Click the links below to jump to a specific question:
- What is PAIRIN Pro and what does it do for business?
- What does PAIRIN provide businesses?
- How does PAIRIN enhance the traditional hiring process?
- What makes PAIRIN different than other HR software?
- How do I integrate PAIRIN into my HR process?
- Are PAIRIN's business solutions easy to implement?
- How will PAIRIN save me money?
- What do my employees see?
- How can I use PAIRIN data to develop employees?
- What responses should we look for from the attribute questions in the system?
- What are some good practices to reduce biases in interviewing?
What is PAIRIN Pro and what does it do for business?
PAIRIN is an all-inclusive tool to assess, develop and effectively coach your current employees to be top performers. Just survey your employees that you are looking to develop, identify areas for development and track growth over time all within PAIRIN Pro.
PAIRIN Pro will aid in both your hiring and employee development operations. For hiring, you can invite new applicants to take the survey and compare their scores to your current top-performing employees. For employee development, you can measure and track the skills change of your employees and managers, as well as an entire program’s progress. PAIRIN Pro gives you the data you need about your employee’s soft skills development and to create meaningful development for them to be better prepared in their current role and any future roles within your business.
What does PAIRIN provide businesses?
PAIRIN provides everything you need to identify and develop the essential professional, social, and emotional skills that lead to success in your current and future employees. The specific elements of the PAIRIN Readiness Management System™ support:
Applicant Selection: People are usually hired for things that are not predictors of success, and they are fired for the very things that PAIRIN measures. By integrating our simple, online, 8 minute survey, we help you prioritize which candidates to give the first focus, and know the areas of needed development so they can reach their potential. Our Hiring Insights Interview Guide gives you an applicant-customized list of insightful questions to make any hiring manager an interviewing rockstar.
Employee Development: Embedded in our cloud-based console is our patent pending process for creating detailed targets based on the characteristics of your successful employees. Custom targets can be as specific as individual teams, positions, locations, or regions allowing you to match existing employees to the best-fit positions and know exactly where each person needs development.
How does PAIRIN enhance the traditional hiring process?
The traditional hiring process is backwards. The bulk of the effort and cost is spent sifting through piles of resumes containing self-presented historical data like education and experience. But that information is often unreliable and, in fact, 43% of resumes contain falsified or omitted information. In addition to saving you time, energy and money, PAIRIN helps you select the applicants that can most quickly hit the ground running by mapping the best characteristics of your top performing employees against a prioritized list of candidates.
What makes PAIRIN different than other HR software?
PAIRIN believes in “friendly science,” which means the science must be accurate, repeatable, and peer-reviewed in the psychology community, but users must be able to easily understand and use it. This was a difficult thing to pull off, but our customers believe our solutions, in addition to being scientifically sound, are the simplest, least expensive, and quickest to yield results.
How do I integrate PAIRIN into my HR process?
PAIRIN can be integrated into your HR process in a variety of ways.
Within your job posting
To hire faster and smarter, we recommend using PAIRIN as the first step in your hiring process. Within your job post, direct your applicants to apply to the open position via the PAIRIN survey link. This keeps all applicant information, survey results, and resume (if applicable) together right from the start. Gaining soft skill data on applicants in this first stage allows you to assess fit right away and save time on excess resume and phone interview screening.
As a second stage
Based on your situation (i.e. you have a smaller applicant pool or very structured hiring process), you may want to use the survey as a later point in the hiring process. Email the survey link to the candidates you are interested in pursuing further. This gives you additional soft skill information on individuals before you make a hiring decision.
Are PAIRIN's business solutions easy to implement?
Implementing PAIRIN is a quick and painless process. Our business solutions seamlessly integrate with your current hiring technology, as well as with eRecruitment systems and job boards. The moment your account is active, you’ll receive a custom website for your applicants and employees, and a customized dashboard for hiring managers and recruiters.
How will PAIRIN save me money?
PAIRIN annually saves employers millions of dollars by reducing employee turnover, slashing advertising and recruiting costs, and lowering training and management expenses. Additionally, hiring more engaged top performers who are happy in their job will significantly benefit your company’s bottom line. If you already utilize skills or other forms of testing, let PAIRIN prioritize which applicants to test, instead of spending money on every potential candidate. Many customers find that testing fewer candidates from a smaller, but more qualified pool of applicants, more than pays for the PAIRIN solution.
What do my employees see?
Our clients have the opportunity to determine what their employees see after completing the survey. If you elect to have your employees see their PAIRIN Personal, we can configure it to meet your needs. All PAIRIN Personal accounts display an employees top four qualities (strengths). If you would like to offer employee development tools within PAIRIN Personal, we can enable PAIRIN online curriculum and/or a specific target with attribute tips and insights.
