Proof of Hiring Success
Survey helps hire the right people, reducing turnover.
by Charles T. Kenny, Ph.D.
large metropolitan hospital reduced their critical care nursing
turnover from 65% to 15% within 18 months using the Simmons Personal
1983, turnover in critical care units was a national problem.
It may still be a
national problem, but for one large metropolitan hospital, it’s not
any more. In fact, they have consistently held it down for 17
we began working with them, turnover among critical care nurses was
running at 65%. We used
the Simmons Personal Survey along with our Insight methodology to identify the factors that were causing high
turnover. Two basic
The Negative Leader. We
identified a group of nurses who shared specific negative character
traits. They were
embittered people whose energy was turned against themselves, against
their co-workers and employer. These
nurses were operating in a leadership capacity, either formally or
informally. They may be a
floor supervisor or not, but by the shear force of their personality,
length of tenure, etc., they were operating in a leadership role.
would take a new nurse off to the side and indoctrinate them with
their own belief system about the hospital administration, management,
and other nurses. Who are
the good guys, who are the bad guys; who wore white caps, who wore
black caps. They
indoctrinated new recruits with their bitterness, and it spread like a
disease through the unit.
The Emotional Character of a Successful Critical Care Nurse.
The emotional make-up of a successful critical care nurse is
very different from nurses in other areas.
The ideal CCU nurse does not need a lot of personal feedback or
expressions of appreciation, etc.
She’s not going to get it in the CCU from the patients, who
are all wired up and unconscious, a certain percentage of whom are
going to be lost.
If a person goes into nursing because they want to serve and help
other people, she gets gratification when she sees the results of her
efforts; she gets some “at-a-boys.”
If she needs them, then she doesn’t belong in CCU because
she’s not going to get them.
Once we described the “Negative Leaders,” it was easy to
identify them. Everyone knew who they were, they just didn’t realize
the affect they were having on other nurses in the unit.
They needed to be isolated or moved out.
To her credit, the hospital vice president was able to devise a
plan that accomplished this without any “major surgery.”
Then they began using the Survey to staff the CCU with nurses
whose character fit the success profile identified by the Survey.
In six months they could see a marked improvement in the unit.
18 months, the whole situation had been turned around.
They reduced their critical care nursing turnover from 65% to
they use the Survey to identify the emotional profile of all nurses
right out of nursing school as well as new hires and in-house
allows them to place a nurse in the O.R., general nursing, CCU,
psychiatric, etc., by the matching the appropriate character traits to
the needs of the unit.
solved their critical problem and have continued to used the Simmons
Survey for hiring, placement, personal development, and promotion for
Management Software for Law Firms
you know, our company, Chesapeake Interlink, Ltd. Has been using your
“Simmons Personal Survey” for about eight years now.
I would just like to drop you a brief note to explain to you
how pleased and satisfied we are with the results of your product.
I’ve discovered, after many years of interviewing personnel for
staff positions, that the interview, the resume and the phone calls
for references did not give me a full and complete picture of the
applicant. I have sat behind my desk hour after hour, gazing into the
eyes of each applicants, hoping that some magic thing would happen
that would make me aware of whether or not this person would do a good
job as an employee of my company.
It was only after I met you and became aware of your survey
that I was made to realize which items or characteristics I had been
report talks about Emotional Energy and how an applicant will be able
to handle stress in our own environment.
some way, your survey measures Commitment.
It is awfully nice for me to know that when I hire someone,
there will be some kind of a commitment and I will not have to worry
about this employee seeking a position with another company within a
few months time.
speak about Courageousness. Is
the applicant conservative? Does
he feel failure and want to avoid risky situations?
To me, these are important issues in discerning whether or not
to hire an individual.
Directing: Is this person
capable and comfortable working on his own?
Or, if left on his own, will he procrastinate?
discuss Conflict and whether or not this applicant is uncomfortable;
does he feel that others will disapprove of what he thinks?
I have learned a new word from you, which is Posturing. This means does the applicant present a true picture of
himself or a very different picture of whom he really is? This is good to know when you have the responsibility of
hiring this particular person.
is the applicant Cooperative? Is
he a negative person? Does
he need to please others over pleasing himself?
