Is your hiring process valid?

A productive selection process is a valid process. Let me define the term “valid” clearly. In the case of a selection, evidence of validity means the selection process demonstrates that it:

  • Makes sense to all parties including the candidate;
  • Is reflective of the job and the tasks associated with the job;
  • Measures content that is reflective of the job;
  • Is predictive of success; and
  • Measures what it intends to measure.

A strong selection process contributes to decisions, positive or negative, that reflect a candidate’s ability to do a job and be productive in the organizational culture.

How have you ensured your selection process meets the above criteria?


By the year 2050…

The number of people in the labor force who are:

  • 65 or older will increase by 75%
  • And those between the ages of 25 to 54 will grow by only 2%

Source:  Human Resource Management, 2014

Do you think we are ready in our business for such a drastic shift?  How do you think this change will impact productivity?  Sound off…I want to hear what you think.

People analytics: ‘Moneyball’ for human resources

Lord knows it’s expensive and time consuming, and even when they get it, it’s not clear how much students actually learn. But the one thing you could always say about a college degree was that it led to better jobs because it served as a reliable and invaluable signal to employers about a job applicant’s intelligence and persistence.

Or maybe not. Michael Rosenbaum knows from fancy degrees — he’s got a BA and law degree from Harvard, along with a master’s from the London School of Economics. But at the two software companies he has founded in Baltimore, 40 percent of the programmers have no college degrees, and half of the others got theirs from community colleges. The reason is simple: Statistically speaking, a degree from a fancy college has zero correlation with success in writing software.

Such are the insights from “people analytics,” a hot new area in human resource management that aims to bring “big data” to the task of corporate hiring and promotion. What “moneyball” did for baseball, people analytics promises to do for human resources, replacing intuition, old-boy networks and outmoded rules of thumb with computerized tests, database searches and quantifiable performance metrics.

Given the time and money companies sink into hiring and recruitment, the results are decidedly mediocre. According to a survey conducted by Arlington-based Corporate Executive Board, nearly a quarter of all new hires leave within a year, while Gallup reports that half of those who do stay reported being “not engaged. The resulting drag on profits and productivity represent a multibillion dollar opportunity for firms such as Rosenbaum’s Pegged Software, which helps hospitals and nursing homes reduce turnover of entry-level workers by putting the right people in the right jobs.

What’s surprising isn’t that companies are beginning to use more objective techniques to make personnel decisions, says Peter Cappelli, a professor at the University of Pennsylvania’s Wharton School of Management. “What’s surprising is that, for the last 20 years, they’ve been going with their gut.”

In the early versions of “people analytics,” companies asked managers to identify their best-performing employees and then tried to find patterns in each group based on biographical information, work history and their answers to computerized personality and intelligence tests. Job applicants were then “scored” based on how closely their background and test answers matched those high-performing employees.

Rosenbaum says the problem with the early efforts is that the results tended to correlate less with the actual strengths of the job candidates than with their cleverness in taking the tests. And by relying on the managers’ rating of current employees, the process reintroduced a high degree of bias and subjectivity into the scoring system.

See entire article at:  Moneyball


F&H Solutions Group Hires Business Development Executive

Tom McKenzie, former principal at Capital Partners, joins human resources consulting firm to strengthen business development efforts.

F&H Solutions Group, a national consulting firm specializing in human resources and labor relations, welcomes Tom McKenzie to the company’s Washington, DC, office as business strategist. He will help expand F&H Solutions Group’s product offerings and introduce the firm’s consulting services to a wider market.

With more than 30 years in executive positions in diverse organizations, McKenzie has a very strong business development skills set. He is a proven business strategist who will help F&H Solutions Group reach new business sectors and industries.

McKenzie has worked with companies ranging from Global 500 companies to new seed capital startups. His vast experience includes selecting, hiring, growing and managing successful sales, marketing, and customer service and client teams. McKenzie’s expertise also includes managing sales and customer service operations; enterprise selling and facilitating customer relationships; measuring sales and customer service effectiveness; and launching new products and services. In addition, he has focused on redesigning sales, marketing and customer service strategies; enhancing sales and customer service roles in brand management and public relations; maximizing revenue growth while managing profit margin; and implementing global accounts and strategic account teams.

Brad Federman, chief operating officer of F&H Solutions Group, notes, “We promise our clients that we will know their business, recognize their needs and use our best resources to strengthen their company and culture. With the addition of Tom McKenzie, we are fortifying that promise. I have known and worked with him for years. No one is better at understanding a client’s needs and recognizing what will help a particular organization in a given situation become even more successful.”

Prior to F&H Solutions Group, McKenzie was a principal at Capital Partners, where he performed due diligence, analysis, acquisition/transaction negotiation, sales, operations, and financial management for private equity and venture capital projects and companies.
As a managing partner of SkillMeasure, a management consulting firm, McKenzie worked with senior executives and sales teams to perform gap analysis of sales, marketing and customer service team performance and to recommend solutions. He helped grow the business into a global sales consulting company.

