Testing methods for Hire Right screening iob applicants

nUE to an influx of deliveries, the Uback door to the warehouse is open and ready to receive merchandise. John Doe, a warehouse receiver, sees two co-workers running out the back door with boxes of power tools, while a third is acting as a lookout. This is the second time he has seen thefts like this one and, he decides, his last. Either Doe turns in his fellow employees, knowing they will lose their jobs, and may even go to jail, or he can watch the company he feels loyal to be ravaged by internal theft. Uncomfortable with either choice, he decides to find anotherjob.

The situation is not uncommon. The U.S. Justice Department estimates up to 3OVo of the nation's employees are hard core pilferers, and up to 807o will become involved in internal theft when no active security measures are in effect.

Companies fail to understand that there are few things more demoralizing to an honest employee than to have to work among dishonest employees. Dishonest workers put honest ones in a very frustrating position, having to decide whether to turn them in or rnind their own business. In choosing to look the other way, they are aiding and abetting dishonest employees. Over time, honest workers may be repelled to the point of quitting to find a more desirable work environment. Dishonest employees then recommend their dishonest friends for the positions vacated by honest employees, literally creating a den of thieves in the company.

Honesty in the workplace is best achieved by hiring honest people. Unfortunately, traditional hiring methods are often ineffective. Because of the potential for lawsuits, former employees are reluctant to reveal information about an exemployee's past performance, especially if it is negative. References are a weak source of documentation because applicants are smart enough to provide only those names that will ensure them a good reference. Probably the least reliable method is obtaining an applicant's credit rating; thieves often have solid credit ratings.

Relying on "gut feelings" when hiring is very risky. As experts in deception, dishonest people may come out well in interviews. They tend to manipulate the environment for their own end and are oftentimes described as extremely charming.

To better screen applicants, many firms are now using "honesty tests," written psychological instruments that claim to identify people who have a tendency toward dishonesty or irresponsibility in the workplace. Such exams are legal in every state except Massachusetts.

Although formats vary, the typical test works like this: Job applicants are given a booklet with a series of 100 or more yes-or-no, true-or-false and multiple choice questions. Tests take 20 minutes to an hour to complete. They are then scored and analyzed, usually by software. Tests do not tell an employer whom to hire but classify applicants according to high, moderate or low risk desirability.

On the whole, most people are not

Story at a Glance

Dishonest employees can do in your business ... honesty tests can help weed out potential thieves.

intimidated by written honesty tests, possibly because tests are such a prevalent part of our culture. Studies show that when questioned about past pilfering, people tend to admit just l/8 to 1/10 of what they actually took. In other words, if a person admits to stealing $50 from a previous employer, he probably took $400 to $500.

A good test should be able to measure a test taker's capacity to rationalize dishonesty, testers claim. Since honest and dishonest people do not think alike, they can be differentiated from each other. "People who are dishonest rationalize their actions. Even though they tend to minimize how much, they are not reticent in admitting dishonest behavior," said honesty

(continued on next page) ttendance was up at the 91st annual convention and building products showcase of the Western Building Material Association as dealers from their six state area converged on Portland, Or.

Member states are Alaska, Hawaii, Oregon, Washington, Idaho and Montana.

A strong educational theme marked the program, "Prescription for Prosperity," as retailers heard talks on new products, training, economics, politics, personal revitalization, business concepts, education and safety.

The sold-out Showcase had 135 booths from 106 exhibitors. Best single booth award was won by Weather-Bos Stains; best multiple, Boise Cascade, and best overall, Crestline Windows.

The evergreen Quick Pitch selling session winners were Plastmo for best first time pitch, Indiana Lumbermen's for most original and Marvin Windows for best overall.

New officers are president Robert Lassiter, Volco, Twin Falls, Id.; vice presidents Brent Walker, CB Whole-