Can you honestly say you hire the right person for your company every time you recruit a new employee? Do you follow the process religiously, only later to find gaps in the candidate’s skill set that you somehow missed?
Every hiring manager worth their salt knows the recruitment process: review the resumes, interview candidates, shortlist the ones who have potential, interview again, do the reference checks and make the final, best decision.
But what if there was another step in the process, one that helped ensure you hire the right person for the role?
Well, there is – the personality assessment.
It’s extremely rare to find a candidate who is perfect in every way for a particular position, so using a personality profile to inform your decision could be the difference between finding the right fit and hiring someone who needs a lot of help post-recruitment to fulfil the expectations of the role. We all know the pain that can bring to an organisation, both culturally and financially.
A personality profile is not only the best way to protect your company’s culture, it can alert you to areas that may require further exploration, limitations you may otherwise miss during the initial interview, limitations that may affect the candidate’s ability to perform effectively in the role. It should be noted, however, that there are many different types of personality assessment, varying in depth of analysis, accuracy and quality. It’s important to use one that measures areas relevant for your particular business.
In the same way that people change their behaviour to meet the hiring panel’s expectations at the interview, they can also change their performance in a role by being aware of the shortcomings they bring to the table. We call this ‘adaptive behaviour’.
Adaptive behaviour occurs when a person makes an effort to behave in ways that are different to what you would expect based on their profile. This can be an extremely effective technique, but it may also disappear into thin air when that person is under stress. They may revert to their natural instincts when the going gets tough. This is something you, as hiring manager, need to identify early to avoid disappointment.
This is best achieved in a second interview, after you have reviewed the profile results. It gives you the chance to explore any gaps. Our Hiring Guide provides a list of structured questions that specifically target these gaps so that you can address any issues by drilling down into the profile results.
If you are satisfied by the candidate’s responses in the second probing interview, then it’s time to move to the next step – reference checking. This presents another opportunity to follow up on any identified weaknesses and get a third party perspective on the interviewee’s abilities.
The additional insight gained by utilising the personality assessment profile is invaluable in determining whether a candidate is deficient in areas that can be trained, and whether your organisation is willing and able to support this person through their perceived skill gaps.
Care should still be exercised when utilising a personality profile to bolster the assessment process as while these are a vital source of information, they are not the only source. They must be used in conjunction with all the other recruitment steps in order to gain a holistic picture of a candidate’s potential to succeed.
Adding a personality assessment profile to your recruitment process makes the job of the hiring manager that much easier and that much more effective in choosing the right person for the right job…every time. Can your organisation afford not to add this simple step?