A client said to me recently
“The last manager we hired was a disaster.
We had to part and we lost key people in the process.”
Typically the individual’s behaviour isn’t right, not their skill set.
Assessing a candidate’s behaviour prior to appointing them can minimise the risk of a painful, unsuccessful and ultimately costly hire.
Gut feeling is important but it should not stand alone. Recruitment is about verification of information from multiple independent sources, so having an independent behavioural profiling system (such as DISC) is a big help.
DISC is simple, accurate and inexpensive. ($88 - $188 per profile + GST)
A true story
I was recruiting a Manager for a client. I interviewed and shortlisted three people, and each candidates portrayed behaviour that might be expected from a high dominance individual.
However, each had a different management style. Only one was right and the other two would have been potentially disastrous hires.
The client needed a Team Builder as the business was running well, the team was well established, and staff were steadily achieving targets in a reasonably stable environment.
A Challenge/Change Manager would potentially lose valuable staff and momentum, with a resulting sales downturn and increasing costs.
Likewise, an Entrepreneur would potentially dismantle established systems, policies, and procedures based on quality assurance and experience. An equally expensive hire.
Your next recruitment drive
I recommend a behavioural job profile is created by isolating each duty. This will assist in determining desired behaviours and what behaviours should be avoided.
- Explore each behaviour profile equally during the interview
- Make an independent observation by asking each candidate to complete a behavioural profile
- Match each candidate profile against the job profile
There is a saying “skills get you hired, but behaviour gets you fired.”
Change this to “behaviour gets you hired with no firing required!”
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Avoid behaviour that get you fired