Consider the most disastrous hiring decision of your career. Stings doesn't it?! But what did this poor decision really cost your organization? Read on to find out. @crosbypsych www.doctordanielcrosby.com daniel@doctordanielcrosby.com

1. Take a moment to consider your most disastrous hire. What did this mistake cost you in
time, resources, and reputation? In their book “Topgrading”, Brad and Geoff Smart
interviewed 52 organizations and asked them to calculate the true cost of their bad hires.
When factoring in the time wasted, lost production, and other collateral costs, the true
cost of a mis-hire of someone making $100,000 was estimated to be a staggering $1.5
million dollars. A recent Yahoo! Hot Jobs survey found that 41% of job applicants
admitted to having lied in a job interview. A 2006 Forbes article estimates that 40% of
resumes are not “entirely above board.” It is also worth noting that these figures are pre-
recession. One could easily infer that the financial pain caused by the latest downturn is
leading would be employees to do whatever it takes to get a job, even if that means being
dishonest.
With the task of separating the truly talented from the pretenders being so fraught with
deceit, and the cost of making a mistake so steep, many organizations are turning to
experts in the field of pre-employment assessment. At Crosby Performance Consulting,
we provide two solutions for making the kind of hiring decisions that protect the
organizational bottom line while ensuring goodness of fit between employer and
employee. The first solution is our pre-employment assessment that includes a behavioral
interview, measures of intellect and strategic thinking, as well as standardized personality
profiles that give piercing insights into potential hires. Before undertaking the pre-
employment assessment process, our consultants meet with the hiring manager to
determine the competencies necessary for success and then provide specific, concrete
data that ranks the candidate relative to the identified competencies.
The second solution, featured in a 2010 Forbes article, is a real time assessment of the
skills of the candidate, as he or she navigates a series of obstacles designed to perfectly
simulate what would become their role. By “doing and observing” rather than “asking
and believing”, would-be employers gain valuable insights into the actual skills of a
candidate and cut through layers of subterfuge. In a corporate landscape where
technological parity and the free exchange of knowledge are the status quo, hiring
exceptional people remains “the last competitive advantage.” Please contact us using
information below to find out more about our data-driven talent management solutions.
Sincerely,
C. Daniel Crosby, Ph.D.
1900 Golf Road, Suite E, Huntsville, AL 35802 – (256) 683-5551
www.doctordanielcrosby.com - Daniel@doctordanielcrosby.com