ALTHOUGH NONE OF US is proud to admit it, we've all done it: hiring at least one person for the wrong reasons. It happens in many ways, the most common being: 

• You need someone fast and a strong-looking candidate arrives at just the right moment.

• The person interviewed �extremely well,� but hasn�t performed as expected. Reflecting back, you talked too much about common interests.

• You hired this individual because of either superior physical appearance, engaging manner or both.

What adds complexity is that it�s a coin with two sides. The candidate, who may already be employed, sees yours as a career opportunity and probably will be having multiple interviews. Conversely, you see the applicant at his or her very best and must heavily rely on inferences within a short time period for a decision that has long-range effects.

Some are great at interviewing while others get hired for their looks. From these and numerous related experiences, I�ve concluded that the added, limited expense of screening potential employees pays for itself in reduced turnover and getting expected performance and productivity.

Tools for screening
Of the many current screening methods, I�ll speak of four. These are:
       1. A candidate�s employment inventory;
       2. Honesty or integrity surveys;
       3. Drug testing;
       4. Background checks.

The first simply calls for paper and pencil, having 90 to 150 questions. After the candidate spends 15 to 30 minutes responding, the results can aid in predicting such things as potential performance, likelihood to stay, success potential and other related factors.

Honesty or integrity surveys are questionnaires whose task is assessing the propensity to steal from the employer. These tests can help weed out those who think that pilfering is acceptable behavior. The pitfall might be that 
candidates can become �test wise�.

Drug testing is becoming increasingly common and can easily be done through oral saliva, urinalysis or even a single strand of hair. Typically, negative results are available in one or two days. These tests, which are legally confidential, can identify any drug that has been introduced into a candidate�s body within the last 30 to 90 days.

Background checks, which can come from one source, usually consist of identity verification, criminal history (if any), motor vehicle reports, educational validation and civil and bankruptcy history.

If uncertain about your needs being met by these screens, many companies will offer customized procedures to specific requirements. Note that these are helpful in a supplementary way. The most accepted screening technique is still the personal interview.

While you�re at it ...
Other steps include having an associate conduct an initial phone interview after typical business hours; an interval when most aren�t wearing an �interviewing face.� Also, be certain to review previous experiences before the candidate enters. Finally, when possible have more than one other person involved in the interview session. This can help in gauging how the candidate�s personality will blend with peers and subordinates.

Mary Miles, who has 22 years of experience as a human resource professional, is a PSI consultant 
(MaryMiles@PSI-Solutions.org).