Applicant Screening...

[ValleyOne]

What, aside from state criminal disqualifiers, do you employ to screen applicants?

[SecTrainer]

The depth of the background investigation and the scope (which are two different things) will vary depending on the position. How far you go down this list will depend on the trust level of the position:

First, you pre-screen all applications and eliminate any that do not meet the minimum formal job qualifications SET FORTH IN A WRITTEN JOB DESCRIPTION.

Of the remaining possibilities:

1. Verify the applicant's identity. Be alert to fake ID, etc. Obtain fingerprints.

2. Verify the applicant's right to work, PHOTOGRAPH THE CANDIDATE (you will use this in your background checking), and do drug testing right now. Drug testing is not considered a "medical exam" and can be done very early in the process. The cost of such a test is quite negligible when it comes back positive and eliminates the candidate from the expense of all of the rest of the background check.

#1 and #2 are done at the first screening interview, during which ID is photocopied, drug sample and photo obtained, the applicant is introduced to the company's mission, the job requirements and the hiring procedure. Also, during this interview, the applicant is asked to explain any discrepancies, time gaps, etc. in the application, which you have pre-screened for such.

Some more will be eliminated at this point, either due to the drug test results, questionable ID, inability to explain discrepancies, etc. in their applications. Some will be self-eliminated merely by the surprising realization that you really are serious about doing the background investigation, which they know they will fail.

NOTE: This is the applicant's first experience with your company and his impressions will be very powerful. Establish right from the "git" that you are serious about your standards and about adhering to established procedures. If your company is seen as "just joking" or "wobbly" about any of this during the hiring procedure, why should a candidate think anything else about your policies and procedures once he is hired?

Of those applicants remaining, steps 3 through 6 are absolute minimums (and can be done simultaneously). Haste in hiring that eliminates these steps will, I guarantee, cost you money in the long run due to turnover, having to fire people, etc. To "save money" or "save time" by failing to do these steps is a false economy and the mark of extremely poor HR practice.

3. Verify the applicant's criminal record. This should be done in every location where he has lived for at least the past 7 years. It is also advisable to check for records in neighboring jurisdictions and anywhere that the applicant spends significant amounts of recreational or other time. To be absolutely certain, you cannot rely on any of the so-called "national" record services, which are as full of holes as Swiss cheese.

4. Verify the applicant's employment history - and not just dates, position and salary. It is not true, as so many lazy HR managers whine, that you cannot learn more than this. Most states have now passed "immunity from lawsuit" laws that protect employers who provide truthful information about former employees, and the techniques for extracting this from former employers are well known.

In most instances, I have found this to be effective: "Mr. Smith, I'm sure you know that your company by law is immune from any lawsuits by this applicant for giving me truthful information about him and I have provided you with a copy of his signed permission to speak to me. What you should know is that the applicant is applying for a position of high trust and as such your company will be liable to us for failure to disclose anything you know about him that would disqualify him for such a position such as dishonesty, violence in the workplace, malfeasance, etc. So, sir, I must ask you directly: Are there any facts in your possession that I should know about this candidate along those lines? (Whatever answer....) Fine. I will record you as having answered in the negative (or whatever). I will also need your official position with the company." In over 1000 interviews, I've seen this to fail only a handful of times, and in such case I follow with: "I regret that you can't see your way to cooperate, Mr. Smith. I'm sure that you understand that we will not be able to consider this candidate further if we cannot satisfy ourselves as to his character." This shook loose some of the holdouts, who did not wish to be put in a position of having harmed the candidate - a liability for which they are NOT immune, especially when the law provides immunity to them for truthful disclosure.

There are other methods, well documented in a number of print materials, for developing the employment record. In some cases, I have made the candidate himself responsible for getting the employer to "open up".

5. Verify the applicant's educational history. Dates here are tricky if they can be construed as tending to show age discrimination.

6. Speak with personal references. This is not, as some believe, a worthless exercise "because he'll only provide people he knows will vouch for him". First, you're going to be more clever than to call up and ask "Mrs. Johnson, do you know Roy Smithers? Do you like him? Is he a nice fellow? Oh, thank you Mrs. Johnson - goodbye!" Learn how to develop information from personal references, among which the most important are secondary references. If Mrs. Johnson doesn't know someone else who also knows Roy Smithers, how well does she know him in the first place? These secondary references can be very interesting sources.


