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Increase Success In Selecting People

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Increase Success In Selecting People
How do you increase your success in selecting and
eveluating people? Education, technical skills, experience
and industry knowledge can be defined and verified. But
most people don't succeed or fail because of those elements
of who they are. Most people succeed or fail based on how
well their mix of values, attitudes, behaviors and personal
skills fit the situation. And the higher one goes in an
organization, the truer that becomes. How to get at that
information when evaluating people for selection,
promotion, team involvement and personal and organizational
development?

Experts and successful leaders all share a little known
fact about human behavior, and use it in evaluating people.
They know that every one of us believes other people will
act, react, understand and judge as we would - given the
same circumstances. That is not a correct belief - but it
is a belief.

Professionals use that information to gain insights into
what people really believe, how they will behave, and what
personal skills they value. Being able to do that gives a
real competitive advantage in selection, relationships and
leadership.

How do you do that?

Example: With a candidate, ask them to provide a situation
where something was done - preferably work related. Then
ask him/her the who, what, when, where and why questions
about the situation and how it played out. Here's the
secret: rather than ask them about their role, ask them
about the roles, actions. motives, values of others
involved in the situation. Be ready to gain insights and
information about the candidate as he/she reflects on the
attitudes, motives, behaviors and skills of others. The key
is that we all tend to think that others act, judge, assume
and possess many of the same skills as we do. By asking
about a third person you do the following:

- People tend to be freer in providing their opinions,
assumptions and judgments when it is directed at someone
other than themselves.

- By speculating on the motives, judgment and behaviors of
others, the candidates are telling a great deal about
themselves. And if they won't speculate, they're still
telling a lot about themselves.

A story to illustrate how this technique can be used:

A company undergoing substantial change in its behavior
toward its employees, as a result of a crisis, was
attempting to hire a Chief Operating Officer who would be
critical to the success of the behavior change. One of the
principal concerns of the new CEO was that the person hired
would reflect the behaviors and beliefs that would be
critical to the change. Old habits and values die hard, and
the organization had a lot of very valuable, experienced
people who had prospered in a very authoritarian,
compliance, do what you're told to do, micro-managed
culture. The culture envisioned by the CEO was very
different. Open communication, trust, people as our biggest
asset, less stove pipes, more cross functional teams,
encourage innovation, high leverage,of talent were all part
of his vision.

As the CEO interviewed each of the top candidates for the
position, they all agreed with his vision. All were able to
provide examples of how they had either built or maintained
that kind of culture in their past jobs. All agreed the
vision of culture the CEO had was the way to go. Personal
chemistry was good with all the top candidates. Their
references were excellent. How to pick this critical person
to lead change?

The CEO decided one last round of in depth one on one
interviews was in order. The focus of the interviews would
be on better understanding the candidates own behaviors,
attitudes and personal skills. And he would do that by
engaging them in conversations about the behaviors, skills
and attitudes of other key people the candidates had worked
with.

Key questions he asked each candidate included:

Why do you think that person made that decision?
What do you think motivated them to make that decision?
What do you think that decision was based on?
What would you do if you had been in their shoes?
How do you think he/she should have handled it?
Were they successful in that situation?
What made them successful?
What kept them from success?
How did the people affected by the situation handle it?
Who was to blame for the situation?
Who got the credit/recognition?

The CEO was looking for attitudes, values, behaviors and
acknowledgment of personal skills that he felt were
critical to the culture change process. By having the
candidates evaluate the behaviors, values, and personal
skills of others he was able to better understand the
candidates own unique mix of values, behaviors and skills.
What came out of that last round of interviews helped him
make what is always - after all the dust has settled - an
intuitive decision. But an intuitive decision based on a
much greater understanding than by simply evaluating
candidate responses to questions about themselves.

Can this approach be applied at other levels in an
organization? Of course.

If you are using assessments to evaluate people for
selection, check to see if they provide you with these
kinds of insights. If they don't - or if they are too
complex to be applied in the real world, look for
assessments that can help. They exist, I can assure you.

In addition to assessments, hiring managers and their
support people can develop the expertise to make this
approach a key part of their selection and development
process. People have beliefs that come out in their
perception of the behavior of others. A good example is the
high control micro manager. There is a very good chance
that a high control person has a value that places low
trust on others, and that person assumes others feel the
same way. Interviews can peel away the responses that the
candidate feels are expected, and get at their beliefs -
the belief they express through their opinion of others.

Another example is the person who uses blame in a response
to a question about others - either to defend or to place
fault. You can bet that person will be a blamer, regardless
how they may portray their own behavior in an interview.

It's important to get the candidate to tell you about
themselves, but it is equally valuable to get them to tell
you about their evaluation of others - it tells you so much
about them. Use this key to increase your success in
dealing with people in all kinds of situations.

----------------------------------------------------
Andy Cox founded Cox Consulting Group in 1995 after
extensive experience in leadership positions in Fortune 500
corporations. His focus is on helping clients select,
develop, retain and enhance the performance of leaders and
emerging leaders Click on http://www.coxconsultgroup.com
for more information on the selection of the right people
for the right jobs.

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