His career also has included positions at Provant/Global Novations, Behavioral Technology and FedEx. These experiences afforded McKenzie firsthand knowledge of ways to structure and improve sales and customer service relationships. Some of his past clients include Apple, FedEx, Intel, Yahoo, Microsoft, Bank of America and the General Services Administration.
McKenzie says, “Joining F&H Solutions Group will enable me to leverage my past experience and knowledge to continue providing our clients with proven solutions and capabilities to help them address the challenges and opportunities that come with growth and management in our rapidly changing global economy.”

About F&H Solutions Group
F&H Solutions Group is a national consulting firm specializing in human resources and labor relations matters. Our professionals have unmatched expertise and experience in working with all types and sizes of organizations in different industries in both the private and public sectors. Since 1989 FHSG has provided clients with solutions for a better workplace. Our long-term client relationships are a testament to our commitment to improving workplaces and preparing clients for a successful future. For more information, please visit

See original press release

Manufacturing Council Releases Competency Definitions

The national Manufacturing Skill Standards Council has released its 2014 National Work Standards for Production and Logistics. The industry-led, nonprofit MSSC is an authority on defining industry-wide core technical competencies needed by front-line workers in advanced manufacturing and logistics.

“We believe that the use of a common language between industry and education will offer a more efficient and cost-effective way of preparing individuals with the higher skills needed by industry,” said MSSC Chairman and CEO Leo Reddy. “MSSC standards help produce agile knowledge workers — the industrial athletes of the future — with the stronger, cross-cutting foundational skills needed to help companies achieve greater productivity, innovation and global economic competitiveness.”

The detailed MSSC Work Standards provide the industry definitions, organizational taxonomy, syntax and nomenclature to describe the critical work functions, key activities and performance indicators for manufacturing and logistics. These standards enable industry, state agencies, community colleges and high schools to more effectively harmonize their curricula and credentialing programs, creating much higher levels of coherence, portability and economies of scale.

Specifically, these organizations can use the MSSC work standards in two ways. First, they can serve as the starting point for defining industry skill requirements to make the process for defining needs more efficient. It also reassures companies, most of which operate within a national or global environment, that they are leveraging the authoritative national skills platform defined by MSSC.

Second, schools should embed the subject matter of the standards into for-credit courses at both the secondary and postsecondary levels and build credit articulation agreements between high schools and community colleges. MSSC has produced online curriculum that schools can incorporate into new or existing programs. This enables students to work toward an industry certification as well as a high school diploma or associate’s degree.

MSSC’s work standards are distributed nationally to companies, community colleges, high schools, government agencies, unions and foundations involved with workforce skills education and training. These standards provide effectively a national, industry-defined “common language” for these stakeholders to use in preparing individuals for higher skilled entry-level work for the nation’s 12 million front-line production and closely related material handling-distribution occupations.

Originally published on Chief Learning Officer Media

90 Percent of Active Duty Service Member Spouses Are Underemployed

The Military Officers Association of America and the Institute for Veterans and Military Families at Syracuse University announced the results of a study focused on military spouse employment showing that 90 percent of female spouses of active duty service members say they are underemployed.

This means they possess more formal education and experience than needed at their current or most recent position. Additionally, the 2012 American Community Survey data show military spouses make an average of 38 percent less total personal income and are 30 percent more likely to be unemployed than their civilian counterparts.

While ACS data consistently show noticeable gaps in income and unemployment between armed forces spouses and their civilian counterparts, the most recent survey discovered there is not a lack of desire to work that is causing these gaps.

More than 55 percent of respondents indicated they “need” to work, while 90 percent indicated they “want” to work. However, active duty military spouses are more likely to have moved within states, across states and abroad, compared to their civilian and veteran counterparts. The increased likelihood of moving from one geographic location to another further compounds economic issues for these families.

According to the survey, other factors affecting their unemployment or underemployment include relocating to geographic locations with limited employment opportunities, employer perceptions of military spouses, inability to match skills and education to jobs, inflexible work schedules and high child care costs.

Source: Syracuse University

Originally published in Talent Management

Business Optimistic About Growth, Not Talent

Executives feel positive on growth. In fact, 91 percent of executives said they are optimistic about their companies’ near-term growth prospects. However, recruiting skilled talent is an entirely different issue. These same executives are less certain about recruiting experienced talent to fill open jobs.

Even with unemployment and underemployment where it sits, 63 percent of chief financial officers said it is somewhat or very challenging to find skilled candidates for professional-level positions today.

The is information was collected in a recent Robert Half survey,
The survey is based on interviews with more than 2,100 CFOs from a random sample of companies in more than 20 of the largest U.S. markets.

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