By now, more have been eliminated. You can stop here and hold second interviews if need be, to probe the individual's interest and capabilities for the job. Rank them, and for the top tier you will probably want to consider some or all of the following:

7. Verify the applicant's driving history if there is even the slightest chance he might drive a company vehicle (and there always is, eh? nudge-nudge). In some states it will be necessary to have the candidate provide his driving record himself - less than desirable, but that's how it goes. The driving record tells you a lot, of course, about what the candidate thinks about the obeying the law, as well as his degree of responsibility for the safety of others.

8. Conduct a credit check. Lots of info here and you should probably always at least run the header. Aside from "unforeseen circumstances", a man's credit performance does tell you a lot about his character.

9. Interview neighbors.

10. Interview ex-spouses.

Now...here's a little trick that's worth using. Everyone is hired, of course, "conditionally" on a medical exam being passed. Everyone might potentially need to be bonded - often a good idea! They can be hired conditional on "ability to be bonded". So, about a week after being hired, have the new employee sit down and complete the bond application without reference to his other application, etc., in your presence or under supervision. It can be very interesting to compare the two applications and see whether they differ in any material way.

This is the scope of a reasonably decent background exam, although it lacks certain features. Depth is another matter. Depth is related to time span covered (5 years, 7 years, etc.) and the number of secondary sources developed. These can include former supervisors, former teachers, former classmates, former neighbors, Moose Lodge associates, etc. - and the other names that THOSE people give you, etc...on into infinity. For any position of responsibility, I am not comfortable if I have not spoken to at least a couple of second-level sources (and our consent form covers this: "...and any other persons who may have knowledge of me".) Throughout this process, I'm always asking every source for a factual "hook" - particularly dates and locations - that all should hang together.

Your life history is a fabric that has no holes in it - it's all one linear march of time that has to "make sense". Any holes or rips that APPEAR to exist in this fabric will usually represent information that you're missing or deception by the candidate, and you need to know which.

In all of the foregoing, you must avoid certain issues. The "deadly dozen", or whatever they're called in various articles, are well known, but check with your company counsel for specifics.

Now note this: All of the foregoing has ONLY to do with information-gathering. It is a different matter entirely as to whether the information developed will disqualify a candidate or not, aside from obvious criminal matters. Will a reckless driving conviction eliminate the candidate? How about a bad credit rating? What IS a "bad" credit rating, exactly? What if you learn that he did steal $100 from an employer 5 years ago, but owned up to it voluntarily and made restitution? This is "ajudicating" the information, or deciding what weight it should have, and should also be subject to certain policies. For instance, we will not hire anyone who has a certain threshold of dishonored debt.

[Curtis Baillie]

Background Checks

Here's my receipe for background checks:

DMV Criteria

Any of the following will be considered cause for disqualifying an applicant:

• Four (4) speeding tickets received within the previous 36 months with two (2) being received in the previous 12 months.

• Two (2) DUI’s and/or DWI’s received within the previous 24 months.

• Currently suspended, revoked or expired driver’s license.

• Reckless driving received within the previous 24 months. This would include motor vehicle accidents caused by the employee.

• Four (4) moving violations received within the previous 36 months, with two (2) being received within the previous 24 months.

Criminal Record

• Criminal (Felony) – A criminal (Felony) convictions

• Criminal (Misdemeanor) – A criminal (misdemeanor) conviction (Minor violations such as public intoxication, possession of al illegal drug, disturbing the peace, etc. may not result in an “unsatisfactory rating” depending on the number, date and seriousness of the occurrence).

• A felony offense that was reduced to a misdemeanor

• Any conviction involving assault or other acts of violence, including sex crimes and hate crimes.

Prior Employment Record

• Significant differences from what is stated on the Employment Application regarding job title, wages and employment dates.

• Reason for leaving the employ of a company differs from the reason listed on the Employment Application.

• Degree listed by candidate on the Employment Application cannot be confirmed.

Criminal Background Checks are in effect for One (1) year; however, a new MVR will be requested for anyone being considered for a new position in which driving is required and whose most current background check is a least 6 months old.

[Rooney]

SecTrainer and security consultant pretty much summed up the processes we go through when evaluating a perspective employee. We also have however security clearance requirements for some postitions. The checks on clearances can be somewhat of a pain in the keester (haven't thought of that word in years).
We also sometimes are required to go to the border or overseas for maintenance and training. We like our personnel that go to these areas qualified for small arms and first aid. If they are not currently qualified but will make a good fit in our organisation we will send them to training.

