• more accurate employee selection and placement
• reduced turnover
• less time spent per interview
• superior question generation skills 
• better quality, better motivated new hires

• individually developed interview strategy to use after the workshop
• clarity regarding the conduct of a legally defensible interview
• limit the chances of a discrimination suit
• more effective listening and evaluation skills
• better targeted "help wanted" advertisements

• design effective questions that elicit relevant employment information on which future performance can be accurately predicted
• skill in developing a reusable strategy for assessing that information
• competent preparation for delivering the most effective interview possible
• know the illegal or restricted areas of questioning
• understand the legal issues regarding reference checking and giving
• comprehend employer liability in cases of negligent hiring

• accurately distinguish (the meaning behind the words) body language cues
• demonstrate a variety of different interviewing techniques
• discern and identify basic attitudes toward work during the interview
• ability to match job requirements with individual personalities to insure an appropriate "personality fit"
• explain how to avoid the flaws inherent in panel interviews
• proficiency in interviewing effectively by phone
• ability to separate listening from evaluation

"Interviewing" is not a priority area of concern for most managers.  It is done intuitively and on the spur of the moment without much preparation.  Since most managers interview only a few times a year, the majority of hiring is done by people who remain novices at the process. 

U.S. Department of Labor statistics indicate that 40% of all new hires leave within the first six months and 50% of all management-level candidates fail in their new positions.  Some quit because the job does not meet their expectations; others are terminated because they are unsuitable.  At an average salary of $40,000 year, companies are paying astronomical sums for errors that could be easily eliminated with some training and a perceptive, repeatable system.

The information shown below is based on an average salary of $43,500 for a "professional" (someone with specific knowledge and skills or a high level of responsibility such an an engineer or a manager) who does not require relocation.  The catagories and percentages are based on a 1990 study by The Society For Human Resource Management and published in the December 1990 issue of Personnel Journal;  financial data is based on 1998 salary figures.
 
 

1. Cost of inadequacy of the new employee (12 months)  2. Cost of assistance by co-workers closely associated  with the new employee  3. Cost of declining productivity of departing employee  4. Cost of shift of attention from the work to the departing  employee by co-workers  5. Cost of leaving the position vacant or functioning with stop-gap measures (13 weeks)  6. Cost of processing both the departing employee and  the new employee by Human Resources  7. Cost of recruitment (newspaper ads, agency fees, etc.) and screening of applicants by Human Resources  8. Cost of operating department time in processing and  orienting the new employee  9. Cost of relocation

$20,800  14,350      2,600       900    21,750      1,085       2,890       2,930               0