Best Fit Candidates
Selecting the Best Fit Candidate for the Best Hire
Regan Pepples
Bellevue University
Abstract
The purpose of this discussion is multifaceted: to explain more about the interview and hiring processes, to identify which skills hiring managers should focus on when interviewing prospective employees and to analyze how these skills affect an organization’s bottom line and workplace culture.
The Hiring Process
There are many steps in the hiring process and each organization has its own procedures to follow when selecting the best candidate to fill an open position. First, it is important to understand the function of the hiring process. Then we will look at which skills and traits hiring managers typically evaluate in prospective employees, how these skills are assessed and potential benefits or detriments organizations may encounter after a candidate has been selected. …show more content…
The purpose of the hiring process is to learn as much as possible about the behavioral and technical skills each applicant has to offer.
Two significant components that interviewers evaluate prospective employees on are technical skills and behavioral traits. These two aspects of a person are indicators of job fit that many hiring managers use to make final hiring decisions (Coverdill & Finlay, 1998). Choosing the best-fit candidate for a job is important because a high rate of employee turnover can be costly, negatively impact morale and degrade quality of products or services provided by an organization. At times, the final decision is between two candidates: one offering superior technical skills but somewhat lacking in desirable behavioral traits and the other possessing the baseline of knowledge and technical skills to do the job while appearing to be a far better fit in terms of behavioral skills. It is then the hiring manager takes on the tricky task of choosing which requirement is more important- technical or
behavioral.
Technical and Behavioral Skill Sets
When considering adopting a position on this topic, it’s important to know the definition of each skill being considered. Technical skills are the knowledge, skills and experience required to perform job-related tasks These are specific, teachable abilities. Examples of technical skills include proficiency with software applications, ability to operate a specific piece of machinery or fluency in a foreign language. Behavioral skills are personal attributes and interpersonal abilities that enhance an individual’s job performance or career prospects. Examples of behavioral skills are responsibility, time management, communication and ability to learn. Each person is unique, thus every job applicant offers a different blend of technical and behavioral skills. The challenge is in choosing which is more important when hiring for a specific job.
A lot can be said for technical knowledge, skills and abilities when considering hiring a new team member. Less time spent training is more time available to focus on other tasks. If candidates already have experience in the field, they are likely to be more confident in performing job tasks and require less input. Likewise, behavioral traits have their merits with respect to hiring decisions. Hiring the right combination of personality traits and values can lead to increased employee satisfaction and higher retention rates.
Assessing Technical Skills
Determining a candidate’s technical abilities and experience is a relatively straightforward process. Resume review and competency-based testing allow managers to gain verifiable information about a job seeker. A hiring manager is usually able to see what a person’s educational background is, any degrees they have earned, where they have worked and what relevant professional certifications they have earned simply be reviewing the candidate’s resume or application. Ideally, each applicant will have provided as much information as possible to show an employer which technical or hard skills they have to offer. However, this is not always the case. For situations such as this, a manager can ask the candidate during an interview, or turn to another method of hard skill assessment.
There are many companies that offer competency-based testing in a variety of subjects such as call center knowledge, accounting, networking and medical billing. Most of these companies offer custom testing that can be developed for a price. This is a good way for hiring managers to get a feel for the strength of a person’s technical skills compared to the experience they have listed on their resume.
Assessing Behavioral Skills
Two ways to determine job candidate behavioral skill level are personality assessments and behavioral interview questions. An increasing number of companies are looking to personality assessment tests to assist in determining fit with respect to behavioral skills. Stryker, a medical company based in Michigan, has been using a customized Gallup assessment for 12 years (Anonymous, 2007). This test provides managers at Stryker with “an additional source of information, and a bit more objective source of data on information on a broader set of characteristics.” Mike Rude, Stryker’s president of human resources credits Gallup’s assessments with creating a more uniform approach to hiring. “Certain hiring managers have a good gut feel, while others aren’t as reliable,” he says. “Certain people’s gut feels are better than others.” Assessment testing like the one used in this example is a good way for hiring managers to determine behavioral skills.