[Mr. Security]

2 DUI's

Seems a bit liberal to me, especially since a second DUI in CT (other states too) involves mandatory jail time.

[Curtis Baillie]

Seems a bit liberal to me, especially since a second DUI in CT (other states too) involves mandatory jail time.

The second DUI is the disqualifier. This would be cause for not hiring or termination if the affected employee is being rechecked due to promotion.

My criteria for DMV is used where employees either operate company vehicles or use their own vehicle for company business.

[globalinstincts]

I just went through the process and in addition to the detailed lists above, I was also screened for Social Security/Public Assistance.
I think it was a matter of tax breaks for the company, and not a disqualifier.

Also... In CA, you fill out a form that allows them to pull your driving record anytime they want (during your time of employment).

[ValleyOne]

Wow, I appreciate everyone's replies. Oregon's criminal disqualifier list is pretty wide. SEE HERE FOR LIST They basically have three (3) levels. Lifetime, 10 years, and 7 years of unable to be certified to as a Private Security Provider (PSP). They also don't really care if your were convicted in Oregon, another state, OR the Military! If you were convicted of the crime or an equivalent crime in those other places, your gonna have to wait it out. PSP, is their attempt in a 'catch all' term for everyone from Security Officer to Loss Prevention 'Agent' to Armored Car Driver. Speaking of that I have only seen Armored TRUCKS, never cars....but I digress...

As far as a DMV check is concerned, it's a matter of doing all I can do to keep the costs down, and I don't feel that I should pay an increase on my premiums because Applicant Jack Daniels can't keep his foot off the gas and has three speeding tickets in the last year as well as, one DUII 9 months ago. Sorry buddy, try someone else...

The charactor reference tips were great, I will need to consult with counsel to see if it is in fact legit in Oregon to do so. I try to save everything, and have a few apps I have filled out and then scanned onto my puter, will have to reread that fine print again to see if it makes a reference to a full and complete release of liability, and if so, to what parties is the immunity given.

Thanks again to all...

[Bill Warnock]

Wow, I appreciate everyone's replies. Oregon's criminal disqualifier list is pretty wide. SEE HERE FOR LIST They basically have three (3) levels. Lifetime, 10 years, and 7 years of unable to be certified to as a Private Security Provider (PSP). They also don't really care if your were convicted in Oregon, another state, OR the Military! If you were convicted of the crime or an equivalent crime in those other places, your gonna have to wait it out. PSP, is their attempt in a 'catch all' term for everyone from Security Officer to Loss Prevention 'Agent' to Armored Car Driver. Speaking of that I have only seen Armored TRUCKS, never cars....but I digress...

As far as a DMV check is concerned, it's a matter of doing all I can do to keep the costs down, and I don't feel that I should pay an increase on my premiums because Applicant Jack Daniels can't keep his foot off the gas and has three speeding tickets in the last year as well as, one DUII 9 months ago. Sorry buddy, try someone else...

The charactor reference tips were great, I will need to consult with counsel to see if it is in fact legit in Oregon to do so. I try to save everything, and have a few apps I have filled out and then scanned onto my puter, will have to reread that fine print again to see if it makes a reference to a full and complete release of liability, and if so, to what parties is the immunity given.

Thanks again to all...

ValleyOne, never make any decisions without coordinating with counsel and have the opinion rendered in writing, never ever verbal. Further, ensure the personnel officer provides written ascent and that it sent to counsel for their written opinion. If there is a difference in opinion between those two offices let them battle it out and presented to the CEO, president, whomever before any actions or changes are made.
Any post or patrol orders, when drafted by your department, must be concurred with by all affected departments before they are implemented. The signature implementing the orders must be inscribed by the senior most executive in your company. Create a master copy of those orders with all applicabe coordinations in a safe location with copies of the coordinated orders sent to all the concurring departments.
Don't get stuck out there on that breezy limb by yourself.
Enjoy the day,
Bill

[SecTrainer]

ValleyOne:

Also note that testing can be a very useful part of the screening process.

For instance, security companies are generally exempt from the federal law that prohibits most employers from using polygraph examinations for anything but situations involving the investigation of an established loss coupled with other evidence of possible employee involvement. State law may override the federal exemption, however.

