By Roxi Bahar Hewertson, CEO, Highland Consulting Group, Inc. and AskRoxi.com
How often have you hired the wrong person for the wrong job? If you regularly hire people, you’re likely to have missed far more than once. Painful, isn’t it? But you are not alone.
None of this is good news for you, the hiring supervisor or leader. And none of this is theory; these are all well-researched facts. And yet, we hire most people and positions based on their shiny new (or old) degrees and/or technical skills along with perceived or tested IQ. We now know, for a fact, that EQ (emotional quotient/intelligence) is far more important for success in most jobs and definitely within leadership roles. Yet, incredibly, we continue to hire and promote people, including leaders, largely for IQ and technical skill sets. “The best scientist will surely be the best leader of other scientists.” Right? WRONG!
It just gets dumber and dumber. We keep getting the same lousy results, and yet we have not fundamentally changed the ineffective hiring practices in most organizations. It is mindboggling! I believe Albert Einstein had something clever to say about this phenomenon being related to insanity.
Whatever methods (legal and ethical, of course) you use, you need to discover at least these six key things about your candidates before you hire.
Trust the answers to ABCDE and F, and trust your gut. If the person doesn’t feel right to you or others, they probably aren’t right. In any case, it’s rarely, if ever, worth the risk to you and your team.
Hiring right is an art and a science. Smart leaders make the time to take the time needed for learning about and understanding the human being they are inviting into their organization. New hires change the dynamics, impact morale, productivity, and the bottom line, so it surely ought to matter to the leaders to get it right!