Hiring the best people; there may be no foolproof system when it comes to hiring new employees, but three publishing companies have established techniques to improve the odds

Folio: The Magazine for Magazine Management, Dec, 1985 by Scott G. Howard, Catherine K. Newton

Pertusi says the clerical applicants are given a skills test developed by Cahners that gauges the applicant's abilities to do simple arithmetic and handle tasks such as matching Zip Codes or sorting names. He admits, however, that it is difficult to test whether or not the person will adapt to the routine, very detailed work. To compensate for this unknown factor, Cahners has a three-month "probation" period. At the end of three months, the company evaluates the new hire, and the individual evaluates the job.

Pertusi says another indication of a person's level of interest in the job is whether they mail or deliver their resumes. He favors those who take the time to bring their resumes personally into the personnel office.

Pertusi notes that he might hire clerical people with a high-school education or less, and that he makes a point to show Cahners' organization chart to applicants so they can see the potential for promotion. Most of the circulation supervisors and managers, for example, have been promoted from the clerical ranks. In fact, Pertusi states, "If we look internally and don't see a person qualified to be promoted, we feel that is 'shame on us' for not bringing people along like we should."

Circulation managers are assigned to one or more of Cahners' magazines and are responsible for supervising the clerical staff and working with the editorial and sales departments to provide demographic and other circulation information. "In the management position, we look for people who are detail-oriented and yet can see the broad picture--they understand why circulation is important to selling advertising," Pertusi explains.

As is true of other potential managers at Cahners, candidates for circulation manager are given a battery of management tests to determine their aptitude for the job. They also go through a series of interviews at Cahners before being selected.

Cardiff Publishing Co.

A subsidiary of Argus Press, Cardiff Publishing Co., Inc., prints six trade journals and sponsors four national and international conventions in the areas of communication, electronics and industrial data processing. Two of their largest and oldest magazines are Cable Television Business and Communications Magazine.

Cardiff is smaller than Cahners (about 70 employees in its Denver location), but the same concern for good hiring practices is evident. For example, Bob Searle, president, says he tries to have more involvement in selection decisions than in almost any other operational area because of the importance he places on a qualified staff.

The hiring procedure used at Cardiff is begun by drawing up a description of the position, including the technical skills and personal characteristics needed. With this profile in mind, Cardiff screens resumes and conducts brief initial interviews with the top contenders. Those who stay in the running then meet with the Cardiff manager who would be the new hire's boss, and usually someone else in Cardiff management who has a good understanding of what is needed in the position. Finalists are then given the same test battery used for Cahners' prospects.