If there is no state prohibition, the polygraph can be used by security companies, particularly for applicants for security officer positions. I know of only two companies that use them, however, because of the expense and time involved.

A number of companies use "honesty" tests, although their value is the subject of great debate and it seems counterintuitive to think that a liar would tell the truth in such a test, but the better ones are designed to check for lying.

Finally, a number of companies use a few of other kinds of tests:

• "Psychological profile" tests such as the Minnesota Multiphasic Personality Inventory (MMPI in various forms). These tests look for any of a number of traits such as adaptability, sociability, mental disorders (depression, paranoia), sociopathy, etc. A slightly different form of "profile" test works differently. You start by giving the test to, say, 20 or 30 of your best people in a particular position (officer, say) to establish a "baseline" of what a desirable candidate's profile should look like, and then compare the results of applicants to that profile. This kind of testing has been used very successfully for sales and service positions.
• "Intelligence" tests or tests of thinking ability and speed (the Basic LE test required for admission to Florida POST academies is of this type).
• "Knowledge" tests. A company that is hiring individuals who have worked and previously trained elsewhere may wish to satisfy itself that the candidate does, in fact, know the appropriate state law, basic procedures, etc. that the previous training and experience would indicate. Companies that have done this have made amazing discoveries about the "training" that so-called "lateral entry" officers have received elsewhere.
• Tests of physical skills - firearms, baton, OCP, keyboarding, etc.

As a peripheral matter, it should also be noted that you can learn something about people merely by observing their attitudes about testing and their behaviors during testing. Are they annoyed about testing? Are they easily frustrated during tests? Do they perform the test in a "slapdash" manner? So, don't overlook this "secondary value" to be gained from including testing in your background process.

And...one cautionary note: Any testing that is done must have some demonstrable relevance to the job for which the candidate is applying, and psychological/personality tests, in particular, should also have been independently verified ("validated"), meaning that the test has been proven to truly test what it claims to test. Any marketer of properly designed tests will be able to provide proof that the "validity" of the test has been properly established.

[ValleyOne]

OK,. let me see if I am getting THIS down right;

1) You put an ad out. Listing the Job description, qualifications required, disclaimers (e.g. Must meet criminal disqualifiers to even apply, MUST read/write/speak English fluently). Applicant must provde a copy of his/her DMV ropert for the last 5 years. This will allow me to see how they regard others when driving. It will also allow me to see if they will/are an risk. Set a deadline for apps to be turned in by, or keep 'Open unill filled."

2) CAREFULLY screen applicants. Select those that appear to meet all, or more, of the qualifications.

3) Verify information provided on application. Then verify again.

4) Contact those candidates that appear to be best suited for the job for an Initial Interview. During this interview take careful notes, I was actually considering recording the interview by means of an audio recorder. I have learned that some people react differently when being recorded. I would also use this to refer back to as I may have missed something and may need to add it to my notes. I, for one, feel if you have a problem with being recorded during an interview what are you trying to hide? I mean I will be providing myself and my Officers audio recorders so that they can do this in the field right? (Yes guidelines are in place for that purpose)

5) Those that successfully pass the Initial interview will then be subjected to a thorough background check. As well as set up a time for some sort of testing (If I can afford to do so. I guess this would be along the same lines as the theory of how can you afford NOT to advertise?). I say some sort as I haven't decided n what type of testing I will be able to perform.

6) Of those that pass Step 5 sit down and go over everything again to make sure I didn't miss anything. As I go over each applicant review their; demeanor, appearance (they will be representing me and my clients), their test scores, they employment history and especially THEIR given reasons for leaving, their attitude towards my company, the application process, as well as their eagerness-are they to excited about being armed? Are they too cocky? Are they lacking the ability to clearly get their point across? Are they to, well I can't think of the term, but wishy washy? Can they articulate their actions if asked what they would do in a scenario based situation? Then cosider their described actions.

7) Of those remaining select the one that best fits the job. Have them sign their Non-Compete agreement (Limited to one year and only two counties (50 miles)), and a Nondisclosure agreement stating that during and after emplloyment will they NOT confirm, disclose, or inform anyone of the operations of my company and my clients. Unless, of course it is in due course of a criminal investigation, then they would expected to fully cooperate.

