It always amazes me that such an important decision is made so quickly, without more thought. When you consider the investment of time and resources it takes to get someone onboard, productive and part of the team, it makes sense to have a system that increases your probability of success. Some estimates of hard costs may be as much as the first year's salary and if the candidate doesn't work out, it can be a big set-back for the organization.

So how can you increase your odds that your selection process is going to be successful?

We start by looking at the job and what the needs are for that position in the organization. Others may rush to write a job description and get the want ad posted. We believe that starting with creating the "Key Accountabilities" for the Job gives a solid platform to complete the job description, write the ad, and evaluate the candidates.

The method we use to determine the "Key Accountabilities" is a patented, scientific, simple process that engages the team and creates a job benchmark. The job benchmark can then be used as a guide, to write the ad and evaluate candidates.

The job benchmark is made up of three measurable components: behavioral and communication style, motivators and values, and competencies. This job benchmark is different from the typical job description that focuses on education, tasks and experience.

As James Collins states in his book "From Good to Great"......"it's important to get the right people on the bus sitting in the right seats".
This process allows us to define the seat on the bus, (what the job function is within the organization), and increase the probability that the selected candidate will be the right person for that position (seat on the bus).

Additionally, by knowing up front what the "Key Accountabilities" are for this position, both the new hire and their supervisor know what's expected of them. This also creates a tangible way for the organization to measure and evaluate the success of the new hire moving forward.

By using this process, to define the position and to fill it with the right talent, can increase the success of your hiring decisions from 50/50 to a  greater than 90-percent success rate.

Steve Osborne

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Steve Osborne, who has an Electronic Engineering from Cal Poly, worked with the construction clients of an accounting firm in Monterey and later become executive administrator of that three-office firm and spent 10 years in that position. During this period, he received an MBA in human resource management and developed a deep understanding of the inner workings of an accounting firm, its technology, client service issues, culture, and human capital management concerns.

In 1999, Osborne and his wife Edi Osborne launched Mentor Plus and the first Consulting Accountants’ RoundTable in 1997. From the start, the two collaborated on the development of curriculum for their workshops.

Besides his practical experience working with, Osborne has a special understanding of the dynamics of team building, conflict resolution, and people development. His education and certifications in the field of Behavioral Assessments provides a balanced perspective for the people side of any business. In addition to consulting directly with individuals and companies, he works with participants of the Consulting Accountants’ RoundTable and their teams. Presently, he is extensively involved in consulting on the Trimetrix Hiring and Coaching System.