Behavioral interview questions are another way to learn more about a job candidate’s behavioral skills. Examples of behavioral questions include questions such as, “Tell me about a time when you had to use your presentation skills to influence someone’s opinion,” or “Tell me about a recent situation in which you had to deal with a very upset customer or coworker.” Rather than offering a candidate the opportunity to simply affirm or negate, behavioral questions require more thought and encourage the candidate to demonstrate their logic and communication abilities. An employer then has the opportunity to get a better feel for the person’s “work personality.” While these are not the only methods for determining behavioral skills level, personality assessments and behavioral interview questions are useful tools in the hiring process.
Potential Outcomes
A potential hiring pitfall is outlined in the SHRM white paper, Hire G.R.E.A.T. People. An HR manager, in conjunction with six other people, elected to fill an open position with a candidate offering all of the technical skills and experience required. In spite of this, the incumbent still was not a fit for the position and was let go after a short amount of time. This happened because the hiring managers involved in this process did not take the time to determine what behavioral skills were essential to the position. Because they did not determine those needs, potential candidates were not evaluated on these qualities. If the hiring team had taken these steps, they would have discovered that the person they selected for the job not only lacked in desirable behavioral skills, but also that they had some personality traits that would adversely affect job performance. As noted by Ed Kovalchick (2006), CEO and founder of Net Profit, Inc, “the wide-of-the-mark personality traits, applied to all the knowledge in the world, still resulted in disappointment.”
Recommendations
Returning to the “hiring decision” scenario, what is the best choice when the final hiring decision is between a candidate offering a better technical skill fit, or a candidate exemplifying all of the desirable behavioral traits but only the minimum technical skills required for the position? Past research has established that cognitive ability and some personality traits correlate with job performance and other outcomes across a variety of occupations (Topor, Colarelli & Han, 2007). In my opinion, the best choice is the candidate offering more of the desirable behavioral traits. If a person fits the job and organization culture, they can be trained or re-trained to perform functions essential to the job.
In my own experience in staffing I have seen that if a person is not a fit for the job or team, this can lead to degradation in team morale and reduced productivity. A poor culture fit can also lead to an unhappy employee who likely will not stay long in the position for which they are hired. Additionally, I have observed that coworkers seem more receptive to a new hire who exemplifies personality and behavioral skills that are complimentary to others on the team. They seem more willing to assist the new team member with training and in becoming assimilated within the organization.
Each part of the hiring process should be conducted as diligently and thoroughly as possible to ensure the best-fit hire. This includes understanding the skills and abilities required for an open position, evaluating potential hires on these traits and selecting the most appropriate candidate based on objective findings noted throughout the hiring process. Hiring a new team member in this manner provides the greatest opportunity for a positive, lasting relationship- for both the employer and employee.
References
Anonymous. (2007). The 9 most common hiring mistakes. Sales and Marketing Management,
159, 7, 28-29. Retrieved November 29, 2010 from Academic Search Premier database.
Coverdill, J. E., & Finlay, W. (1998). Fit and Skill in Employee Selection: Insights from a
Study of Headhunters. Qualitative Sociology, 21, 111-112. Retrieved November 30, 2010 from Academic Search Premier database.
Kovalchick, E. (2006). Hire personality first and last. Yard & Garden, 13, 12. Retrieved
December 2, 2010 from Academic Search Premier database. soft skill. (2010). In Business Dictionary. Retrieved November 28, 2010 from http://www.businessdictionary.com/definition/soft-skill.html Society for Human Resource Management. (February 1, 2005). Hire G.R.E.A.T. people.
Retrieved December 8, 2010 from http://www.shrm.org/Research/Articles/Pages/CMS_011676.aspx technical skills. (2010). In Business Dictionary. Retrieved November 28, 2010 from http://www.businessdictionary.com/definition/technical-skills.html Topor, D.J., Colarelli, S.M. & Kyunghee, H. (2007). Influences of traits and assessment methods on human resource practitioners’ evaluations of job applicants. Journal of Business and Psychology, 21, 3, 361-362. Retrieved November 29, 2010 from Academic Search Premier database.
