Issue 45 [ISSN 1712-468]

Hiring has been a gradual process. We only hire someone when we really need them. It takes a while to get people up to speed. Our rule of thumb is to only hire when absolutely necessary.

Cabel Sasser
Sink or Swim, 2006

Register now:
September 18-20, 2008 in
Vancouver, BC


"I love people who motivate and inspire. My thanks go to Ken for his gift to connect—and to his great team at CRG.

Great Job! Thank you for everything."

Curtis Stoessiger


Secrets of Sucess Journal
This 40-page PDF outlines and provides a summary of most of our 100+ resources. It also provides valuable articles that you can re-purpose or forward to others.

My Source Experience - Journal

My Source

Online Personal Style Indicator

Online Job Style

Online Entrepreneurial Style and Success Indicator

Online Values
Preference Indicator

Online Stress Indicator and Health Planner

Online Self-Worth Inventory

Online Leadership Skills-Self Inventory

Online Sales Style Indicator

Online Instructional Style Indicator

Online Learning Style Indicator

CRG´s Licensed
Associate Program


This is YOUR newsletter! If you are using our tools and have a unique story, idea, or suggestion to share, let us know:

We look forward to hearing from you! Please direct your questions and correspondence through our Website.
Contact us.


Leading the Way is a free ezine published by Consulting Resource Group International, Inc, Copyright 2008.


Focus on Professional Development

Hiring the Right Person
the First Time!

Hiring To engage the personal services of, for a set sum; to grant the personal services; to offer employment

Hiring the right person the first time doesn't happen by accident; it happens by design. Hiring the "wrong" people costs you money and time, not to mention the effects on team morale.

Research shows that the responsibility for staff turnover within the first year is mostly on the shoulders of the business.

  • Individuals who quit within 6 months were hired through an inadequate staff-selection process.
  • Those who quit in 6 to 9 months have had poor staff orientation or training.
  • Those who quit in 9 to 12 months have experienced poor leadership and management.

Granted, there always will be exceptions to these guidelines but, regardless, we still highly influence the outcome and results from our hiring process.

Recently, a businessowner mentioned he was tired of the constant turnover—especially of new hires in the sales department. After some discussion, we found only one constant: the person who was screening, interviewing, and ultimately hiring everyone in the sales department.

If any business had an average of over 100% turnover of new recruits within the first 6 months, who would you hold responsible? It's time to fire or reassign the person doing the hiring. He or she obviously doesn't know how to hire the right person the first time!

The cost of not addressing this critical issue is significant. Estimates suggest the cost of hiring the wrong person ranges from 6 to 24 months' salary and benefits.

Is improving your odds worth the time?
You bet!

As long as we attribute our failure to retain staff to the market conditions—or falsely accept it's the norm to be unable to hire the right person the first time—these negative expectations will continue to affect staff stability and increase business costs.

Long-term staff stability is based on your overall business leadership capabilities. Your goal should be to create a reputation that attracts and keeps the winners—not an environment that makes them want to leave your employ.

So, how do you change your hiring process to ensure you hire the right person the first time?

The Plan

  • Always be clear about the position you want to fill—long before you even think about interviewing.
  • Define the position based on what your business needs.
  • Identify the standards, skills, and knowledge that the perfect hire would have.
  • Lift your expectations to the highest level—don't be afraid to ask for what you want.

The Job Description

  • Create a detailed job description for the position.
  • Include all areas of responsibility, skills, knowledge, performance, progress evaluation, and level of authority that this position will have.
  • Circulate a draft to key personnel to hear their feedback.
  • Make sure to get a consensus about this position from the appropriate team members.
  • Hiring the right person cannot take place without agreement from existing staff members.

The Job Style Requirements of Each Position

Outlining a job description without confirming the desired Job Style is like trying to stand on a three-legged stool that is missing the third leg—it simply does not work. One main reason individuals quit a position is that it does not match or reflect their natural work-style preferences.

It does not matter if a candidate has the experience, skills, and great references if the majority of the job responsibilities are not aligned with the person's personal style.