How can I use PAIRIN data to develop employees?
The PAIRIN tool was built to help you develop your talent and measure the progress. We have two development methodologies, coaching and curriculum. Regardless of what methodology you select to develop your people, PAIRIN survey data will inform you on what to develop and how open a person is to development, all so you can be as effective and efficient as possible. Here are a few ways you can use the PAIRIN data to help you coach your people:
- Utilize a position specific target to determine what development areas individual employees may have. With the awareness of what soft skills should be focused on, and managers can tap into the PAIRIN tips and insights to more effectively foster specific skills in their employees.
- The PAIRINOLOGY 101 training provides managers/coaches with the tools to identify what drives their employees behaviors and what are possible barriers to their development. By having this understanding, the manager/ coach can more effectively develop developmental gaps by using PAIRIN system content (tips, insights and questions).
- After completing the PAIRINOLOGY 201 training, managers/ coaches can conduct formalized coaching sessions with employees. During these sessions the manager/ coach will utilize the PAIRIN data to encourage the employee by highlighting their strengths while also exploring how they can use their strength to help them develop another skill. The structured PAIRIN debrief process allows manager/ coaches to personalize the professional development process of each employee and make a lasting impact.
- Team dynamics are very important to the daily success of your organization, PAIRN data can be used to examine strengths of a group of people and potential blind spots. Greater awareness of yourself and the people you work with can reduce frustration and increase productivity.
What responses should we look for from the attribute questions in the system?
The PAIRIN system is here to guide you each step of the way in the hiring process, up to and including the candidate interviews. For each attribute, PAIRIN provides you with 3 individualized interview questions that can help you select candidates.
These questions are often non-traditional, and will prompt candidates to think out of the box. The answers you will hear will naturally be varied, and enable you to explore the fit of the individual to the role and culture of your organization. The specifics of the answer are not necessarily what you are looking for, but rather, if the answer provided will work for your organization.
Let’s take a look at an example where you are hiring a bank teller. Important skills for this position include Responsibility, Compliance and Order. If an applicant scores below the target in one of these areas, you as the hiring manager would then choose a question in that area to ask the applicant. In their answer, listen for: 1) how this individual would fit the role, and 2) whether they express a desire or ability to develop this skill into the target range.
As another example, suppose you are hiring an independent researcher. This individual, working in a more siloed environment, needs to have higher Independence and lower Collaboration & Teamwork. If an applicant scores above the target in Collaboration & Teamwork, this would be an area you would want to explore to ensure that this surplus would not cause any friction or tension. In their answer to a question in this area, you would listen for: 1) how they would fit the role, and 2) indicators that the role would leave their personal needs unfulfilled.
Adapting this to your organization’s hiring process can take many forms. One approach is to create a matrix for interviewers to fill out, including what is considered unacceptable, agreeable and favorable in answers for your organization. A sample is shown below for Order (an attribute from our first example with the bank teller). The question is taken from the moderate intensity range.
This can also be adapted to any other attribute, such as Creativity. The question here is taken from the moderate intensity range.
Just as your organization is unique, how you use the available questions and your interpretation of the answers will also be unique.
What are some good practices to reduce biases in interviewing?
- Biases and stereotypes tend to become more prevalent when people are cognitively loaded (stressed, tired, etc.). So, it’s wise to make sure not to overload interviewers. Let them take adequate breaks between interviews and make sure that you have enough people on the team so no one person is too busy.
- Always train your interviewers on good interviewing processes and emphasize that interviewers should always focus on the qualifications of an individual and be prepared to explain how any decisions or impressions come back to job relatedness of any decisions from the interview.
- More structured interviews tend to reduce biases in hiring, because people may unconsciously select more difficult or inappropriate questions based on their personal biases. If everyone is asked the same questions, then the process is considerably more fair.
During the interview:
- Interviewers should enter into an interview with an open mind, so it’s wise to have different people do the resume screening and the interviewing. People who screen resumes may develop biases from the resume that they then take into the interview.
- Interviewers should be instructed to take notes and should be prepared to explain the notes they’ve taken and why they gave any ratings they did. If we’re prepared to explain our decision-making, we tend to eliminate more of the biases to justify strong decisions.
After the interview:
- If possible, have a second trained interviewer review the notes of the first interviewer, provide ratings based on the notes, and resolve any differences through a discussion between the two interviewers where those differences are addressed for good decision-making.
- Where possible, have resume-reviewers, interviewers, and interview note-reviewers rotate responsibilities so that everyone is ready to justify and defend any decisions and understand what is needed in each role.