Regan Pepples
Bellevue University
Abstract
The purpose of this discussion is multifaceted: to explain more about the interview and hiring processes, to identify which skills hiring managers should focus on when interviewing prospective employees and to analyze how these skills affect an organization’s bottom line and workplace culture.
The Hiring Process
There are many steps in the hiring process and each organization has its own procedures to follow when selecting the best candidate to fill an open position. First, it is important to understand the function of the hiring process. Then we will look at which skills and traits hiring managers typically evaluate in prospective employees, how these skills are assessed and potential benefits or detriments organizations may encounter after a candidate has been selected. …show more content…
The purpose of the hiring process is to learn as much as possible about the behavioral and technical skills each applicant has to offer.
Two significant components that interviewers evaluate prospective employees on are technical skills and behavioral traits. These two aspects of a person are indicators of job fit that many hiring managers use to make final hiring decisions (Coverdill & Finlay, 1998). Choosing the best-fit candidate for a job is important because a high rate of employee turnover can be costly, negatively impact morale and degrade quality of products or services provided by an organization. At times, the final decision is between two candidates: one offering superior technical skills but somewhat lacking in desirable behavioral traits and the other possessing the baseline of knowledge and technical skills to do the job while appearing to be a far better fit in terms of behavioral skills. It is then the hiring manager takes on the tricky task of choosing which requirement is more important- technical or
behavioral.
Technical and Behavioral Skill Sets
When considering adopting a position on this topic, it’s important to know the definition of each skill being considered. Technical skills are the knowledge, skills and experience required to perform job-related tasks These are specific, teachable abilities. Examples of technical skills include proficiency with software applications, ability to operate a specific piece of machinery or fluency in a foreign language. Behavioral skills are personal attributes and interpersonal abilities that enhance an individual’s job performance or career prospects. Examples of behavioral skills are responsibility, time management, communication and ability to learn. Each person is unique, thus every job applicant offers a different blend of technical and behavioral skills. The challenge is in choosing which is more important when hiring for a specific job.
A lot can be said for technical knowledge, skills and abilities when considering hiring a new team member. Less time spent training is more time available to focus on other tasks. If candidates already have experience in the field, they are likely to be more confident in performing job tasks and require less input. Likewise, behavioral traits have their merits with respect to hiring decisions. Hiring the right combination of personality traits and values can lead to increased employee satisfaction and higher retention rates.
Assessing Technical Skills
Determining a candidate’s technical abilities and experience is a relatively straightforward process. Resume review and competency-based testing allow managers to gain verifiable information about a job seeker. A hiring manager is usually able to see what a person’s educational background is, any degrees they have earned, where they have worked and what relevant professional certifications they have earned simply be reviewing the candidate’s resume or application. Ideally, each applicant will have provided as much information as possible to show an employer which technical or hard skills they have to offer. However, this is not always the case. For situations such as this, a manager can ask the candidate during an interview, or turn to another method of hard skill assessment.
There are many companies that offer competency-based testing in a variety of subjects such as call center knowledge, accounting, networking and medical billing. Most of these companies offer custom testing that can be developed for a price. This is a good way for hiring managers to get a feel for the strength of a person’s technical skills compared to the experience they have listed on their resume.
Assessing Behavioral Skills
Two ways to determine job candidate behavioral skill level are personality assessments and behavioral interview questions. An increasing number of companies are looking to personality assessment tests to assist in determining fit with respect to behavioral skills. Stryker, a medical company based in Michigan, has been using a customized Gallup assessment for 12 years (Anonymous, 2007). This test provides managers at Stryker with “an additional source of information, and a bit more objective source of data on information on a broader set of characteristics.” Mike Rude, Stryker’s president of human resources credits Gallup’s assessments with creating a more uniform approach to hiring. “Certain hiring managers have a good gut feel, while others aren’t as reliable,” he says. “Certain people’s gut feels are better than others.” Assessment testing like the one used in this example is a good way for hiring managers to determine behavioral skills.
