Candidate lists should reflect the real world and its diversity. To achieves this, recruiting must focus on personalities and behaviors with potential for the future in addition to the technical skills you need today.
This approach will allow greater market flexibility, increase candidate mobility and help create more representative workplace.
Out of 100 people recruited, 13 fail or quit during their probationary period. One in three new hires leave the company within a year. Why are attrition rates so high ? There are many reasons, but the root cause is the need to bridge the gap between what a role really involves and the skills (technical and behavioral) needed to be successful today and in the future.
We are on the cusp of a revolution in candidate assessment. Recruiters and hiring managers are going to have to place more importance on situational and emotional intelligence, on people with a high learning quotient and who stand out for their critical thinking. You have to strike a balance between today’s “hard” technical skills and the need for an adaptable, open personality that will fit into your business strategy and culture. In assessing these skills, the education, location and experience of the candidate are not of much help.
What is often missing from the recruiting experience ?
- For the candidate: what he can expect from the role and his tasks, that is to say the mission and the purpose.
- For the company: the candidate’s potential performance and his technical and behavioral skills.
The decisive question is which skills will increase productivity and move the business forward.