Is he tolerant of the short comings of others?
Again, here are personality traits that would be very difficult
to discern from the previous normal channels.
the applicant insecure? Is
he pessimistic about life? Is
he trusting of others? All
of these issues touch on areas that are most important when it is time
to make a decision as to whether or not to hire.
the proof of the pudding is in the eating.
Since we have begun to use your survey, rarely have we made a
mistake in hiring the wrong individual.
Short term employment with our company has decreased
is no doubt in my mind that the “pennies” I pay you, for your
survey pays for itself a hundred times over.
you so very much for making a very important job around here so much
L Bank, President
the Survey for promotion decisions dramatically reduced turnover.
by Wes Crane
couldn’t find an answer to our manager turnover problem in the deli
and bakeries. We always
promoted experienced good workers, yet they became stressed-out,
unsuccessful as managers.
colleague at a Seminar told me the Simmons Personal Survey was helping
them choose people for jobs that required leadership.
After a two hour conversation with Jack Simmons, I was
convinced that this might work for us, but I had doubts that it could
do all of this.
started using the Survey for choosing managers in our delicatessens.
Up to that point, we had been turning over a deli manager every
two months. In the six
months after we started using the Personal Survey, we did not turn a
single manager. After starting to use the Survey, we only had 2 turnovers in
a 3 year period of time. This
was a tremendous success for us because it had been such a serious
problem area before.
that period of time, we saw the value of using the Survey in choosing
the right people for promotions.
From then on, we gave everybody that was up for promotion in
any department the Simmons Survey.
we surprised ourselves at the person we promoted.
But it basically proved to us that the Survey was valid and the
predictions we would make in an interview were not always the correct
one. We had been looking
at work and responsibility rather than leadership traits.
The best sandwich maker got promoted to the manager and failed
- not because of technical knowledge, but because of character.
Survey is useful in all types of industry.
by Wes Crane
3 years of using the Survey with a major food chain here in the
Northwest, I started the company, Second Opinion, and began marketing
was in Spring, 1990. From that point on we have marketed the Survey with many
different industries. I
started out with grocery, because that was where I had been for 20
years. Many of those
companies are still using the Survey with great success.
Then we took on many different industries - seafood,
shipbuilding, insurance, coastal transportation, airline pilots,
furniture stores, even entertainers.
Survey was so well accepted in so many different arenas that we have
no fear of taking it into any business.
Basically, we are looking at the people skills rather than the
technical skills. It
seems that across the board, companies have the same people problems
which the Survey does such a good job of sorting out. The Survey points out strengths as well as problem areas,
gets people prepared for the new position or tells us they’re not
ready to be promoted yet.
the point of getting the Survey started with grocers, we moved into
many areas. We have moved
up into Alaska with several clients. We have worked with a 4 year college in Sitka, Alaska.
We have worked with a native corporation in Alaska.
We also work with a major grocery trading type organization
that has outposts and some type of store in 31 native villages as well
as in several of the larger towns.
We have had great success in these areas, helping choose the
right people, especially when there weren't many people available.
the Survey to match the person to the corporate environment.
by John Beane
you know the company environment well, you can look at an
applicant’s Survey and tell whether they will fit or not.
For instance, I work with a manufacturing firm that is very
male oriented, patriarchal, chauvinistic.
To be somebody there, you've got to be able to build things -
strap on a tool belt, grab a hammer, and drive nails - that makes you
I recommended a female candidate, I knew from her Survey that she was
going to be able to put up with the stuff she’d have to take there.
She was the kind who wasn't going to take offense and even
though she might get upset, she wasn't going to quit.
She was going to stick around.
been there for nearly 4 years now.
She'll call me every once and a while, just moaning and
groaning about the place, but she doesn't quit, she keeps hanging in
there. And that's exactly
what I was able to tell them that they would get.
the right person sometimes takes a while. by John Beane
I was working with a company who was using the Survey to hire their
employees. It just so
happened that for a period of time most of their applicants did not
look good for the job, and I did not recommend that they hire these
people in their office became very critical of using the Survey.