I am planning on extending the typical probationary period from 90 days to 180. My reasoning for this is two fold, 1) anyone can BS their way through three months, and 2) in this neck of the woods typical law enforcement agencies have a probie period of one year. I don't see any reason not to obide by the same standards, afterall I do and will continue to have a strong working relationship with them. Their are some proprietory issues I have, but trust me, my services will 100% accountable. Iron Clad.

I don't want to seem like a dictator, I love to play jokes/pranks with those I work with and generally have a good time, but their is a TIME and PLACE for that. I mean who doesn't? One thing I have learned from the city cops here is that they bash the county guys left and right on some issues that they themselves do, they just hide it better. For instance, they bash them on gathering around and having a cup of coffee and a good BS session. The county does this, but mostly in areas where they can bee seen by anyone. The city guys do this, but they have their little hiding spots... Which kinda pisses me off, people griping cuz they see a few cops having a cup of coffee and usually start with something along the lines of 'don't you guys have something better to do?' I just want to ask those people where they work, and if I can come by when their on their break and give the crap for having a cup of coffee and filing stuff away.

Sorry didn't mean to get off track there...

Anyone have a decent FTO program they would like share with me? I am trying to cherry pick from the standard here in Oregon.

I REALLY do appreciate all your help on this,

THANK YOU!!!

[Bill Warnock]

Valley One as SecTrainer both pragmatically and eloquently wrote, you want this to be a culling exercise; and, as he and others have pointed out, you do not want to do anything that will bring legal action to your doorstep in the way of negligent hiring. In everything we do in this business, we must always consider the end result. If one must error, err on the side of caution.
Enjoy the day,
Bill

[N. A. Corbier]

OK,. let me see if I am getting THIS down right;

1) You put an ad out. Listing the Job description, qualifications required, disclaimers (e.g. Must meet criminal disqualifiers to even apply, MUST read/write/speak English fluently). Applicant must provde a copy of his/her DMV ropert for the last 5 years. This will allow me to see how they regard others when driving. It will also allow me to see if they will/are an risk. Set a deadline for apps to be turned in by, or keep 'Open unill filled."

2) CAREFULLY screen applicants. Select those that appear to meet all, or more, of the qualifications.

3) Verify information provided on application. Then verify again.

4) Contact those candidates that appear to be best suited for the job for an Initial Interview. During this interview take careful notes, I was actually considering recording the interview by means of an audio recorder. I have learned that some people react differently when being recorded. I would also use this to refer back to as I may have missed something and may need to add it to my notes. I, for one, feel if you have a problem with being recorded during an interview what are you trying to hide? I mean I will be providing myself and my Officers audio recorders so that they can do this in the field right? (Yes guidelines are in place for that purpose)

5) Those that successfully pass the Initial interview will then be subjected to a thorough background check. As well as set up a time for some sort of testing (If I can afford to do so. I guess this would be along the same lines as the theory of how can you afford NOT to advertise?). I say some sort as I haven't decided n what type of testing I will be able to perform.

6) Of those that pass Step 5 sit down and go over everything again to make sure I didn't miss anything. As I go over each applicant review their; demeanor, appearance (they will be representing me and my clients), their test scores, they employment history and especially THEIR given reasons for leaving, their attitude towards my company, the application process, as well as their eagerness-are they to excited about being armed? Are they too cocky? Are they lacking the ability to clearly get their point across? Are they to, well I can't think of the term, but wishy washy? Can they articulate their actions if asked what they would do in a scenario based situation? Then cosider their described actions.

7) Of those remaining select the one that best fits the job. Have them sign their Non-Compete agreement (Limited to one year and only two counties (50 miles)), and a Nondisclosure agreement stating that during and after emplloyment will they NOT confirm, disclose, or inform anyone of the operations of my company and my clients. Unless, of course it is in due course of a criminal investigation, then they would expected to fully cooperate.

I am planning on extending the typical probationary period from 90 days to 180. My reasoning for this is two fold, 1) anyone can BS their way through three months, and 2) in this neck of the woods typical law enforcement agencies have a probie period of one year. I don't see any reason not to obide by the same standards, afterall I do and will continue to have a strong working relationship with them. Their are some proprietory issues I have, but trust me, my services will 100% accountable. Iron Clad.

