If you use a validated talent assessment as part of your hiring process, it’s tempting to move forward with a hire if they’re assessment quickly says “recommended.” But recommended doesn’t mean “recommended for hire.” Recommended means “recommended to move forward in the interview process.”
The Growth Formula specifies that (Talent + Fit) x Investment = Growth. Once you determine whether or not someone has the right talents for the role you’re filling, it’s equally as important to consider their fit.
Talent is only a strength if the fit is right. Fit isn’t measured through a validated assessment, though. Fit is measured through skills, experience, intuition, and interactions.
Here are five ways you can determine fit when hiring:
As a manager, you’re the most important variable in whether a prospective hire will be a good fit. You have unique needs, strengths, non-strengths, styles, and expectations. All of those pieces add up to your distinct managerial style, and each piece can impact the growth of your new hire.
Imagine a candidate has soft discipline. They may not always plan their day in advance, be organized, or pay close attention to detail. As a manager, will that drive you nuts? Or are you comfortable double-checking the details and supporting someone’s organization? And in the business of your workplace, is this something you will truly make time for?
Consider the strengths and weaknesses of your team. When you bring someone on board, some strengths complement weaknesses, while others can be abrasive.
Conducting a team composite can help you plan ahead by identifying your team’s strengths and areas of opportunity. For example, if your team is full of competitors, someone with low competition may be overwhelmed by the competitive spirit of your team and won’t enjoy seeing how they stack up to others’ performance.
Outside of talent, think about the camaraderie of your team. Is it a very close-knit group? Your team may want (and need) to evaluate how a candidate will fit in. Give your candidate a chance to spend time with someone in the field or create a peer interview panel. Allow your team members the opportunity to determine fit as well.
Look back at your job description and ensure you’ve identified your “must-have” skills and experiences vs. your “desired” skills and experiences.
A Job Analysis and Specification Sheet can help you with this process. Once you’ve identified your “must-have” and “desired” skills and experiences, ask yourself if you’re willing to provide the training necessary to fill any gaps. And again, evaluate if training surrounding those items is something you’ll truly make time for.
Candidates are being selective about their work model. If you’re fully back in the office, hiring someone who desires a hybrid model won’t be the right fit.
If you’re in a hybrid or remote model now, but you know you’ll be transitioning back into the office soon, be transparent with your candidate about what’s coming down the line. Bringing someone on board is a large investment. Don’t waste money and time on someone whose ideal work model won’t align with your organization.
If your new hire isn’t reporting to the office every day, evaluate their level of trust and integrity throughout the interview process. Do they always do what they say they’re going to do and admit to mistakes? What’s a specific example they can share? The answers to those questions will tell you, as a manager, will you ever need to wonder what exactly it is they’re doing at 2:00 pm on any given day.
Reflect on your company’s core values and gain an understanding of your candidate’s personal values.
Every person you bring on board will either add to or detract from your culture. Ensure you bring someone on board who will positively contribute to your culture and refuse to make exceptions.
Throughout the hiring process, it’s important to always remember the Growth Formula: (Talent + Fit) x Investment = Growth. Both talent AND fit play a large role in someone’s potential success. One without the other simply won’t do.