Since they were so shorthanded, it was frustrating when I
kept saying no to all their applicants.
we found three people that really fit their needs.
Later the boss called me and said, "Boy, I'm sure
glad you made us wait. This is the best team I've ever had."
character, causes problems.
owner of a software company in the eastern United States has had
several cases where he has sent Surveys through and I have
recommended not hiring the people.
Unbeknownst to me, he had gone ahead and hired two people I
had recommended against. Within
a month to two months of hiring them he turned around and let them
go, basically for the same reasons that I had told him not to hire
work experience doesn’t necessarily make good mangers.
manufacturing firm was preparing to open a new plant.
They had gotten word of a gentlemen who was a 25 year veteran
of the industry, highly thought of by everyone.
They had tons and tons of good reports on this guy.
I did his Survey interpretation, there were several things that
bothered me. For
instance, he was neither goal oriented nor a self starter. This led
me to believe that he would probably not be a very good leader to
take this plant from start-up to the high production rate they
expected. And yet their
main reason for hiring him was the fact that they felt he could get
it up to speed really quickly.
But in the absence of strong management characteristics, I
said I wouldn't recommend hiring him.
president of the company called me and said, "Well, you know,
I've got such good reports on him from all of these people in the
industry. You're the
only one who says don't hire him."
And I said, "Well, it's your money and you can do
whatever you want, but here's what's going to happen.
If you hire this gentlemen, within 9 or 10 months you're
going to let him go because he's not a self starter.
He's not going to lead the plant, and you're going to do his
job for him or it won't get done."
called two weeks later and said, "We’ve decided to go against
you’re advice and hire him because he had such a good reputation
from the industry." I
said, "That's fine. It's
your money. No
did about 4 months of training sessions with the new supervisors and
this plant manager, teaching them how to set goals, etc.
On the side, from the supervisors I was hearing, "Well,
you tell us all this neato stuff, but the plant manager never does
anything about it."
I began to very firmly set specific objectives for the manager, with
instructions to report back on his progress at the next training
session. He'd come back
next time and say, "Well, I didn't have time, we were just so
busy, ...” Nothing
ever got done.
long, the only way I could find the president of the company and the
vice president of manufacturing was to go down to the new facility,
because that's where they were, each running a half of an assembly
line and doing the job of the plant manager. After about 6 months like this, I said to the president,
"It looks to me like you have a decision to make.
Are you going to be the plant manager or are you going to be
the president of this company.
Because if you're the president, I would expect to find you
in the president's office, not running a line down at this
weeks later, they finally decided that the manager was not capable
of doing the job, fired him and found someone else.
This time they heeded my Survey recommendations and chose a
man who was successful as a manager and figured they could teach
him how to build their product.
character helps you avoid bad hires.
client sent me a Survey to evaluate as a sales manager for one of
their offices. I faxed
them my report saying I would not hire this individual and gave them
the reasons why.
next day the president of the company called me and said "John,
I just wanted to fess up to you and tell you that he had already
worked for me. I have
already fired him and I was just testing you.
If I’d done the Survey before I hired him and then listened
to you, I would never have had the problems I’ve had."
Survey can even predict what you will see in an interview.
manufacturing firm had an applicant whose Survey revealed he was
highly verbal, very negative, very much into interpersonal conflict.
I said, "This is the kind of person that, when you tell
him he doesn't get the job, he's going to really become abusive and
more or less attack you for your stupidity for not hiring him.”
president of the company told me later what happened when he called
the applicant. “I
told him that we appreciated him coming in but we had made a
decision in another direction.
True to his Survey and your prediction, he became highly
abusive and started to tell me I was going to really regret not
hiring him, and so on.” His
own response proved the Survey correct and further verified their
Survey works well in management and sales hires.
by Jerry Turk
me, the Survey absolutely nailed the personality attributes that, on one end of the scale
could have been negative to the job at hand, &/or those attributes
that on the other end of the scale, indicated that this was the very
right person for doing the job. I
have used the Survey in selecting sales oriented people and in various
levels of management selection.
gentleman’s Survey showed very strong sales attributes but it also
revealed him to be very rigid and inflexible.
