The new model for smart hiring

Category: OUR RECRUITMENT PHILOSOPHY Published: Tuesday, 20 September 2016

The new model for smart hiring


Every time firms are engaged in staff expansion that makes recruitment a necessity, the question that linger in those that are responsible in the process is, are the people that apply have the "right stuff" to become the best role holders as dictated by the responsibilities they are expected to handle, the jobs as described and specified for them, the right mind set and attitude


As often this they do by looking at them with a `hawk eye’. This may mean beyond a fixed set of skills or experiences but   something far more elusive and much more important — the perfect blend of energy, humor, team spirit, and self-confidence to match the firm already established famously offbeat and customer-obsessed culture. On advertising a job it is the of the work of the recruitment team to go through the vast applicant pool and identify the elite few who can make it to the end of the process.

Though Sumantra Ghoshal said “You cannot have faith in people unless you take action to improve and develop them”, recruiters should have in mind the fact that you can train the skills but should recruit attitude and therefore the need to bear in mind the new model for smart  hiring.  


Joining any company is as serious as engaging someone in a marriage relationship, ”until death do us part” and therefore the need to be particularly careful while engaging job candidates in a recruitment process. Therefore the extensive and rigorous process of recruitment should enable the firm to engage as many candidates as possible and arrive at the only choosen few who stand out and finally expose them to the last steps of picking the wheat from the chaff.


 The first dimension to note is that What You Know Changes but Who You Are Doesn't.

The most common and fatal — hiring mistake is to find someone with the right skills but the wrong attitude, the mind-set and hire them on the theory that “We can change them." Since the single best predictor of future behavior is past behavior job candidate’s personality is going to be essentially the same throughout their lives.  Research on behavior observation through interviewing families, friends, and colleagues indicate that basic personality traits do not change, "Introverts remain introverts, and extroverts the same extroverts the descriptions remain constant."


Ignoring the belief that I am whom I am is a great peril to hiring— although the temptation is never far away and most HR experts admits having strayed on several occasions  something of a legend in hiring circles including those most closely identified with hiring executives. With the emerging new generations Ys and Xs everything about the new recruiting culture emphasizes on freedom, informality and flexibility, acid-test interview questions for job candidates are therefore are critical in establishing who the person is as opposed to what is being seen in academic and work experience achievements, stature, personal narrations and general demeanor in regard to ‘appearance’.


A question like "Tell us about the last time you broke the rules." should be enable the recruitment panel to go beyond the skin and approach the bone marrow of a character. For instance, a long silence or a noncommittal response is an indication that a candidate is trying to figure out what he or she wants to hear. "The good ones," "don't care." If one senses that this was the wrong answer, he or she changes the story and therefore the assessment panel should be keen on such behavior. The qualifications may be so strong that candidates may make it for hire since they are excellent by-the-book, but their make-up is key.


Secondly it is important to realize that You Can't Find What You're Not Looking For.


Some of the world's foremost authority on hiring and fathers of hiring methodologies that like targeted selection they revolve around a simple idea: the best way to select people who'll thrive in your company is to identify the personal characteristics of people who are already thriving and hire people just like them. This model, companies work to understand their star performers, identify their target behaviors and attitudes, and then develop interview questions to find people with those attributes.


These questions are about facts and achievements, not psychoanalysis. The worst thing HR managers can do is to pretend they're psychologists, take the interpretation out of it since behavior predicts behavior. Theoretical interview questions like 'tell us about your father don't get useful data.


 Most companies nowadays hire consultants to conduct interviews and analyze employees on the personal attributes of their standouts and washouts since more often employment candidates don't know in which category they fall. As consultants we use the results to create a database of "dimensions" for success and to search for people who fit the dimensions.


Our believe is that there are dimensions for success on specific job that might be different to another role like practical learning, teamwork, tolerance for stress, sales ability, attention to detail, adaptability/flexibility, and motivation, therefore these should be weighted differently for different specific job. Tolerance for stress means "an ability to exhaust frustrations and maintain effectiveness on the job" and "observe emotions displayed in body language." Behavioral flexibility means a person can "handle each call on an individual basis" and "prepare [for] each call with the thought that positively outrageous service is the ultimate goal." Knowing what you want would assist you to design specific interview questions and exercises to probe for these and other attributes.


The third smart aspect of critical recruitment is to know that The Best Way to Evaluate People is to Watch Them Work


Whereas this is majorly ignored by HR experts while thinking that if they are innovative, fast-moving they should be eager to break this rule.  If you are involved in construction industry it would only be great for managers who monitor construction sites, to look for plumbers and electricians who demonstrate the work habits they value, and then hire them having involved them in projects on casual or contract basis. The dirty and dangerous tasks in building industry is one long interview for job seekers. The next best alternative is simulation like involving job candidates in a simulated assembly line for 90 minutes to perform a variety of work-related tasks that check beyond technical aptitude but also mental stamina to meet workplace requirements.


The simulation for service industry can include involving the front-line workers in an elaborate role-playing exercise that simulates a "day in the life" of a customer service executive. This may involve a job candidate in up to 12 hours in an office with a phone, email and in-basket stuffed with files and letters. Throughout the day the prospect works through memos and handles problems including calls by interviewer pretending to be an irate customer and let them deal. This day-in-the-life simulation process may be initially costly in terms of time or cash especially when involving consultants but it has proved to be more effective and cheaper at the end of the day including in getting fewer people doing more work. You have to see how people will do the job before you hire them, indeed you can't afford to make a bad very costly decisions at the long run.


The other aspect is that You Can't Hire People Who Don't Apply.


Whereas successful companies seldom lack for job candidates, companies that take hiring seriously also take recruiting seriously with the goal of having the right job candidates as the recruitment key driving force. If someone is in need of a job is expected to perform since he need and not want the job especially in the current unreachable unemployment levels in the country coupled with the increasing number of graduating students and the fact that most of them are not technically qualified.


Finally companies that hire smart usually start their recruiting efforts close to home — with their own people beginning with referrals from current employees. It makes sense: it takes a certain kind of person to thrive at a specific industry and those people tend to spend time (personally and professionally) with people like themselves.


A further approach to recruiting is the fact the theory that blood is thicker than water. Most companies with advanced hiring systems encourage family members of standout employees to apply for jobs. The logic is simple: If "who people are" is what matters, who is better to hire than people related to your stars?  The current employees are the best recruiting source since they understand the soul and spirit of the company and this is extended to family members, friends, fellowships and even welfare clubs just to name a few. However we should be extremely careful when engaging 'our own' especially so since the candidates may be engaged with the notion that 'they are already known and therefore were not needy but were needed by the firms' or recruitment consultants are aware of strengths ...... at Hublink Candidates must APPLY for specific jobs, timely attend our interviews and employers and show commitiment and if possible that they need the job.


Our highly qualified and experienced recruitment and selection experts lead by Muhamed Abdi will be more than willing to assist you in your hiring needs and can contact us through This email address is being protected from spambots. You need JavaScript enabled to view it.