Has this ever happened to you?
You interview dozens of candidates for a position. After serious thought and consideration, you hire a person who you believe will be a great fit with hopes they will turn out to be a superstar.
Then 90 days, later you are terminating that person.
Or worse yet, you hang on to them even though it is clear they are not going to meet your expectations.
“You hire people for what they know and then turn around and fire them for who they are.”
John C. Maxwell
Why do some hires fail?
Think about the last ten hires you made. Most likely, some were successful and others failed. What was it that made the successful hires thrive? What was it about those that didn’t succeed that caused them to fall short of expectations?
A recent study by Leadership IQ uncovered the top 5 reasons new employees fail:
- Coachability (26%): Inability to accept and implement feedback.
- Emotional Intelligence (23%): Inability to understand and manage one’s own emotions and accurately assess others’ emotions.
- Motivation (17%): Insufficient drive
- Temperament (15%): Attitude and/or personality not suited for the job.
- Technical Competence (11%): Lack of functional or technical skills for the job.
Note that only 11% of new hires fail for lack of technical competence.
How closely does that list match your experience?
The selection and engagement process is clearly the most important point to impact your organization’s productivity and profitability. Getting the right person in the right job quickly has become a decisive element in maintaining a competitive edge. [bctt tweet=”Only 11% of new hires fail for lack of technical competence.” username=”markatrisepg”]
How can you beat the odds?
According to research by Hunter and Hunter, you can increase your odds of success, even up to 75%, if you properly include “Total-Person” objective data in your critical people decision processes.
Hunter & Hunter “Validity & Utility of Alternative Predictions of
Job Performance”. Psychological Bulletin, Vol. 96, No. 1. P90
Areas important to include:
- Mental Abilities – Cognitive fit for the “thinking” needs of the job.
- Behavior Traits – whether the candidate is a naturally wired fit based on a job’s requirements.
- Interests and Motivation – whether the new hire will be inspired to do the work.
“If you can hire people whose passion intersects with the job, they won’t require any supervision at all. They will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.” ~ Stephen Covey
Are you currently using objective data to help make smart people decisions? If so, we’d love to hear about your experience.
If not, could using objective data help you make better people decisions, setting a better stage for success for both the individual and your organization?
Rise Performance Group works with clients to build a hiring and succession management process grounded in the use of behavioral based interview questions, objective data as well as clarity around values, job roles and position goals.
You can learn more at about our assessments online or by contacting us directly at email@example.com.