His position required that he incorporate the ideas of other
people into his work environment. While he could admit that he was inflexible, he was unwilling
to take any steps to change it. His
strong sales abilities enabled him to last two more years, but it was
his inflexibility that eventually caused his dismissal.
other areas, I’ve relied very heavily on the Survey to measure
management potential. We
found it was very significant, and we tried to hire people who ranked
very high on the management scale.
It’s proven to be valuable for all levels from sales
management through bank presidents.
just wouldn’t hire anyone who did not score strong enough on the
management scales. I have
that much faith in the accuracy of the instrument.
Survey helps to pick the best professional football players.
by Dave Michiels
an Industrial Relations Consultant, Dave Michiels has been using the
Survey for selection and development with great success for collegiate
and professional football teams. In the last five years, 90%
of the NFL players drafted have been Surveyed.
to the 1997 NFL Draft, Michiels completed Personal Surveys and
individual interviews on over 400 players, compiling reports that
identify and rank the 14 different traits that scouts and coaches want
to know about an athlete. By
draft day, the teams using the Surveys have studied the reports in
conjunction with their own information.
Michiels says, “A lot of times, if the coach and scout differ
on a choice, they will refer back to the Survey and then say, ‘I'm
going to go with yours.’
They have that much confidence in it because they’ve seen the
difference it can make.”
are becoming more aware of the character of the players and how it
affects their potential for success.
(Unfortunately, football develops characters,
more than it develops character.)
The scouts love it because it gives them a reliable tool that
they didn't have before.”
the Super Bowl, Green Bay Packers’ coach Ron Wolff said, “If we
win this thing, then you can claim some of the victory because of the
work you did with the Survey early on.”
his tenure as Head Football Coach at Tulane University, Mack Brown
gave credit to the Survey as “a very positive influence in our
three-year turnaround of the Tulane football program.
I would recommend the testing as well as the counseling program
to anyone in business that deals with people.”
done extensive research on testing over the years,” Michiels
reports. “The Survey is
far superior to anything else on the market. The Union says you cannot do psychological tests and the
Survey is not a psychological test.
It is the most objective character evaluation that I am aware
of, and it has no racial implications or biases.”
year I personally validated 132 Surveys.
I asked their coach, advisors, and people that knew them very
well, “How accurate is this description?”
All 132 were validated as accurate.”
the professional teams who have used the Survey are the Miami
Dolphins, New Orleans Saints, Green Bay Packers, and Dallas Cowboys.
Collegiate teams include among others, U.C.L.A., Tulane,
University of Oklahoma, and University of North Carolina.
Miller, Director of Human Resources
Uniforms, Olive Branch, MS
Simmons Survey has been a primary component in our selection process
for over 16 years, especially with management.
After two or more staff have interviewed an applicant, we
compare our notes with the Survey results.
If it backs-up our findings then that verifies what we saw.
If on the other hand the Survey results are different, then
that tells us we need to take a closer look.
The Survey measures such specific job related characteristics
that we know exactly how to check out.
Apparel, Selmer, TN
Simmons Survey helps us reduce management turnover costs by letting us
know what the person’s really like before we hire them.”
Camps, General Manager
Products, Memphis, TN
number one use of the Survey is for hiring.
We’ve learned to pay attention to it, sometimes we’ve
learned the hard way.
had an applicant who was just fabulous in the interview, said all the
right things, and looked really strong.
Her Survey showed somewhat less than that.
I thought, “Well, it can’t always be right.”
But in the long run, it was the Survey that we should have been
wants a job and a pay check. They
can “put out” for the interview and maybe for a while.
But if the commitment to work isn’t a real part of their
character, it will begin to fade.
person had sold me on their enthusiasm and willingness to work hard.
After an initially strong effort, their effectiveness tapered
and then began to roller coaster.
There was more of a desire to socialize than do the work and
help the client. Then one day she just up and left without notice.
was stunned. I went back
and looked at her Survey and there it was staring me in the face.
