The Importance of Pre-employment Tests in The Hiring Process
The employees you choose to work at your company can make or break its success. Their work, time, and talent all cost money, not to mention what you need to spend on onboarding, benefits, and training.
According to an SHRM report, hiring one employee costs a company an average of $4,129. This sum doesn t even touch the money you ll be paying that employee. It covers your efforts to interest potential candidates, check their applications, and fill out the position.
On average, it takes 42 days to fill a position at a company. Not to mention, choosing the wrong person will eventually mean that you have to find a new one. This costs up to two times the yearly salary for that position.
What does this mean for your business?
This is why choosing the right people for the job is the most important task for your business.
How to choose the right person for the job
When you re looking for employees, your goal is to acquire the best talent there is. This is easier said than done. Not only do employers get hundreds of applications for a single position, which can take forever to check, but resumes are often unreliable.
Today, 85% of job seekers lie on their resumes. We are talking about small, white lies as well as big things that will make you think that you ve found the ideal candidate for the job.
So, yes, you should definitely take close look at those resumes to find your favorites, but there s yet another method that can help you choose the right employee.
We are talking about pre-employment testing.
Properly developed tests are a great way to gather information on candidates and make sure that they are the perfect fit.
Pre-employment tests you should consider
There are probably many things that you want to learn about candidates before you pick one and start paying them money. You can t leave your work in the hands of just anyone. Still, you can t send them dozens of tests that will take hours of their time, either.
The idea is to send 1 or 2 tests to determine if the applicants are honest and a good fit for the job in question. You can send more detailed tests once you narrow down your choices.
That being said, here are the most commonly used pre-employment tests that can help you find the best candidate.
English proficiency test
Even if the position doesn t require knowledge of foreign languages, you might want to consider sending out an English proficiency test to your candidates. Some of them might not be native English speakers, and their lack of knowledge in terms of grammar and vocabulary can seriously diminish the quality of their work. Test Gorilla has an excellent test for this purpose.
Can engineering benefit from the lean principles of waste? The simple answer is yes!
To begin, what are the lean wastes?
TIM WOOD â Who Is This Guy?
Classically defined as the seven wastes within the lean principles. With a little imagination and a dash of common sense, engineering teams can use TIM WOOD as a friend, making things flow better and driving improvements.
TimeÂ â Itâs Ticking In Your Head!
Do engineers waste time? NEVER!!! Are you sure? How long did it take you to look up a part number for your last project? Have you spent hours on the internet combing for the perfect transformer? Did you rework the drawing because it was missing information? All of these take time.
Time is an engineerâs best asset. With any project, more time is always preferred. Despite our best efforts, everything has a deadline, and you will be out of time. So why do things take so long to accomplish?
Much like production, everything an engineer does has a processâformally or informally. If your process requires you to do unnecessary tasks or wait in a queue for information, it all takes away from our time.
Review what it truly takes to complete a task versus the total time to complete an action. The difference is your opportunity. How can you make tweaks or eliminate wasteful tasks to improve your time?
InventoryÂ â How Can Engineering Have Inventory?
In the classical sense, engineering typically does not have dozens of parts on their desks or stacks of products on the shelves.
How many projects are on your desk needing your attention? How many drawings need revisions from production markups and changes? Do you have software programs written for customers? How many documents need approval?
Each of these âsoftâ products is inventory. Thinking broader, any accumulation of work ahead of you is your inventory. The more projects, tasks, and activities on your desk, the higher the inventory for you as a worker. How do we deplete inventory?
For administrative tasks, plan a time every day to work through the tasks. Approvals in the ERP system are complete at 9 am each day. Drawing reviews are scheduled at 2 pm on Tuesday. Some days you may have five or more of these tasks, and other days you may have none. Scheduling your time to complete these tasks is essential.
Larger tasks can be managed the same way. Use large blocks of time with no meetings to eat the elephant one bite at a time. Make sure you take action weekly on these tasks to prevent overwhelming inventory numbers.
Finally, do you need to do this task at all? Delegate or eliminate the work. Is it necessary? Am I the right person to do it? If the answer is no, get rid of it!
The goal is to minimize your inventory and focus effort on where you add value.
Motion â Do I Need To Leave My Chair?
Unlike production where work may be completed in different physical locations, engineers typically work in their station and may even be sedentary. So how do I eliminate motion?
Do you walk to meetings twice a day in a different part of the building? Do you need to cross the room to use the copier? Are you required to deliver signed documents to another member of the team? Is your telephone or headset across the desk?
