Regardless of skill, hiring a person who is a bad fit is the wrong decision. In fact, traditional interviewing predicts future success by only 10%. With a bad fit, the employee is never going to reach optimum performance, and be fully engaged, and they are likely to leave. The company is then left with another expensive recruitment and the disruption of having talent walk out the door. (Recruiting expenses are typically 50 – 100% of an individual’s annual salary).
The minute a new employee walks in the door they begin to evaluate whether they made a good decision (70% of new hires make the decision to stay at or leave an organization within their first six months). If it is a poor fit they never become engaged and typically they turnover quickly leaving you to pick up the pieces.
The solution is to implement strategies that identify the right talent (skills and abilities) and the right fit (personally, culturally, and socially). And there are critical elements that will make it a good match for you and the employee.
Developing your process – from start to finish a planned approach to making critical decisions on who to hire.
Benefits: Behavioral-based interviewing is a critical part of building a successful team of employees. With this webinar, companies will have tools to improve their new-hire processes.
The solution is to implement strategies that identify the right talent (skills and abilities) and the right fit (personally, culturally, and socially). And there are critical elements that will make it a good match for you and the employee.
Developing your process – from start to finish a planned approach to making critical decisions on who to hire.
Benefits: Behavioral-based interviewing is a critical part of building a successful team of employees. With this webinar, companies will have tools to improve their new-hire processes.
Bob Verchota
Bob Verchota, SPHR, is the President and owner of RPVerchota & Associates, a human resources and management practices consulting firm. He has over 30 years of human resources and operational leadership experience. His most recent corporate assignments include serving as VP Support Services, VP of Ancillary Services and Human Resources, and VP Human Resources. Focus areas include organization change and employee development, talent acquisition, risk management, compensation and benefits, labor and employee relations, performance improvement, and other operational issues. Academic pursuits include an undergraduate degree in Business Administration, graduate degree in Healthcare Administration (MHA), and doctoral work in Organization Development EdD …
HR Metrics and Analytics 2026- Update on Strategic Planning…
Pivot tables beginner to advanced + 20 advanced Pivot table…
Writing Effective Job Descriptions
High-Impact Performance Management: Tools, Tactics & Coachi…
Human Factors Usability Studies Following ISO 62366 and FDA…
Validation Statistics for Non-Statisticians
Batch Record Review and Product Release
Fire Without Fear: How to Legally Terminate an Employee
FDA Regulation of Artificial Intelligence/ Machine Learning
Best Practices for FDA Computer System Audit Preparation in…
Empowering Conflict Resolution: Letting Go to Gain Control
The Importance of the first 5 seconds when presenting
Burnout to Fired-up : Recognizing and Preventing Burnout in…
Do's and Don'ts of Giving Effective Feedback for Performanc…
Managing Toxic & Other Employees Who Have Attitude Issues
Reduce Stress in the Workplace: Effective Ways to Handle Co…
Better Mind, Better Life: Unlocking Your Full Potential
2-Hour Virtual Seminar on the 6 Most Common Problems in FDA…
Why EBITDA Doesn't Spell Cash Flow and What Does?
Fostering a Culture of Respect: Eliminating Gossip, Rumour…
Stop Letting Toxic People Control Your Day
2026 EEOC & Employers: Investigating Claims of Harassment …
Human Error Trends as AI Enters GMP Operations: What QA Lea…
AI for Excel Professionals: Enhancing Productivity with Cha…