Many organizations make the mistake of basing the suitability of candidates purely on their skills and the knowledge they bring. This measure goes only half the way, and is incomplete, because many organizations fail to take into consideration the fact that behavior is a stronger and more reliable indicator of the person’s suitability to the organization than just academic qualification or skills.
Behavior indicates the cultural fit of the candidate more than these other criteria and even experience. It is an often overlooked parameter for judging the suitability of candidates, but this is more important than the other criteria mentioned here because many candidates appear very well qualified and skilled, but have gaps in their behavior.
Behavioral mismatch is a serious error
Candidates with a behavioral mismatch are more likely to leave the organization or create problems for it than others. They are most likely to get fired, because they are not able to bring or reflect the organization’s thinking in their work.
Attitudes and behaviors are more vital to perform at a higher level consistently than just skills and experience, which most candidates more or less gain over time anyway. Candidates with unsuited behaviors are likely to cost organizations millions of dollars. Yet, many organizations overlook this important aspect of selection.
Asking the right questions is the key
Hiring the candidate with the right behavior involves assessing them with relation to a set of behavioral patterns and predicting their response to it in real life situations. This will help the organization gauge the suitability of candidates from the behavioral perspective.
This involves framing and asking the right behavior-based questions and evaluating the responses. Of course, doing this accurately is important, because if the behavioral test is not framed rightly or is not implemented properly; it can misfire and can lead to a less than thorough or incomplete assessment, making the whole exercise futile.
Learn the ways of assessing candidate behavior
How do organizations get this right? How do they frame the right behavior-based questions that lead them to measure the candidate in the right way? This is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be providing.
Grant Schneider, president and founder of Performance Development Strategies, which helps organizations achieve greater results by aligning people in the organization with the organization’s mission and strategy, will be the speaker at this session. This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).
To get a proper understanding of the ways by which your organization can implement the strategies needed for framing the perceptive questions needed to point to behavioral attitudes, please enroll for this session by visiting TrainHR. Grant will help participants understand the ways by which they can avoid costly errors in the future by hiring candidates without the right behavior sets needed for being the right fit.
Everyone involved directly or indirectly in hiring and dealing with its effects on the organization, such as HR Professionals, CEO, Senior Vice President, Vice President, Executive Directors, Managing Directors, Regional Vice President, Area Supervisors and Managers will gain important insights into this topic.
Grant will cover the following areas at this webinar:
- How to create and ask open-ended questions
- How to solicit examples of past behavior to predict future behavior
- How to take useful interview notes
- How to get beyond the rehearsed answers to find out what a candidate is really thinking
- How to establish interview evaluation criteria
- How to identify and evaluate skills objectively.