Motion is trickier in an office setting; however, with some creativity, you can eliminate the waste. Can my meetings be scheduled back to back to keep from leaving your office as often? Do I rearrange my desk for better optimization of my mouse, keyboard, phone, etc.? Think outside of just walking back and forth.
Waiting â Why Canât I Get Any Answers?
âHow often do you need to wait for a customer to agree to a specification? Does accounting owe you a price for the transformer you are quoting? Is your boss sitting on the drawing approval needed to submit to the customer?
Each time an engineer waits for an answer or another process, this leads to waste. You cannot proceed without someone elseâs action. You rely on someoneâs actions to complete your own.
How do we eliminate waiting? It is inevitable to be waiting on someone. Can you send an email ahead of time asking for their help to approve the drawing? Could you call your customer asking for clarification versus sending an email? Could you walk something to the accounting department asking for their attention?
Find ways to eliminate or minimize wait times. Take proactive actions to ask for assistance. Ensure all the necessary information is available to the next person in the process. Look for those subtle little items that add up over time.
Overproduction & Overprocessing â Why Do More Than You Are Asked?
âBoth of these wastes involve doing more than what is expected. Throughout my career, I have been encouraged to under-promise and over-deliver. Why?
Of the wastes, I would say these two are the most difficult for engineering. We are expected to (over) produce products that exceed customer expectations.
Experience will tell an engineer when enough is enough. Over-designing a solution is a waste. Making more drawings than are necessary is a waste. Look for opportunities where you are handling the same item more than once. Can I do both tasks at the same time?
Be careful of the trap of tinkering with a project simply because you have time. If your work is complete, meets the need, and is robust, stop. Continuing to tweak is an example of overprocessing. Learn from your mentors what finished looks like!
Defects â I Hate Doing Something Twiceâ¦
Defects are an enormous opportunity for anyone to eliminate wastes! Who likes doing the same task twice because it was wrong? If an engineer needs to do rework, the results are wasted.
Similar to the goal of âzeroâ safety incidents, engineers need to strive for perfection. This goal is philosophically correct, and reality shows our human side. Mistakes will occur.
How do you eliminate these defects? If you make a mistake, begin by correcting it, and follow up with changes to keep the mistake from returning. Write a procedure, make a checklist, and educate yourself (and your team) to prevent the error. When you have âextra time,â check your work. We all get tunnel vision on projects, so taking another step to verify your efforts is valuable!
When mistakes occur, learn from them. Do not swipe them aside as a trivial element of your work. Take time to make improvements to eliminate the chance of error in the future. We all make mistakesâ¦ Some of us learn to keep from repeating them repeatedly.
Is TIM WOOD My Friend?
The concept of eliminating wastes is paramount to a lean journey or continuous improvement. Look around every aspect of life, and you will observe wastes. Knowing what wastes look like is the first step. Your best opportunity is to find ways to eliminate them from your work. Make something better, eliminate an unnecessary step, error-proof your processes, and make things better.
So is TIM WOOD my friend? For years, the answer was no. I had no time for him in engineering because he worked in production. Now that I see him clearly, I embrace him and use him to make me, my team, and my company stronger.
I hear a lot of myths about working for staffing or temp agencies. And it’s funny because I used to believe them before I got invited to my first job interview with a temp agency. When I went on the interview, all the myths were busted and I fell in love with it.
The rest is history. Now I’m a fan of working with staffing and temp agencies, and so I want to walk you through those myths and make sure that I can bust them because you’re missing out on some key opportunities, my friend.
Myth #1: Staffing Agencies Only Hire For Entry-Level Positions
The first myth about working for staffing or temp agencies is that they only hire for entry-level positions. That is simply not true. Companies come to staffing agencies and need all types of hires to cover maternity leaves or medical absences. They’re starting new projects, so do not assume that only entry-level jobs are available.
Myth #2: Staffing Agencies Only Offer Low-Paying Jobs
The second myth is that staffing agencies only offer low-paying jobs. That is not true either. Staffing agencies want to give you the best rate possible. They want you to stay in the job, so of course they’re going to try to get you more money.
Take this story, for example. A young man was working at a company and he asked for a raise. They wouldn’t give him one so he left and went to work for a staffing agency. The staffing agency eventually staffed him back at his old employer for double the pay. Double the pay!
So, that’s my point. Staffing agencies negotiate higher rates because those employers really need that help. And this is a great opportunity for you to make more money.
Myth #3: You Have To Pay The Staffing Agency To Get A Job
One of the craziest myths I’ve heard is that you’re going to have to pay the staffing agency. That is not true at all. If anybody is trying to make you pay to get a job, please run in the other direction.