Behavioral interview questions are another way to learn more about a job candidate’s behavioral skills. Examples of behavioral questions include questions such as, “Tell me about a time when you had to use your presentation skills to influence someone’s opinion,” or “Tell me about a recent situation in which you had to deal with a very upset customer or coworker.” Rather than offering a candidate the opportunity to simply affirm or negate, behavioral questions require more thought and encourage the candidate to demonstrate their logic and communication abilities. An employer then has the opportunity to get a better feel for the person’s “work personality.” While these are not the only methods for determining behavioral skills level, personality assessments and behavioral interview questions are useful tools in the hiring process.
Potential Outcomes
A potential hiring pitfall is outlined in the SHRM white paper, Hire G.R.E.A.T. People. An HR manager, in conjunction with six other people, elected to fill an open position with a candidate offering all of the technical skills and experience required. In spite of this, the incumbent still was not a fit for the position and was let go after a short amount of time. This happened because the hiring managers involved in this process did not take the time to determine what behavioral skills were essential to the position. Because they did not determine those needs, potential candidates were not evaluated on these qualities. If the hiring team had taken these steps, they would have discovered that the person they selected for the job not only lacked in desirable behavioral skills, but also that they had some personality traits that would adversely affect job performance. As noted by Ed Kovalchick (2006), CEO and founder of Net Profit, Inc, “the wide-of-the-mark personality traits, applied to all the knowledge in the world, still resulted in disappointment.”
Recommendations
Returning to the “hiring decision” scenario, what is the best choice when the final hiring decision is between a candidate offering a better technical skill fit, or a candidate exemplifying all of the desirable behavioral traits but only the minimum technical skills required for the position? Past research has established that cognitive ability and some personality traits correlate with job performance and other outcomes across a variety of occupations (Topor, Colarelli & Han, 2007). In my opinion, the best choice is the candidate offering more of the desirable behavioral traits. If a person fits the job and organization culture, they can be trained or re-trained to perform functions essential to the job.
In my own experience in staffing I have seen that if a person is not a fit for the job or team, this can lead to degradation in team morale and reduced productivity. A poor culture fit can also lead to an unhappy employee who likely will not stay long in the position for which they are hired. Additionally, I have observed that coworkers seem more receptive to a new hire who exemplifies personality and behavioral skills that are complimentary to others on the team. They seem more willing to assist the new team member with training and in becoming assimilated within the organization.
Each part of the hiring process should be conducted as diligently and thoroughly as possible to ensure the best-fit hire. This includes understanding the skills and abilities required for an open position, evaluating potential hires on these traits and selecting the most appropriate candidate based on objective findings noted throughout the hiring process. Hiring a new team member in this manner provides the greatest opportunity for a positive, lasting relationship- for both the employer and employee.
References
Anonymous. (2007). The 9 most common hiring mistakes. Sales and Marketing Management,
159, 7, 28-29. Retrieved November 29, 2010 from Academic Search Premier database.
Coverdill, J. E., & Finlay, W. (1998). Fit and Skill in Employee Selection: Insights from a
Study of Headhunters. Qualitative Sociology, 21, 111-112. Retrieved November 30, 2010 from Academic Search Premier database.
Kovalchick, E. (2006). Hire personality first and last. Yard & Garden, 13, 12. Retrieved
December 2, 2010 from Academic Search Premier database. soft skill. (2010). In Business Dictionary. Retrieved November 28, 2010 from http://www.businessdictionary.com/definition/soft-skill.html Society for Human Resource Management. (February 1, 2005). Hire G.R.E.A.T. people.
Retrieved December 8, 2010 from http://www.shrm.org/Research/Articles/Pages/CMS_011676.aspx technical skills. (2010). In Business Dictionary. Retrieved November 28, 2010 from http://www.businessdictionary.com/definition/technical-skills.html Topor, D.J., Colarelli, S.M. & Kyunghee, H. (2007). Influences of traits and assessment methods on human resource practitioners’ evaluations of job applicants. Journal of Business and Psychology, 21, 3, 361-362. Retrieved November 29, 2010 from Academic Search Premier database.