Hiring Employees With a High Sense of Urgency – Instant Hiring Video Tip

Learn how to identify applicants with a sense of urgency and responsiveness.

Instant Hiring Tip: Hire Employees with a High Sense of Urgency

A common trait of highly productive people and companies is a high sense of urgency. A high sense of urgency drives individuals and the organizations they work for to work harder than their peers but more importantly their competitors. Most employers realize the benefits of hiring employees with a high sense of urgency but how do you go about identifying those applicants with a high sense of urgency?

You can gain a lot of insight about how an employee will perform on the job and assess an employee’s sense of urgency during the application process. During the application process, one question you want to keep in the back of your mind is: how quickly does the applicant respond to your requests for information and other details?

For example, let’s say you call an applicant to schedule an initial interview and they aren’t available so you have to leave a message on their voicemail. How long does it take them to get back to you to set up an interview date? Does it take an hour or two? Does it take a day? Does it take multiple days???

Any hiring manager can probably relate to the frustration felt when dealing with an applicant who seemingly has all the time in the world and takes their sweet time in responding to requests. Unfortunately, this isn’t just frustrating but it’s also generally a future indicator of that applicant’s overall responsiveness and sense of urgency. And that can be a critical flaw if you’ve already concluded that a high sense of urgency is one of the necessary traits of your future employee.

The bottom line is that an applicant who does not display a high sense of urgency about getting a job (particularly in this job market) will most likely underwhelm you with their responsiveness should you choose to hire them. As the applicant takes their sweet time in responding to your requests, picture them working for your organization and being in charge of an important project with a looming deadline. How will you sleep the night before the project is due?

If you’re a hiring manager on the lookout for employees with a high sense of urgency and who get things done promptly, you’ll want to make a note of those applicants that respond quickly to your requests as they will have a higher probability of performing similarly on the job.

8 Questions You Must Ask Before Hiring Your Next Salesperson

Sales Personality Personality TestWhen it comes to assessing a candidate’s fit for sales, one size definitely does not fit all.

Traits like assertiveness, criticism tolerance (ability to take a no), and resilience may be good enough to have when “getting past the gatekeeper”and “closing a sale” are the two most critical skills required. But selling complex products or differentiating a company’s services from its competitors require consultative and relationship selling skills that many salespeople do not have.

For example, transactional sales, especially those based on primarily on price, depend upon the ability to get people to accept your call, negotiate the best deal, and close quickly. More complex selling opportunities require extensive product knowledge, broad competitive intelligence, excellent relationship management skills, and resilience. Years of experience and a decade’s worth of President Club awards are not necessarily transferrable from one industry to another, one company to another, or even one territory or product from another.

Before hiring or promoting your salesperson, here are eight questions you must ask before interviewing and assessing candidates.

1. What product or services are you selling? Success in selling requires a lot more than a few years of experience and the completion of a sales skills training. Adding value and differentiating your company from the rest of a crowded market requires finesse and advanced skills.

2. To whom are you selling? Selling promotional products to a retail shop owner compared to selling an enterprise wide human resource information system require very different sales skill sets.

3. How competitive is the market place? If you are the only game in town, or at least considered the industry leader, salespeople can lean on the company’s reputation for credibility. But what if your company or product is unfamiliar to your prospects? The most important skill a salesperson might need is the ability to build endorsement.

4. Is this a new territory or a mature one? Similar to the competitiveness of the market place, developing a new territory or working a mature market require different selling styles and skills. You are likely familiar with “hunters” and “farmers.” It’s much easier to introduce yourself as the new account manager when a customer down the street has been doing business with your company for several years than trying to get the prospect to take a chance on an unknown.

5. How long is a typical sales cycle? The longer the cycle, the more skills are required. The longer the selling cycle, the more the salesperson will have to have a process and system in place to track and follow leads and referrals. The salesperson must be patient and resilient and equipped to stick it out for the long haul. Products or services will long selling cycles often have bigger rewards but many salespeople are more motivated and skilled at shorter cycle, faster rewards. That leads us to the compensation question.

6. How do salespeople get paid? This is a complex and complicated question. But the more commission based the compensation, the more money management skills the salesperson must have to deal with the ups and downs of income, especially for longer selling cycles. Few hiring managers take this into consideration before hiring the high potential candidate. Unfortunately many sales failures have nothing to do with sales skills but the short term income to pay the mortgage and put food on the table while waiting for the big commission check.

7. Who is responsible for lead generation? If developing new business is a requirement for the job, then assessing the sales candidate’s track record or potential for identifying new customers, cold calling, qualifying them, and developing new relationships must be part of the hiring equation. For the company that has a steady stream of warm leads, finding qualified candidates just got a lot easier. Do not assume however that the ability to contact warm leads and qualify them is a predictive indicator of the ability to identify new customers and cold call them.

8. Who is responsible for writing and presenting proposals? The ability to write and present are critical communication skills in today’s marketplace. Unfortunately few salespeople have mastered these skills at a level necessary to compete effectively.

Asking these questions is one thing. Getting this information quickly and accurately is another. Sales pre-employment tests are an excellent way to complement and enhance the interview and reference check process. The right combination of assessments can confirm if a candidate has the potential to learn or meet your job requirements as well as the resilience and motivation to persist through good times and bad.


This article originally appeared in The Total View, a weekly online newsletter that focuses on hiring, management and retention strategies. The Total View is written and published by Ira S. Wolfe, president of Success Performance Solutions and is distributed with permission by The Chrysalis Corporation. Subscribe for FREE to The Total View by typing your e-mail address in the newsletter sign-up box on the right side of this page.