The staffing agency gets paid through the employer. Not only do they get paid to cover the cost of hiring you and all the additional expenses, but then they earn a surcharge off that as well. The actual company that you’re working for benefits from this too because they don’t have to pay all the extra expenses of having you as a full-time employee. It’s a total win-win situation, but you’re never going to have to pay.
Myth #4: There’s No “Career Padding” When You Work With A Staffing Agency
The last myth about working for staffing agencies is this idea that there’s no “career padding”âthat if you become a temp, it doesn’t help your career at all. That’s not true.
First of all, a lot of these jobs can go from temp to perm, meaning you start out there, and if they like you and you like them, they’ll offer you a full-time job. Working for a staffing agency is a great way to get your foot in the door.
Also, working for a staffing agency can let you go out on various assignments, giving you more diversity of your experience in terms of industry and skill sets, which can make you more marketable and allow you to earn more money.
Ultimately, working for a staffing or temp agency can be a wonderful way to catapult your career.
Want To Work With A Staffing Agency? Attend This Live Event To Learn More!
I am so lucky to be partnering with a staffing agency called Express Pros. Now that you understand that all of these myths are working against you and there are so many advantages to working for a staffing company, what are you waiting for?
Join us on Wednesday, September 28th at 1:30 pm ET / 10:30 am PT for an in-depth conversation on the power of working with a staffing agency to make your career dreams come true!
A global workforce needs platforms where people can collaborate with others, even those who are thousands of miles away. GitHub’s platform accomplishes this mission for software and coding developers, and that need will likely increase in the years ahead.
What Is GitHub?
GitHub is a collaborative code-hosting platform where millions of developers and companies build, ship, and maintain their software. The platform allows developers to work on projects together and share ideas from around the world. GitHub has built a reputation for having the largest and most-advanced development platform in the world.
GitHub was founded in 2008 and was acquired by Microsoft in 2018.
Reply to @tabiberryyy remote entry level jobs (and more) hiring around 🌎 #workitdaily #entrylevel #jobsearch #unemployed #goodmemories #dinnerrecipe
GitHub is headquartered in San Francisco, California, and has a very casual office space that features a hammock room and roof deck. However, a large part of the GitHub workforce works remotely, making the company very familiar with all types of work environments.
According to GitHub’s 2020 employee data, 53.8% of employees work from home, 23.3% work from the San Francisco headquarters, 9.8% work in a coworking space, and 13.1% work in a local office.
GitHub hub hires remotely in all 50 states and in portions of Europe and Asia-Pacific. Those interested in remote work should review all the company’s job postings carefully and confirm with company officials.
GitHub hires in the following departments: business systems, customer success, design, engineering, finance, human resources, internal communications, legal, marketing, policy, product, sales, security, services, solutions engineering, support, and workplace.
The company also offers a paid internship every summer.
4 Quick Facts About GitHub
GitHub continues to grow.
As more developers discover the freedom and flexibility of being able to collaborate from anywhere via a cloud platform, the more appealing GitHub becomes. This became especially important in 2020 as the COVID-19 pandemic forced people to stay home and split apart workforces.
Despite the global uncertainty, GitHub grew its workforce from 1,079 to 1,677 employees and opened new offices in Bellevue, Washington, along with international offices in Oxford, U.K., and Hyderabad, India.
GitHub has built a strong company culture.
GitHub has a culture score of 4.3/5 on employee review site Comparably, along with a salary grade of A.
Benefits and perks at GitHub include:
Flexible work schedules and flexible paid time off.
GitHub provides 100% coverage of health insurance premiums across medical, dental, and vision plan offerings, including coverage for dependents. The company also offers five months of paid family leave to all new parents with the option to use it all at once or throughout the baby’s first year.
GitHub pays for gym memberships and offers fitness classes and meditation at the company’s headquarters.
Yearly allowance for professional development.
A $1,500 stipend for remote workers to set up their home offices, a telecommunications stipend, and an ergonomic evaluation.
GitHub is committed to diversity and inclusion.
Developers around the world use the GitHub platform and the company believes that its workforce should reflect the same diversity of its clients.
GitHub invests in unconscious bias, privilege, and allyship training for all employees, while company leadership has set and tracks ambitious hiring, retention, and promotional goals for underrepresented communities. From 2018 to 2020, the company has seen an overall increase in U.S. representation of racial and ethnic minorities in technical and management roles and a significant increase in women in management roles.
The company currently has an Inclusion Advisory Council that collaborates with Communities of Belonging to help guide and inform priorities.