The Survey had revealed a low commitment to work along with
can get a gut feeling sometimes in an interview and you don’t know
whether to go with it or not. But the Survey is consistently correct. It showed tendencies that we could not have foreseen in the
stable sales force reduces training costs and increases customer
a small company, we prefer to hire people who want to stay for a long
time. This isn’t just
because of the dollar cost of hiring and training, which is important.
But more significant to us is the consistency of service we can
provide to the client with a stable sales force.
turnover within sales seems to be prevalent in the industry.
They seem to always be looking for greener pastures.
Since we’ve been using the Survey, we’ve been able to keep
people on much longer. We
can identify the type of people who will want to provide long term
service and still have the skills for selling.
It’s an unusual mix and hard to find, but the Survey has been
our key to locating them.
Johnson, Human Resource Reprensentative
Farms, Selbyville, DE
Survey gives us an additional tool in the interviewing process to
select the candidate with the best fit for our company.
The right fit is very important, sometimes more than specific
management and support staff, we find the full range of character
traits on the Survey very helpful to find the best fit for job
requirements and team compatibility.
person’s technical skills are not always enough for success on the
Rawlings, Vice President of Administration
& K Menswear, Richmond VA
for Management Candidates
that we believe are good candidates for a management position are
brought to Richmond for four days in our Corporate Management
Awareness Program. With
220 stores in 26 states, we can’t possibly get to know all of them
personally. The Survey
backs up what we think we know or points out character traits
that we would not be able to discover, even with interviews and the
five day training.
a great tool for us because it gives us additional information that we
have found to be true to character.
The Survey shows us how they relate to people, which tells us
how they might handle customers and employees.
We look for what kind of leadership potential they have to
handle the hiring and training end of the business also.
Vice President of Administration, I am responsible for human
resources, training and benefits.
As corporate liaison with the stores, I am a part of the
manpower committee that makes the choices for in-house promotions.
The Survey has become a very valuable part of what I do.
and large, retailers are having a difficult time finding good
management candidates in the work force. There are simply not very many at your beck and call at any
given time. Since the
corporate office cannot possibly be familiar with all of the job
markets in 26 states, we rely on our District Managers to be
instrumental in the hiring for these stores.
So we rely on the Survey to give us an overview of their
leadership abilities - to tell us if they have the character traits
necessary to handle the hiring and training end of the business.
for long term employees
don’t seem to have the commitment that we found 10 years ago.
Overall, individuals in the retail industry develop no loyalty
to the employer. They
will go to the highest bidder at the drop of the hat.
They don’t have an eye for developing any long term career
are looking for people who are interested in a retail career.
Retail is certainly not the ideal career for a lot of people.
You have to love it, really be interested in it.
It’s not necessarily the highest paying career but there is a
lot of opportunity associated with it.
There is a lot of growth potential if you’re willing to give
some commitment to it up front.
hoppers are the most frustrating piece of our employment scenario.
When you spend over $5,000 in time and resources to train each
manager, it’s disheartening to find that, after 3 months, someone
else has offered them another $2,000 and off they go.
The Survey helps us avoid that.
grown from 500 to 620 managers in one year and we’ll be doubling our
size with the next 2 years. The growth has been healthy but, on the employment scene,
it’s been tough. The
Survey has helped us find the very best caliber person that is suited
for this kind of job.
Dagastino, District Manager
Franchise Management Inc., Memphis, TN
Survey is valuable because it allows us to accurately predict
individual performance issues, like their commitment to work,
Survey helps the person understand why they do what they
do, which is the only way they can improve.
It becomes the basis for their training.
testing: We chose five
honest individuals who had proven over a period of time to be of high
integrity. Each one fit
the “Honesty Traits” to a “T”.
I believe using the Survey to hire managers will significantly
reduce turnover due to integrity issues on the job.
Haile, Human Recource Manager
Industries, Lamar, MO
used the Survey for hiring, training, promotion and team building for
over 15 years.
Survey shows us employee attitudes that affect their ability to use
their job skills. For
instance, our draftsmen need to have the ability to sit at the desk,
stay at the task and do repetitive types of work.
might hire someone who has all the right technical skills, but
they’re a little different type of individual.
