Getting The Right People - People Who Fit

Identifying knowledge and skills is relatively easy - those above water in our Iceberg model - but those underwater: self concepts, traits and motives were more difficult. However, there is a technique to help us.

Firstly we need to define what success behaviours we are looking for. What did past successful people have, what did the failures lack, what is required to take us forward? Once these have been defined in terms of specific behaviours required, we need to see if a potential employee has had an opportunity to demonstrate these and then to find out if they possess them.

An example may be the competency of "initiative". Has the candidate been in a job where they could have displayed this competency? Most people have. You can then ask the question "tell me about the last time you came across a problem with the way the xyz process worked in your current job". You can then probe to find out what they did about it and what their own personal contribution was. Use several examples and really get down to the detail to the extent that you are fairly sure they did consistently what they are telling you. If this is the case there is a good chance they will repeat this behaviour in the future. Take out more insurance though. While they are telling you what happened, ask about the other people involved and take down their names. Then ask if you can call these people. During your reference checking, verify what the candidate is telling you is factual and not what they think they should have done or would have liked to have done.

If you carefully define what you believe are the success behaviours of the people who will fit, plan the questions you are going to ask and be tenacious in making sure their past behaviour demonstrates these success behaviours, you will have increased your chance of finding the right person.

The business benefits

By having key corporate competencies, detailed in terms of success behaviours, and rigorously using these to recruit, develop and manage performance you will build the culture you want and will save the expense of hiring, or reduce the damage of keeping, people who don't fit.

Sample Competency: 'Team Focus'

This is an example of how core competencies can be defined for use in developing an organisation’s culture. After they are identified, (we recommend probably six to nine key ones) they should be broadly defined and then specific behaviours defined that reflect exactly how this competency would be demonstrated within your organisation. These definitions can then be used in the various employee management systems such as planning, recruitment, performance management, learning and development and succession planning.

Definition

A genuine intent to work co-operatively with others, to be part of a team, to work together as opposed to working separately or competitively. Solicits ideas and opinions to help form specific decisions or plans, keeps people informed and up to date about the group process, shares all relevant or useful information. Expresses positive expectations of others, encourages others making them feel strong or important and credits others publicly for accomplishments. Constantly seeks opportunities to demonstrate commitment to the organisation’s philosophy.

Behaviours

• Enjoys working with others, cooperating and sharing information.
• Goes out of his/her way to assist the team rather than take the credit.
• Develops others within the team.
• Obtains the views of all team members and looks for consensus or acceptance.
• Praises others within the team and gives credit to the whole team for successes.

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