Finding Mr or Mrs Right - Candidate Selection

Finding the right candidate should be more like finding the right partner in my view - "Mr Right" if you will.  Unfortunately, some people approach it in a similar manner to finding the perfect pair of shoes.  In doing so, they only partially benefit from a process that has so much more to offer.

Psychometric testing to determine "fit"

Choosing or recruiting candidates like you choose shoes is not a bad thing per se.  It's an approach that recognises that not every shoe who "can do the job" is going to be "the right fit".  Or match the outfit.  Or be comfortable traversing your chosen terrain.

In recruiting candidates, this may translate to an approach that acknowledges that the candidate's ability to do the job is not the only determinant of success.  Psychometric testing may be used to cost effectively, efficiently and reliably uncover some other factors, for example:

• Are they a good fit for the role's requirements?  For example, if the job is repetitive and detail-focused, the candidate will need to have good ability with details, but probably also have a preference for working with them.

• Are they a good fit for the organisation's culture?  For example, the candidate may have done the exact role elsewhere, but feel more motivated in your organisation because of an alignment of values.

• Are there other factors that may undermine their performance?  For example, someone may get bottom-line results, but by the way they behave, negatively impact the performance of their colleagues.

So what's the downside of this "finding the right fit" approach? 

Simple really.  This is where the process ends.  With the shoe analogy, you either found the right pair or you didn't.  With the right pair, there is nothing more you need to do.  With a pair that's not quite right, there is nothing you can really do to fundamentally change the fit.  They are what they are, and you'll just have to compromise (if you decide to buy them at all!).

In terms of psychometric insights, it means the assessment information is used to determine whether or not to hire the candidate, before being filed in a drawer to gather dust.  And while this process is better than relying solely on information about whether the candidate "can do the job", it falls short of what is possible.

Psychometric testing to determine "fit", development needs, and how to manage and motivate

So how does equating choosing the right candidate with choosing the right partner help things?

You understand from the beginning that the success of your relationship depends on a number of things:

1. What your partner brings to the relationship (both positive and negative), 
2. The environment / context that you conduct the relationship in, 
3. What you bring to the relationship (both positive and negative), and 
4. The support or resources available to you individually and as a couple if you want to (a) turn a good thing into a great thing, or (b) remedy something that isn't working.

With candidates this may mean:

1. Recognising the candidate won't be perfect.  Often, the source of their greatest strengths are also the source of their biggest weaknesses.  By having an accurate assessment of their strengths to leverage and their areas for development in relation to the job requirements early in the piece, you are better placed to make a good selection decision.  And if you do appoint them, know what you will need to take action on to ensure outstanding performance in the role. 
2. Acknowledging that the environment can enhance or hinder performance (e.g. tangible elements like systems and processes or less tangible elements like organisational culture).  Even if these things never change, your actions as their manager can compensate to a degree (see point 3). 
3. Understanding that what you do as their manager counts. Whether you hire a star with few development areas or someone with many, you can enhance their performance by managing them according to their preferences and what motivates them.  Conversely, manage them inappropriately and even your star's performance may fall short of what they are capable of.  Where there is a mismatch between the organisation's priorities and the candidate's values, your efforts to manage and motivate them will be all the more important.
4. Demonstrating support in word and deed.  Going back to the assertion that no candidate is perfect, all can benefit from ongoing development tailored to their needs and priorities, as well as patience and grace for the imperfections that remain or are yet to be addressed.  Ultimately, we are all a work in progress.

So my parting challenge is this - if you use psychometrics to assist with selection, why not also use the insights to help you "onboard", manage, motivate, develop and retain those you appoint?  Not only will the organisation benefit, but I think you'll both be happier for it.