Let’s assume it’s a few years from now and you’re featured in “The Corner Office.” Bryant asks you “How do you hire?” Please write your response.
Adam, recruitment and staffing strategies are often prone to fads, “gut instinct” and “chemistry” which, in most cases, override data, logic and rational arguments. Today, there is a considerable body of knowledge regarding the tools that work well in selecting employees across a variety of jobs and organizations. My approach to hiring is scientific and grounded in research. No selection tool can be the perfect predictor of job performance and cultural fit with the organization. Nevertheless, in my experience, there are some tools that are better than others. Let me walk you through the specific recruitment tools I utilize before discussing the one specific trait that we look for in employees.
Human resource management researchers indicate that the following tools are strong predictors of job performance:
Work samples / case studies: measure each applicant’s job skills based on his / her performance of tasks that are similar to those performed on the job. This selection tool requires detailed rating guides to classify and evaluate each candidate.
Cognitive ability tests: measure mental abilities such as logic, reading comprehension, verbal and mathematical reasoning typically through a computer-based assessment. This selection tool is more suited to entry-level candidates rather than senior professionals.
Structured interviews: measure non-cognitive skills such as leadership style and personality traits using a standard set of questions. This selection tool requires specific standards and behavioral response anchors to evaluate each candidate.
In addition to the above selection tools, I occasionally also use situational judgment tests, job knowledge tests and integrity tests depending on the specific role I am looking to staff. These selection tools are good predictors of job performance and cultural fit with organization.