So Much Free Advice Available, Why Are Interviews So Ineffective?

Creating an effective employer interview question guide is a necessity for hiring qualified workers. But a simple search for the phrase “interview question guide” turns up 60,200,200 Google results in only 0.14 seconds.  With such an ample supply of free advice, why are employee interviews so ineffective at employee screening and employee selection?

The problem with most employee interviews is that the wrong questions can elicit persuasive but unpredictive candidate responses that influence managers to hire them.

There are two types of wrong questions.  First, you have the illegal questions – the questions you can’t ask.  Federal and some state law explicitly prohibit asking specific questions about age, gender, race, ethnicity, religion and others.  These questions are nixed because they generally have nothing to do with the ability to do the job.  The solution to this problem is simple – avoid these questions.

That leads us to the second type of questions – the questions you can ask.  Unfortunately that approach doesn’t mean you can ask just any question that comes to mind.

For example, an interviewer often asks this popular interview question to a managerial candidate: “describe for me how you have motivated an under-performing employee?”  The candidate describes a scenario that is music to the interviewer’s ears. The interviewer checks off that question and moves on to the next. Unfortunately the candidate could have just recited a scripted response he picked up on the Internet or learned from a friend. Providing the “right” answer doesn’t conclude the candidate actually performed this act or even has the ability to do it. All he or she did was merely show a skill in answering a question.

While the candidate might have indeed accomplished what he says he did, the skilled interviewer should not accept the response at face value.  He should follow up by asking something like “And how did you learn that process?” or “have you been able to repeat that success again?”  Few if any interview questions relating to job fit should ever answered satisfactorily with just one response.  The interviewer should always be prepared with a probing follow up question. My rule of thumb is that for every question asked, the interviewer should be prepared to ask two additional follow up questions.

Interviewers also tend to ask a lot of questions that might be job related, but not job relevant.  Agencies like Equal Employment Opportunity Commission only require that employers ask job related questions.  But while a question like “tell me what you disliked about your last job” might be job related, it might not help you determine if the individual can actually do the job for you.  A job relevant question might be “tell me how you generate and qualify leads” or “describe your role in developing and implementing a plan to reduce employee turnover.”

By asking the right job relevant questions, followed up with additional probing questions to challenge your assumptions, managers will begin to hire successful workers and avoid the problem of selecting candidates who interview well, but perform poorly.

This article originally appeared in The Total View, a weekly online newsletter that focuses on hiring, management and retention strategies. The Total View is written and published by Ira S. Wolfe, president of Success Performance Solutions and is distributed with permission by The Chrysalis Corporation. Subscribe for FREE to The Total View by typing your e-mail address in the newsletter sign-up box on the right side of this page.


Interviews Can’t Pass The Pre-Employment Test

For some reason, many managers and human resources professionals feel employee interview screening is safe and personality tests are risky. Little do they know that the EEOC (Equal Employment Opportunity Commission) and other laws protecting employees require that the interview questions you ask candidates must meet the same testing criteria as other employee assessments, including personality tests. But as you will read shortly, it’s nearly impossible for the interview to be a reliable assessment of a candidate’s job fit.

Generally, the first thing that comes to mind when someone hears that an interview went bad was that the interviewer asked an illegal question. For instance, when a manager asks a female candidate, “do you plan to have children?” all sorts of alarms go off. Or when the boss asks the applicant, “what church do you attend?,” it’s game over.

Unfortunately the mere avoidance of illegal interview questions doesn’t make the interview itself compliant. It just means you removed the most obvious danger.

According to the guidelines provided by EEOC and the U.S. Department of Labor Employer’s Guide to Good Practices, the interview is an employee assessment. To be perfectly clear, the term test or assessment is just another form for measurement and every method used to evaluate an applicant is an assessment. The agencies broad sweeping category includes application blanks, recruiting sources, photographs, interviews, pre-employment tests, training workshops, video interviews, and so forth. And, unless you hire everyone who applies, the interview like all the other assessments, are subject to the same criteria.

Legal Interview Questions

Now consider the employee interview. Despite little acknowledgement by business, the interview is notoriously inaccurate and unreliable. That means that the interview nearly always fails one of the two biggest factors (validity and reliability) used by psychometricians and academics to determine the compliance and accuracy of an assessment.

For example, a panel of three managers questions the candidate. Each walks away from the experience with a different perception of the abilities of the candidate. Or a candidate is interviewed over a period of a few weeks: the manager was impressed at the first interview and completely turned off at the second. The change could be the result of the candidate’s behavior, the interviewer’s attitude, or the environmental setting. It really doesn’t matter what changed. What matters is that many interviews fail test-retest reliability. If a candidate isn’t perceived the same way, especially over time, the results are not reliable. Low test reliability does not comply with EEOC guidelines or meet best practices.

But despite this obvious gap in reliability, many organizations continue to rely on the interview as their primary tool for hiring employees and doggedly scrutinize pre-employment tests to find reasons not to use them.

Would your interview process withstand a challenge if it was ever tested for validity and reliability? Why do you feel organizations continue to rely on an employee screening technique that has been proven time and again to be so unreliable?

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This article originally appeared in The Total View, a weekly online newsletter that focuses on hiring, management and retention strategies. The Total View is written and published by Ira S. Wolfe, president of Success Performance Solutions and is distributed with permission by The Chrysalis Corporation. Subscribe for FREE to The Total View by typing your e-mail address in the newsletter sign-up box on the right side of this page.