I don't want to seem like a dictator, I love to play jokes/pranks with those I work with and generally have a good time, but their is a TIME and PLACE for that. I mean who doesn't? One thing I have learned from the city cops here is that they bash the county guys left and right on some issues that they themselves do, they just hide it better. For instance, they bash them on gathering around and having a cup of coffee and a good BS session. The county does this, but mostly in areas where they can bee seen by anyone. The city guys do this, but they have their little hiding spots... Which kinda pisses me off, people griping cuz they see a few cops having a cup of coffee and usually start with something along the lines of 'don't you guys have something better to do?' I just want to ask those people where they work, and if I can come by when their on their break and give the crap for having a cup of coffee and filing stuff away.

Sorry didn't mean to get off track there...

Anyone have a decent FTO program they would like share with me? I am trying to cherry pick from the standard here in Oregon.

I REALLY do appreciate all your help on this,

THANK YOU!!!

I wouldn't waste the money on putting job description, etc, on the ad. Have a written statement as part of the application packet of what the job description, process they will go through, etc is. Or, put that information on a website and reference the site in your ad.

Never refuse to hand an application out. It can be considered discriminatory. Give any idiot the application, let them wash out or not bother to return it.

Also, on the initial filling of the application out, stick them in a room. Do not let them leave with the application. Do not let others come in and take an application with them. You will have one person take the application, fill it out in English in another's name, then that will wait to get the job, and next thing you know... You have a non-english speaker you just hired. (I watched this happen, the company I worked for would hire you the same day you turned an app in at times. It was hilarious.)

As far as an FTO program, most security companies don't bother. The only training they do is site based, and that happens 30 minutes (at minimum wage training pay) before your first shift, by the guard you're supposed to relieve.

I've written an FTO program before, but unfortunately it was NDA'ed. However, you can take a look at the NAFTO site, which is the National Association of Field Training Officers (Police), and view their model FTO programs.

http://www.nafto.org/

[SecTrainer]

I wouldn't waste the money on putting job description, etc, on the ad.

I respectfully disagree. You advertise for a reason...not only to get the most qualified candidates in the door, but also to act as the first "filter" for those who are not qualified or who would not be interested in the job if they knew a little more about it.

"Minimalist" ads that do not attract the people you want or advise others that they do not qualify are a false economy. Place an ad that not only provides the essential description of the job, but also the minimum absolute qualifications. Skilled employment advertising is not done along the lines of an actor's "cattle call" for a Broadway play. If all you're going to say is "Guard wanted - $9/hr", you could do as well standing on a downtown corner hollering for applicants...and that would be free.

There are other ways to economize, or get the most bang for your buck. For instance, you're better off advertising some days than others or in some papers than others, etc. You'll do better with fewer, more informative ads carefully placed...and the cost difference won't be that great in the only terms that matter - dollars per qualified candidate - not dollars per the number of the "great unwashed" coming through your door.

..and remember, one of the things you want to do in your ad is not just to keep the unqualified away, but to SELL the job to the people you want. You don't do that with "Guard wanted - $9/hr". Emphasize the aspects of the job that are unique, interesting and/or challenging, as well as any special skills that might be desirable, even if not absolutely required - e.g., "..basic Spanish language skills helpful".

Where you really waste money is in dealing with hordes of phone calls and unqualified candidates - even if it is only through the first prescreening stage. What's your time worth, or that of your secretary? Even one minute of contact with someone who isn't right for the job will cost you something, and while you can't hope to avoid it completely, you should try to minimize it every way you can.

And whether your "probationary period" is three months or six, you need to develop a written policy statement about just what that means (there are many things it can't mean) and make sure you have a signed copy in the employee's file.

[ValleyOne]

NA, I am not that tech-wise. I am trying to get a website together so that is in the works. I would rather list as much of the job duties as I can, those that know they can do it will, hopefully, step up. Those that know they can't won't. Then I will be weeding out those that think they can.

I have planned to do my business advertising in the local paper on the two largest distribution days, one of which is the weekend edition. I would like to also place a "Help Wanted' either during the days I already advertise, or just suck it up and go for a few weeks at a time. I will also be utilizing the state employment dept. they offer free help wanted ads, and can screen some of the applicants to meet whatever I desire to be the qualifications. You could go so far as to have a typing requirement of 55wpm and they would require the applicant to show proof that he/she has that ability. So I feel that would be in my best interest to use that option.

So, since it's late here in Oregon, I wil get back to crunching my cashflow numbers for my worse case scenarios. (Needed the break)