It’s not uncommon for people to present really well in a job interview, be offered the position and then later be found ‘wanting’ when it comes to fulfilling the particular role they’ve been recruited for.
Similarly, there are many people who don't present well in interviews and subsequently miss out on jobs, who actually have a lot of substance in practice and would be valuable team members.
So how do we take the emotion out of the recruitment process and minimise the impact of our own biases and prejudices when dealing with these different personality types?
Here are four suggestions:
- Use structure to aid objectivity – Make sure you have highly structured processes to try and reduce decision-making biases. (Use our What to do before you interview infographic to help develop these processes.)
- Try before you buy – Think of a simple way to experience the candidate ‘at work’ before you commit. This is good for the candidate and will invariably provide you with great insights.
- Seek support from key internal stakeholders and external advisors – Use internal or external advisors to help provide more objectivity. For senior executive appointments, it helps to involve an external trusted advisor.
- Use psychometric assessments – Don’t be afraid to use psychological assessment in the recruiting process to assess how a person may ‘fit’ with your business.
The more lenses you can look at a new hire through – internal stakeholders, your own intuitions, psychological assessment, the eyes of a trusted external advisor – the better your chances of making an informed and objective decision.
And there is one golden rule: be a patient hirer!
No matter how keen you might be to fill the role – and how ‘right’ the preferred candidate might appear – patience, due diligence and due process usually helps to ensure your final decision is well founded.
If you would like support or advice in assessing candidates for senior roles in your business, contact the experienced business advisory team at JPAbusiness.