GitHub employees have a chance to give back.
GitHub encourages its employees to get involved in community service and supporting causes that are important to them. Every year, GitHub employees get a full week of paid time off to volunteer in their communities. In addition, anytime an employee donates to a cause they care about, GitHub will match it dollar for dollar, up to $15,000.
GitHub also puts a major emphasis on helping underrepresented communities get involved in tech through employee mentorship, education programs & events, and by partnering with multiple organizations.
Career Opportunities At GitHub
To apply or learn more about working at GitHub, check out the company’s careers page.
Many years ago, I was working at a recruiting fair with a colleague. We spoke to a student every 30 minutes for nine hours. To say the least, it was exhausting.
During the event, my colleague and I prepared questions to ask each candidate as a litmus test for determining who would receive a second interview. Like many suggestions on LinkedIn, we focused on behavioral questions versus technical ones.
My colleague kept asking the same question at the end of each interviewâ¦
âWhat are the three things I need to remember about you after you leave this interview?â
Lesson For Me: How To Remember Everyone I Have Interviewed?
I was reasonably young when I learned this technique. We would sit in a conference room a week or so after the event, and we would narrow our suggestion to two or three candidates. Because time had passed, my recollection of the conversations grew âfuzzy.â My colleague was quite clear, and I needed to know why.
âHow do you remember so many details from this many different conversations?â
His response? The three things.
The more unique these three responses are, the more my colleague remembered the conversation. He could recall nuances, which I forgot. He remembered details like their mannerisms, clothing, and responses to our questions. He had nearly perfect recall.
As he explained, he used the three questions as a pneumonic device to recall informationâor a trigger. He would re-read the three things and instantly return to the conversation. He said with practice, I could do the same.
History Of My Use Of The Three Thingsâ¦
When I ask the question, I add one caveat. âTell me three things I want to remember about you after this interview, and make the third one truly unique to you.â Then I sit quietly and wait.
Some interviewees are quick on their feet and riffle through the answers. Others tend to overthink about what I want to hear, and I encourage them to simply give me an answer from the gut. Interviewees who give me canned answers or anticipate what I want to hear may not get the job. The candidates who give me something special always get my attention.
Most candidates want to tell me they are: hardworking, customer oriented, organized, willing to learn, able to lead, like trying new things, get along well with others, and many of the âtypicalâ coached responses to a question. Some people only give me these answers without the unique one. That is OK; however, I cannot guarantee their interview is memorable.
The ones who really dig deep and share something personalâ¦ These people I remember and still have friendships with to this very day.
What Kind Of Answers Do I Get?
Here are a few candidates who have given me memorable responses (if my network knows who these people are, donât spoil it for others):
Hired around 2003 â I was in a terrible car accident my junior year of high school and spent six months in a hospital bed because of the plate in my forehead.
Hired around 2007 â I have jumped from 1500 perfectly good airplanes (parachuting enthusiast).
Hired 2015 â My grandmother is Native American, and my middle name is âSkyâ because of my heritage.
Hired 2016 â I raise âsugar babiesâ and have dozens of them in my home. (Look them up if you donât knowâI had to.)
Interviewed in 2011 â I love really bad European EDM music, and I make my own music on weekends.
Hired 2016 â I am working with my girlfriend on my own fingernail polish company. We sell on Amazon already and are looking for long-term distribution.
Interviewed 2021 â My family owns and plays 1400+ board games.
Hired 2022 â I grew up in a town with less than 300 people, and we literally have one stop light.
Hired 2020 and 2022 â My friends call me âCaptain Redbeard!â
And mine â I listen to speed & thrash metal music every day (and when I share this with a candidate, I often get the âyou!?â and a confused look in response).
As I write these responses, I can recall elements of our conversations; I can remember names, and I see the faces. Several of these people are still in my life and will be for many years to come. Others I will simply remember the time spent together in the conversation. Regardless, I will remember the truly unique people in my life.
I am not going to tell you this question will work for everyone. Similar to the Dale Carnegie approach to learning someoneâs name, I am simply recommending a device, a tool, a trick to remembering candidates. I also recommend you make the question your own and tweak it as I did.
Do I think this question helps me? Yes.
Do I ask this question to every single candidate? No.
The interviewees who I want to work with or hire always get the question. I am curious to watch how they approach the question, and more importantly, I want to learn something fascinating about the person across the table from me.
The most rewarding part, I have known some very cool and intriguing people in my life, and years later, I can clearly remember the most remarkable ones who share a little piece of themselves with someone they really do not know. That is the reward!