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Zebras Don’t Change Their Stripes. Neither Do Candidates.
Hiring the wrong candidate can be a costly error. Learn how talent assessments can take some of the risk (and cost) out of your organization's hiring strategies.
- The best predictor of future behavior is past behavior. Look for themes and patterns that characterize how the person has operated in prior roles. It is difficult to “turn over a new leaf” and no organization wants its success to depend on a candidate changing the patterns of a career.
- What you see is what you get. Do not make excuses for a candidate. Never apologize for the candidate’s behavior or how they come across in the selection process. Learn to use yourself as the barometer for the candidate’s behavior, attitude, and past results. A candidate who snaps at or is even nasty to your administrative staff is likely to operate that way with other people in your organization.
- Cultural fit matters. Organizations’ cultures vary in many different ways. Candidates differ in their values and preferences that relate to attitudes concerning status, social mores, financial drivers, and decision-making predispositions. Candidates that are not a good fit for the organization’s culture are either going to be unhappy or work to change the culture to fit their values and preferences. A candidate accustomed to making decisions based largely on intuition is going to have a difficult time in your organization if it values analysis of data and a logical decision-making process.
- When in doubt, there is no doubt. The answer is NO! If the hiring leader, prospective peers, and other key stakeholders have doubts and reservations about a candidate based on capabilities revealed by past performance, personal style, and questions of culture fit, keep looking. The cost of a bad selection decision is higher than some people realize, and at a senior level role can amount to hundreds of thousands of dollars.
- Online self-assessments, including: Hogan Personality Inventory (HPI), Hogan Development Survey (HDS), and cognitive abilities assessments that measure critical thinking ability and decision making.
- A background survey to capture the candidate’s experiences in areas relevant to performance.
- A competency-based behavioral interview designed to identify the candidate’s accomplishments, operating style, and outcomes in specific performance examples.
- A peer simulation exercise, in which the candidate is observed leading a meeting with a peer and working to accomplish specific objectives.
- An analysis and strategy exercise in which the individual has to assimilate disparate information, respond to emails, develop a strategy for their division, and present in a compelling manner to the leadership team. This exercise is used to assess how the candidate processes and responds to information as defined by the behavioral competencies.
- A direct report simulation exercise that involves the need to inspire and motivate a direct report during times of significant change—useful in assessing the behaviors exhibited by the candidate against the behavioral competencies.
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