I can not believe the complexity, gobbledygook and myth that exists around the subject of recruitment.

Objective

To find the best person you can for success in the organisation and role. Apply a simple process to assess a persons character (how they will perform the role and fit the organisations purpose and values, mind set) and competency (ability to demonstrate the behaviours required in the role, skill sets and tool sets). People who ‘fit the bill’ will be seen as trustworthy, they will build trust. Trust speeds everything up and makes everything easier.

8 step Process

Step 1: Decide the primary mindsets, skill sets and tool sets required for success. Decide the coresponding hygiene issues: salary, conditions etc.

Step 2: Design the interview questions/process

Step 3: Publicise the position and decide who to interview

Step 4: Shortlist candidates based on their character (aligned values, mind set and fit)

Step 5: Shortlist candidates based on their competency (demonstrated skill sets and tool sets)

Step 6: Identify names that appear on both short lists. If no one appears on both short lists. Publicise the position again/differently for new candidates. Return to step 1. If 1 or more people appear on both short lists move to step 7.

Step 7: Assess who is most suited based on both character and competency. Try never to compromise on character, its really hard to train quickly.

Step 8: Identify any gaps in skill set and tool set for the person you are going to appoint. As part of the appointment process agree the identified gaps and develop a plan for how the candidate will fill these, including what support they will need. Appoint the successful candidate.

8 Golden Rules

1. Never under utilise the opportunity to learn about the successful candidate through a probation period, maximise this time for long term success. Its the ultimate safety net.

2. Never settle for the candidate who is closest to ‘fitting the bill’. If no one ‘fits the bill’, start again.

3. Commonly organisations hire on competency and then fire later on character. And then repeat the mistake again by using the self same recruitment process. What the?

4. If the required mind sets, skill sets and tool sets can not be demonstrated at interview, never assume they will probably be okay on the job. Don’t make excuses for candidates because you like them e.g ‘Perhaps they were just a little nervous’.

5. Both character and competency are very important. It will most likely be easier to fill competency gaps than character gaps. Don’t be afraid of hiring the odd competency gap. Do you have a competency gap? How many of your people have competency gaps? Never hire a gap in character, tick tock!

6. A person that meets your requirements in character will most likely take full responsibility for meeting any of their own competency gaps as quickly as possible, especially if you provide practical help and support.

7. Help candidates to be as relaxed and as open as possible at interview.

8. Never short cut the prep. Take time to design questions properly that address both inventories. When people are answering competency based questions look for insights into character and vice a versa.

Keep it simple!