Finding Candidates: It’s More than CAN Do; It’s WILL Do

hiring - mrgOnce candidates get by the can do hurdle, an effective selection process needs to target two considerations: their ability to do the job, and, if they are productive, their ability to remain motivated to stay in the job. This means that there must be some method of measuring candidate expectations and matching them to the reality of the job and, more broadly, matching these expectations to what the organization is likely to deliver. Reducing turnover that is attributable to mismatched expectations can have great impact upon a business and offer substantial cost savings, because these employees are, in all likelihood, the higher performers the organization least wants to lose.

The most prevalent and critical mismatches occur because candidates  a) want to use their talents, b) want to be managed in a certain way, and c) want the job and work environment to meet their personal needs.

People want to do what they perceive themselves to be good at – they want to use their talents. So even if they can do a job competently, feeling under-utilized is a self-esteem issue, and employees won’t stay if they feel their talents are being wasted.

Similarly, people want to be managed in a way that enables them to perform to their maximum potential in an environment that matches their personality type. For example, some people require structure and explicit rules whereas others enjoy the thrill of ambiguity and an environment with minimal structure. Whatever those personal preferences are, if they are not being met, dissatisfaction is inevitable.

Lastly, success in any given job is a matter of intrinsic motivation. Everyone likes to run on some track that’s taking him or her where they want to go. Unless they perceive that their career aspirations, developmental and growth needs can be advanced, and unless they enjoy what they actually do every day, in a reasonably mobile job market, they won’t put up with frustration for long.

Hiring the wrong person is expensive, but hiring the right person only to watch him or her leave is even more expensive – and demoralizing. With more predictive assessment tools that measure will do, you have the opportunity to better engage these high performers and retain them longer.

__________________________________________________________________________13259f4For more than forty years, Frank Gump has been helping corporations become more productive and profitable by helping management teams identify and hire top performers and manage them most effectively. Developed and refined through extensive experience in more than 1200 organizations in the United States, Canada, England, and Australia, ADGI’s Organizational Management System (OMS) is a finely calibrated, technologically advanced decision-making process offering the potential for enormous payback. Contact ADGI for more insight and connect with Frank on LinkedIn. Follow ADGI on Twitter @ADGIGroup. Like ADGI on Facebook and follow us on Google+.

Why Your Selection Process Needs to Focus on Will Do

interviewing - mrgMost hiring managers are better at evaluating whether or not candidates can do a job than they are at determining whether or not candidates will do a job. That opens the door for a lot of people who really shouldn’t pass through. Résumés almost exclusively focus on what people have done, and offer little insight into how they did what they did. And résumés don’t even come close to telling us how the candidate perceived what he or she did. Interviews, with their similar emphasis on accomplishments in previous and current jobs, aren’t much more helpful, and managers tend to learn little from them about a candidate’s motivation, preferences and perceptions.

Interviews Are Ineffective Hiring Tools

This helps us understand why interviews – all types of interviews – are so ineffective at predicting job performance and why companies continue to make so many hiring mistakes. I’m still searching for a valid study that proves interviews can predict anything other than a candidate’s ability to interview well! That doesn’t mean we should stop interviewing – interviews, limited as they are, add some value to the hiring process. But we should recognize that interviews only illuminate what a person can do and shed little if any light on if and how a person will do what he or she can do.

Not CAN, but WILL Do

The key takeaway here is that much turnover occurs with people who can do a job, yet for various reasons are not motivated to do the job and won’t stay in the job! Since determining who can’t do a job (rejection) is easier and different from the more difficult task of determining who can (selection), it is essential to augment the interviewing process with more predictive tools that more accurately measure the critical will do factor.

In my next post, we’ll discuss motivation and how that plays a factor in selecting candidates who not only can do the job but who will remain motivated to stay in it.

__________________________________________________________________________13259f4For more than forty years, Frank Gump has been helping corporations become more productive and profitable by helping management teams identify and hire top performers and manage them most effectively. Developed and refined through extensive experience in more than 1200 organizations in the United States, Canada, England, and Australia, ADGI’s Organizational Management System (OMS) is a finely calibrated, technologically advanced decision-making process offering the potential for enormous payback. Contact ADGI for more insight and connect with Frank on LinkedIn. Follow ADGI on Twitter @ADGIGroup. Like ADGI on Facebook and follow us on Google+.