Picture a typical hiring experience….
You post a job outlining the tasks a role must perform. Resumés start pouring in. You begin the process of weeding out people based on experience until you narrow down candidates to the top three. During the interviews, you ask a myriad of questions about the candidate’s past job experience. When everyone leaves, you have a gut feeling about your favorite, and offer them the job. Unfortunately – that gut feeling only goes so far. The team dynamics didn’t mesh, and ultimately, they had to be let go. Sound familiar?
This is a prevalent practice. At Purpose HQ, we refer to this as briefcase hiring or hiring based solely on previous career experience. However, the problem with briefcase hiring is the lack of consideration for emotional intelligence or core beliefs. The two factors essential in professional soft skills.
The fact is, we hire for the experience but fire for soft skills. Instead, it is time to take into consideration the entire person who shows up to the office. We call this the Head, Heart, and Briefcase Method built on the core principles of Talent Optimization.
The Drives and Behaviors of the Candidate. Using business assessments during the screening process such as Predictive Index, Pairin, or Kolbe provides an objective view of the candidate and if they have the soft skills and emotional intelligence to succeed at the job.
The Values & Culture of the Candidate, including their core values and work ethic. For this, employers strategically use questions based on the candidate’s assessment results to score if their values and culture match the company.
The knowledge, skills, and previous experience of the candidate. The process of reviewing the previous jobs, education, certificates acquired over the candidate’s career to assess the ability to perform the job function.
The Whole Person Shows up to Work
A structured hiring process like this means a better method to build better teams, be better managers, and do better work. Changing the way you hire means a more challenging interview process but also creates a work environment where leaders can manage easily knowing you cultivated your employees to have the same core values and skills for great work.
We’ve all heard the tales lurking in human resources—the legendary account of the old sales lead or marketing manager who woefully exaggerated their experience or almost set fire to the office. Spectators cringe and gasp, but it is up to companies and hiring managers to create a hiring process that will avoid any more of these HR spooks.
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