Well, that’s OK, we can work with that, as long as we know
that going in.
V. P. Human Resources, Wang's
Inc. Memphis, TN
of the Surveys we have processed have been accurate and were verified
by other reliable information. The
Survey has consistently helped us hire good employees, reduce
turnover, greatly enhance performance, and increase customer
President, Ring Can
Survey helps me place employees into jobs where they can be most
successful. In this
way, strengths can be best utilized and limitations are minimized.
The Survey also helps me assess readiness for advancement."
Personal Survey Validity Study
CSR American Aggregates
Aggregates is a subsidiary of Australian based Consolidated Sugar
Refineries. With 1100
employees located in Michigan, Ohio, Indiana, and Ohio, they produce
stone for the concrete, asphalt, and construction industries.
company has been using the Simmons Personal Survey on a regular basis
for hiring supervisory personnel and have been very pleased with the
quality of employee the Survey is helping them to obtain.
They have also been using the tool to help their leaders make
the personal changes necessary to successfully practice the new team
management style that the company has put in place.
the present time, they have begun an in-house study to statistically
verify the accuracy, validity, and usefulness that they have seen in
the Simmons Personal Survey. While
the total process will include over a hundred employees, one part of
their study is described below.
1. The Simmons
Personal Survey was processed on five job candidates.
Steve Fleming, a Human Resource Executive within the company,
scored and ranked the candidates from 1 to 10 on several critical job
success factors, based entirely on his evaluation of their Simmons
Profile. Throughout the
applicant rating and ranking process, Steve had no other knowledge
about the applicants.
highly-skilled, well-trained interviewers from American Aggregates
interviewed each of the five candidates.
Their in-depth process included meeting with the applicant at
their current place of work and talking with people who worked with
them. From their testing
and interviews, each interviewer individually scored the applicants
on the critical success factors for the job and placed them in rank
order from 1 to 10. Throughout
the interviewing and ranking process, the interviewers had no
knowledge of the Survey rankings.
Steve Fleming reports:
of the Simmons was precisely in line with all five interviewers in
scoring success factors and in rank order.
That's tremendous credibility!
We are seeing that this tool is so powerful."
"We are finding so
many other uses for the Survey that go beyond the selection process.
We are using the Simmons as a tool for both individual and
company success. We use
the Simmons to answer questions in three critical areas:
Can the person do the job?
Will the person do the job?
Will the person fit on the team?
We're going to perform a Simmons on every person in a
story about American Aggregates is a powerful demonstration of the
Survey's remarkable accuracy. This accuracy is helping them to choose the best persons to
fit the job. It is also
becoming the tool for encouraging the growth and development of
their current employees.
Aggregates uses the Survey: To hire employees
best-suited for participatory management.
To assist current
employees in making the personal changes necessary to succeed in the
To reduce an extremely
high turnover rate.
around the world are struggling to find their way in today's
changing economic environment. While Total Quality Management has been highly promoted as
the path to financial survival in the future, it requires huge culture
changes within the company. Steve
Fleming, of CSR/American Aggregates, reports:
"Serious paradigm shifts are necessary to make TQM
successful. We feel the
Simmons Personal Survey is the tool that can help us do that."
Study by Doug Jones
- A group of nationally recognized hamburger franchise fast food stores
(about 7 units). Annual
sales ($20 million)
I had two major assignments for this company (call them Burger Buddy)
located in America’s heartland. The
original assignment was to evaluate management personnel, make
recommendations for staff or policy changes to enhance performance.
Part of the assignment was to Survey the key personnel, owners,
operations manager, et al......plus managers and assistants.
This was done.
company has a character and personality, taking on that of the leaders
of the firm. Burger Buddy
owners were lay back, gentlemen, not the type to run rough shod over
people, but good business men.
the operations manager, though seemingly effective, was just the
opposite: dynamic, demanding and high energy.
The managers he promoted were “just like him”.. He basically,
hired and developed clones of himself.
results of the subsequent Surveys and leadership study of Burger Buddy
personnel were enlightening. In
interviews, virtually every management person professed to be happy and
motivated in his or her job. However,
the Survey revealed that (Note:
vast majority experienced a serious lack of ability to see the job as
rewarding. As a support
aid, we also employed use of the SMS Team Matrix, plotted results by job
category and by store.
group they were not happy in their work environment.
