mediocre performers.
Employee turnover costs a few weeks pay to many times the annual salary for the position.

There are many books on the subject of hiring—and for good reason. Hiring errors cost 7-9 weeks of pay for an entry-level person, about a year’s salary for a professional person and several years’ salary for senior executives and senior sales people. We do not present the following few pages as a complete or thorough guide to the subject of hiring, but offer it as a place to begin. OPI stands ready with our assessment tools and experience to support your hiring process from recruiting through interviewing, but it is ultimately your decision to hire or not to hire the candidate. You must define and use an appropriate process to generate the right outcome every time. Use this document as a design template or to test your current system.

The hiring objective is: Hire the person who will be successful and stay with us for the long haul. Do you agree?

Our experience is that more often the hiring objective is: Hire the best person who applies for the job. Is that wise? Is it possible the whole group is below par? We frequently hear: Just fill the position!

This OPI process explores in detail the process of determining the need to hire an employee, recruitment, screening of prospective candidates, conducting the interviewing process, selecting the appropriate candidate, making a job offer, and hiring an employee. Not all of these suggestions will make sense for your organization, but before dismissing a recommendation out of hand—consider the impact on the bottom line of eliminating one hiring error, or retaining one more employee in whom you have invested so much time, money and energy.

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