  • We recommend that the hiring team agrees to the preferred work-style requirements of each position.
  • Use the Job Style Indicator to confirm the work style for each position.

The Candidates

Never be rushed into a decision.

Have you ever needed a body to fill a space, so you hired the best-of-the-worse?

  • Ask your current employees for referrals. Do your staff members know someone who would fit into the team? Rarely do employees recommend people with whom they would not want to work.
  • Check local colleges, universities, the Internet, and trade publications. Network with your clients or suppliers to get referrals for the position.
  • A key component to building a solid business is having a good human resources process. With the right system, you and your clients can increase your business's productivity, efficiency, and profitability.
  • Hiring the right person the first time takes planning, systems, tools, and structure.
  • Be proactive. Plan, rather than panic.

The Interview

Never interview off-the-cuff or spontaneously. You will miss important details and make mistakes in the hiring process. A candidate with superior verbal skills will always win the heart of the interviewer, but that candidate might not be the best person for the job.

  • In the interview process, make a point of communicating your corporate vision, mission, values, and policies. It's not good enough to merely mention them to your candidate; the person must agree that he or she wants to work under your business philosophies. Future accountability starts here.
  • To bring consistency to your hiring success, you must implement a structured set of interview questions and rank each candidate according to his or her responses.
  • Rate the applicants on their skills, knowledge, work history, extent of training/education, and of course attitude.
  • Then create a "short list."

The Short List

Testing and assessments are a must for your short-list interview process. Most employers overlook the importance of this stage.

There are several types of pre-employment tests.

  • Intelligence Testing measures verbal abilities in communicating, mathematical functionality, spatial ability, abstract concepts, and reasoning ability from materials, words, and figures.
  • Skill Testing can measure the levels of the candidate�s skills and be helpful in customizing the training plan to that individual.
  • Aptitude Testing, Interest Testing, Attitude Testing, and Personality Style Assessments are tools an employer can implement in the hiring process. Testing is a highly specialized field. Make sure the assessments you are using are valid and meet your specific needs.
  • Compare the Job Style Indicator results with the Personal Style Indicator results. By doing this, you will have an understanding of the job style compatibility and the personal style compatibility. If there are great differences between the position and the person, we can guarantee that stress will build and 1 of 2 things will occur—performance will decrease or the person will quit.

The Hire

Never hire on-the-spot. If you do, you probably have not checked references and your decision will be more emotional than pragmatic.

Check references after the interview to confirm consistency between the candidate's comments and the opinions of his or her previous employers. Given today's employment laws, previous employers may be reluctant to be candid with their comments.

This question should get a helpful response.
"If you could send your past employee to training to improve his/her ability to perform his/her responsibilities, what training would you recommend?"

The answer will help you get a clear picture of the applicant's development issues.


We have noticed that the practice of hiring on-the-spot in very tight labor markets has increased. If this is the case for you, make sure you have communicated to the successful candidate that this hiring is based on a trial period. That time period will give you the opportunity to confirm you have made the right decision.

Alternatively, hire—subject to the checking of references and other due diligence items. In many positions criminal background checks are required and take time so do not compromise your standards or processes because of labor market pressures.

Are You Ready to Experience CRG´s 3-Day
Transformational Event?

If you are a leader or an independent/internal
professional developer desiring to make a
difference in other peoples lives,
this event is for

CRG's TTT orientation program focuses
on your personal and professional development.


To have credibility using our transformational resources with others, you must experience the power of our processes first hand.

You will . . .

  • Realize the key factors of why 80% of individuals dislike their job or work—from feelings of mild irritation to loathingand what to do about it.

  • Learn a simple yet powerful strategy to immediately accelerate others' success.

  • Become aware of how to instantly increase your credibility and effectiveness with others and how to teach others to do the same.

  • Discover why over 85% of professionals prefer our assessments and switch from the competitions resourcesand why CRG's tools cannot be compared to others in the marketplace.

  • Understand the importance of a holistic and congruent development model and how CRG's family of resources (100+) fulfills this critical principle.

