Dan Maxwell
December 3, 2019

Photo by Free To Use Sounds on Unsplash

Disrupt is a strong word and hiring has some long-standing practices that focus on learning an Applicant’s skills, education and experience. Why should we question these traditions? Isn’t it important to gather this information? Yes, but it’s always fair to ask, how well are they working?

The typical hiring process begins with a review of resumes – looking for Candidates with the right qualifications in these areas. But knowing candidates cast themselves in the best light, and needing more detail to be sure, we conduct behavioural interviews. These have become “best practice” in hiring.

Some time ago, HBR reported: by only performing an interview, you have a 26% chance of your new hire lasting for more than year. That’s not a great ROI! So, let’s take a closer look.

The assumption has been: if someone has done it before, they will do it again. But we have a few questions:

  1. Was it difficult – or easy?
  2. Did they do it all by themselves – or have a lot of help?
  3. Was it well done – or poorly?

And here’s the most important question: will they do it again for us? At this point it gets more complicated. We understand intuitively that market, environment and culture can each play a part in employee performance.

But what can be done? There’s only so much time to do research before business suffers.

Fortunately, there is a way to improve the odds. According to HBR testing / assessment can escalate our rate of success to 75%.

How is that possible? It’s simple really.

Assessments uncover the person behind the resume and provide insight impossible to figure out in one-hour interviews. For example:

  • An applicant may have experience with legal forms, but if they are not detail oriented, they will fail the entry test for a truly detailed job. (Actual story.)
  • Someone may have had great success in sales when the product is in high demand; but if they are introverted, they will not thrive in a market which requires building and maintaining relationships.
  • A highly qualified technical employee may implode as a manager. (Google established this through their O2 Project.)

Bottom line: through assessments we can find out if an applicant is naturally motivated to do the kind of work we need them to do every day. We can get beyond “if they can” to “do they want to?”

Should we disrupt hiring?

What do you think?