According to CEB Recruiting Research, 1 in 5 hires are considered regrettable1. Why do hiring managers continue to make the same mistake?
Recruiters and HR professionals across all industries are looking to hire the perfect candidate for their organization’s next opening. The positions are distinctly different, but the process of recruiting talent is consistently the same: candidates submit a resume for review and those chosen move forward to a series of interviews. The final decision is generally made based on experience, likeability and fit.
4 out of 5 times this hiring strategy is successful. However, the other 20% of the time, your new hire’s time with the firm is short-lived, costing the organization upwards of $75,0002.
20% of the time we are captivated by the “flashy lights and dance” or the “illusion of fit”. The resume suggests a reputable education and all of the experience necessary. The candidate presents as a confident, and well-spoken individual. However, this tells us very little about their fit for the position.
Besides identifying the candidate’s brand name education and advertised titles, the hiring manager has likely acknowledged the candidate’s gender, race, and age. Bias has been created before the first introduction and with little to no consideration of suitability for the role.
Interviewing candidates is equally as subjective. Confident communicators will consistently outperform the quiet candidate in the interview process. The “confident communicator” presents as well-spoken, comfortable and extraverted. In contrast, quieter individuals may struggle with the intense pressure and questions, and consequently come across as unsure, reserved or nervous. This does not suggest a lack of knowledge or skill set, but the interviewer will perceive this interaction as less engaging than that with the other candidate. The interviewer’s perception of the applicants will be largely based on likeability as opposed to capability.
Today’s corporate world is becoming increasingly competitive. Organizations globally are concerned with acquiring and retaining the best talent. The only strategy to win is to make smarter hiring decisions than your competition. The solution: implement a “blind hiring” policy.
Put down the resume and consider the data. People analytics predict performance, while keeping the game fair. The data can refine the hiring process, helping hiring managers evaluate fresh talent with an open mind. The data identifies candidate’s behavioral characteristics, strengths and motivational drives to help HR professionals make powerful, objective decisions.
Analytics will tell you who they are and not who they would like to be. Why does it matter that the candidate has brown hair and a Harvard degree? Hiring for fit is about identifying what’s underneath the hood and the only critical factor in the hiring decision is performance potential.
If the data is not enough, ask the candidate to complete a project as part of your “blind hiring” policy. If your next graphic designer has the behavioral characteristics best-suited for the role (creativity, detail-orientation), and their work is exceptional, the decision should be simple. However, if you request an interview to finalize that decision, you can be sure you are meeting with undoubtedly the best candidate.
If you would like to learn more about assessments and hiring strategies, contact us.