  • Identify how to incorporate CRG resources to provide solutions for your specific client group and their needs.

  • Appreciate that you have instantly increased your value and your capabilities for serving your constituents by attending this event.

. . . and much more

You are in great company with CRG!

Hundreds of thousands of users—in more than 20 countries and 8 languages, over the past 30 years—have already experienced The CRG Difference.

From individuals, families, educational institutions, and small businesses to large associations and Fortune 500 companies, CRG's resources have had the privilege of helping restore and holistically Enrich People's Lives.

Register now
for our event in Vancouver, BC:

February 21, 22, 23, 2008
June 5, 6, 7, 2008

Space is Limited.

If you are interested in knowing how you can attend this transformational program, please contact Carol.


Toll-Free in North America:
International Clients:
604 852-0566

Download the TTT PDF!

The $1200 worth of materials included and our Risk-Free Guarantee ensure you will lose nothing and gain everything.

Take yourself and your organization to the next level.
Attend our TTT session!

Note: If you qualify for the Alumni rate,
you can participate at less than our cost!

You Are Invited to CRG's Open House

Free Online Assessments, Food, Demonstrations, and Door Prizes!!!

That could only mean one thing . . .

CRG is hosting its official Ribbon-Cutting and Grand Opening!

We hope you can drop in and celebrate our new location with us!

Please bring guests to whom you would like to promote our tools.
They will have the opportunity to

  • find out what CRG is all about,
  • see a sneak preview of the new Website,
  • take a free Online Assessment of their choice, and
  • see, first hand, all the Tools and Assessments CRG has to offer!
When: Thursday, January 17, 2008
Ribbon-Cutting Ceremony: 12:30 PM
Open House: 12 Noon to 6 PM
Where: #4 – 32905 Ventura Avenue
Abbotsford, BC V2S 6A3
604 852-0566 by January 7

Upcoming Events

Ken Keis Presents
Assess for Success and Roundtable Expert
Also Tradeshow Exhibitor
National Career Development and Workforce Learning Event

Where: Doubletree Airport, Toronto, ON
When: January 21, 22, 23, 2008

CRG's Train-The-Trainer I

Where: Vancouver, BC
When: February 21, 22, 23, 2008

Ken Keis Presents Assess for Success
Also Tradeshow Exhibitor
Career Management Association of BC – Conference

Where: Coast Plaza Hotel Vancouver, BC
When: March 5 and 6, 2008

Ken Keis Presents CMA Post Conference 1-Day Workshop
The Personal Style Indicator – An Effective Alternative to MBTI, DISC, and True Colors Career Management Association of BC – Conference

Where: Coast Plaza Hotel Vancouver, BC
When: March 7, 2008

Ken Keis Presents – Living On Purpose
Canadian Education and Research Institute for Counseling
National Career Development Conference

Where: Delta Centre-Ville Montreal, QC
When: April 14, 15, 16, 2008

Special CRG Train-The-Trainer I
Sponsored by Linda Maul and Lynelle Mantai of Creating People Power

Where: Edmonton, AB
When: April 29 to May 1, 2008
Register: email

Ken Keis presents Assess For Success
Canadian Association of Career Educators and Employers
National Conference

Where: Montreal, QC
When: June 1 to 4, 2008

CRG's Train-The-Trainer I

Where: Vancouver, BC
When: June 5, 6, 7, 2008

What´s New?

  • New Position Available at CRG

    Want to work in a dynamic and fun entrepreneurial environment? If you qualify, here's your chance!

    • Web Programmer,
      Online SEO Expert with Multimedia Capabilities

      CRG is seeking an individual who can work with the entire CRG team. Duties include coding in PHP, HTML, JAVA Script, Ajax, and Flash. Must understand My SQL and Linux.

      Must be a team player with amazing problem-solving skills and high levels of ambition and discipline.

      With the growth of our online offerings, this individual will also be responsible for editing and posting audio, video, and Webcasting content.

    Eleanor CRG's Head Office is in Abbotsford, BC.

    If you are interesting in applying, please email your resume to