Operations leadership was micro-managing virtually every aspect
of their jobs. They were
“not allowed to fail”. The
Survey showed they felt low involvement
(note: How?) in the decision making process, while verbally expressing
complete happiness with their job situation.
operations manager left sometime later.
My next assignment was to help the two owners find a suitable
replacement. Three very
excellent, experienced persons applied.
Through the Survey and understanding “who the owners were”, I
recommended a particular candidate as one who would “blend” well
with ownership and their personal philosophies while being skilled
enough to get the job done.
preferred candidate was the one hired and has been in place for about 3
years. The Survey can
assist management in “matching” the players who can work
successfully within the owners philosophy.
Football coaches draft players they feel will work well within
“their system”, a matching process
Survey’s tremendous value has been in selection and team building.
The restaurant business traditionally has an incredibly high
turnover rate industry-wide. The Survey really pin-pointed those
characteristics important for success.
Floto was a Human Resource consultant for a large Wendy’s franchise.
Their 57 stores were experiencing a turnover rate of 50 to 100%
in management. “While
courses in better interviewing techniques had been helpful, they were
not enough to tell us who we were dealing with in the interview.”
applicants present themselves as enthusiastic hard workers; “I’m a
work-a-holic. I’m not
afraid to work hard and put in long hours.”
But the Survey would tell you whether that was real or not. Having a dependable way to identify their commitment to work,
positive attitude, emotional energy and decision making levels helped us
choose managers that were right for our situation.
The Survey was a vital part of our hiring process for management
Measurement Produced Tremendous Turnover Reduction. Pat
Sumpter, Management Consultant
began using the Survey in 1990 as store manager for a supermarket
chain. I was the
strongest “nae-sayer” of all in the beginning.
I thought tests were hogwash, just a waste of time and money.
started out by doing Surveys on all existing management.
When Wes Crane went over the results of my own Survey I was
amazed. “How could you
possibly know that from a test,” I asked.
I could see the value of knowing that much about an applicant
before we hired him and I was sold on it!
I see that the Simmons Survey is not really a test, but rather a
remarkably clear picture of who you are at the time.
totally integrated the Simmons Personal Survey into our Human Resource
procedures, using it specifically at three levels.
job applicants were narrowed down to three, all were given the Survey.
We used it for every position, from entry level throughout
we originally began by giving the Survey to all of our existing
management, we could see how the Survey scores related to success in
our stores. We knew what
we were looking for in an applicant, and could choose the one who
would fit best.
used the Survey to help us know which employees were really ready for
Survey showed us if they had good emotional energy, commitment to
work, and attention to detail. Then we looked to see if their tolerance and consideration
for others was balanced with the appropriate decisiveness and
assertiveness to be a manager.
promoted the best candidate, but the benefits of using the Survey went
far beyond that. Each
candidate had the opportunity to discuss their Survey with us.
Often those who had not been promoted would say, “I really
want to move up into management. What is it that’s holding me back?” We would go over their Survey, showing them specific areas
that they could work on.
this assistance in their development proved to be extremely cost
effective. Before long we
were promoting entirely from within.
Department Manager Annual Review:
Each year the Department Managers took the Simmons Survey and
compared it to their results from the previous year.
In a meeting with the Store Manager, they would review and
acknowledge the improvements they had made.
The employee had the opportunity to make suggestions about what
they thought needed improvement, then the Store Manager made his
they developed specific goals for the next year.
development process has double benefits of reducing turnover and
months, the Survey was the key to reducing turnover
from a crippling 172% to a manageable 70%.
When we began, the cost of hiring and training an entry level
worker in the supermarket industry was $1000 each.
Management costs rise exponentially from that.
Survey Helps Companies Succeed Financially: Susan
Dailey, Personnel Director, Shirlo
Survey has helped us decrease our employee costs. At the same time, it has helped us increase productivity,
sales, and profits."