A new job listing might receive a deluge of resumes. Finding the proverbial needle in a haystack of high performers perfect for the open role can be challenging.
Unfortunately, many organizations resort to tools to improve the efficiency of weeding out irrelevant applicants. On the surface, this might seem like a great idea. However, tools that search for keywords aim to present hiring managers with the best match might reject high-performing applicants who might be a better fit. These tools cannot look at the whole picture.
A bad hire can affect an entire company
The ramifications of losing out on a high performer pale compared to those of a poor performer who doesn’t fit. Teams might experience all or some of the following negative consequences:
- Performance issues. Employees who aren’t a good fit may struggle to meet the performance expectations of their roles. This can decrease productivity and adversely affect the team’s overall output.
- Low morale. A mismatch can lead to frustration for employees who don’t fit in and their colleagues. This can result in a negative atmosphere in the workplace, lowering morale and potentially increasing conflict among team members.
- Cultural misalignment. Employees who don’t share or adapt to the company’s core values and culture may find it challenging to integrate effectively, disrupting the harmony and unity of a team.
- High turnover. A poor fit often leads to higher turnover rates due to voluntary attrition, which can be costly and time-consuming for the company. Recruiting, hiring, and training new employees can drain resources and focus.
- Damage to company reputation. If the employee fit is so poor that it leads to public mishaps or visible underperformance, it could harm the company’s reputation externally, affecting customer or client relationships and deterring potential future talent.
- Management challenges. Managing an employee who isn’t a good fit can consume a disproportionate amount of leaders’ and managers’ time and resources, detracting from their capacity to manage their team effectively and focus on strategic goals.
- Legal and compliance risks. In some cases, dealing with a misfit employee could lead to legal challenges, primarily if the termination of employment is not handled delicately or in compliance with labor laws.
- Training and development inefficiency. Investing in professional development for an employee who doesn’t fit in can result in wasted efforts and resources if the employee is unlikely to improve sufficiently to meet the job requirements or integrate into the company culture.
Preventing such scenarios requires reassessing the entire hiring process. Rather than trying to improve efficiency, hiring managers need to focus on a holistic process that evaluates the entire person and their potential, rather than simplistic keyword matching.
Hiring beyond resumes
While a resume provides a snapshot of a candidate’s qualifications and experience, it doesn’t give a complete picture of who they are as a person. It doesn’t give hiring managers a clear picture of what a person can achieve, their personality, work ethic, or potential to grow within an organization. Often, a resume can only scratch the surface.
As well, applicants might hold back on some of their most appealing attributes to fit a preconceived notion of what your organization is looking for. The only way to really get to know a person is to interview and ask the right questions.
Adaptability and communication can change everything
Communication, teamwork, and adaptability are just as important as technical skills. A candidate may have all the right qualifications on paper, but if they struggle to work collaboratively or communicate effectively, they may not fit your team. During the interview process, take the time to assess a candidate’s soft skills through behavioral questions and situational examples. Some questions to uncover communication skills include:
- How do you ensure clear communication with your team?
- Describe a time when you had to explain a complex idea or process to someone unfamiliar with the topic. How did you go about it?
- Tell me about a time when you disagreed with a team member. How did you handle the situation?
- What methods do you use to build relationships with coworkers, especially in new environments or teams?
- Have you ever had to manage a project with remote or cross-functional team members? How did you ensure collaboration and communication across the team?
- How do you prefer to receive feedback, and how do you respond to it?
- How do you handle situations when there is a lack of communication among team members?
- What strategies do you use to ensure all team members are included in the communication loop?
Cultural fit is key
Every organization has its unique culture, and finding candidates who align with your company’s values and mission is crucial for long-term success. A candidate who looks great on paper but doesn’t mesh well with your team or company culture may struggle to thrive in their role. During the interview, ask questions about candidates’ work styles, values, and goals to ensure they’re a good cultural fit.
Assessing whether a candidate is a good cultural fit for your company involves understanding how well their values, work style, and interpersonal skills align with the existing organizational culture. Here are some types of questions you could ask in an interview to evaluate cultural fit:
- How would you describe your ideal work environment?
- What management style do you work best under?
- Can you tell me about a time when you contributed to a team’s success?
- What values are most important to you in a workplace?
- Can you give an example of how you have adapted to a significant change at work?
- Have you ever had to learn a new policy or technology to keep up with your team’s expectations? How did you manage that?
- What did you like most about the company culture at your last job? What did you like least?
Evaluate growth potential
When hiring, it’s essential to consider what a candidate can bring to the table now and their potential for growth within your organization. A candidate with less experience but a solid drive to learn and develop their skills may be a better long-term investment than someone with an impressive resume but limited growth potential. Some common interview questions can help evaluate a candidate’s growth potential:
- What new skills or knowledge have you acquired in the last year?
- Can you describe a time when you had to learn something entirely outside of your comfort zone? How did you handle it?
- Tell me about a project or task where you exceeded expectations. What did you do that went beyond the job requirements?
- What motivates you to succeed?
- How do you handle feedback and incorporate it into your work?
- Can you share an example of a goal you didn’t meet and how you handled it?
- Describe a time when you took on a leadership role. What was the outcome?
- How do you prioritize your tasks and manage your time when working on multiple projects?
- What are your long-term professional goals, and how do you plan to achieve them?
Seek unique perspectives
Hiring candidates with diverse backgrounds and experiences can bring fresh perspectives and ideas to your team. By looking beyond the resume and considering candidates with non-traditional career paths or experiences, you may find hidden gems that can contribute to your organization in unique and valuable ways.
Seek emotional intelligence
On high-performing teams, empathy, imagination, and emotional intelligence can contribute to a team’s success beyond their workflow. These aren’t activities that can be trained, but they can be exhibited during the interview process. Ask questions such as:
Assessing a candidate’s emotional intelligence (EI) during an interview can give valuable insights into their ability to manage their emotions, work well with others, and handle stress effectively. Here are some questions that can help evaluate a candidate’s emotional intelligence:
- Can you tell me about a time you received criticism? How did you handle it?
- Describe a situation where you had to work closely with someone whose personality was very different from yours.
- Tell me about a stressful situation at work and how you managed it.
- Give an example of how you handled a conflict with a coworker or a manager.
- Have you ever made a mistake at work? How did you address it?
- Can you describe a time when you helped motivate a team or a colleague?
- How do you build relationships with team members when starting a new job?
- When was the last time you changed your mind about something important because someone else convinced you to?
- What do you do when you need to unwind from stress?
- How do you feel your coworkers would describe your personality?
Hire people, not resumes
While resumes are an important tool in the hiring process, they shouldn’t be the only factor considered when evaluating potential hires. By taking a holistic approach and considering a candidate’s soft skills, cultural fit, potential for growth, and diverse perspectives, you can make more informed hiring decisions that benefit your team and organization in the long run. The next time you’re reviewing resumes, remember to look beyond the bullet points and invest the time to get to know the person behind the resume.
And once you have a new high performer joining your team, look to Motivation Code to better understand how to help them find fulfillment in their new role. Based on decades of research in motivational science, Motivation Code gives leaders and teams the keys to understanding the high performers who bring innovation and creativity to organizations. Uncovering your team’s MCode can be a stepping stone to empowered teams finding creative solutions. Reach out to our team or try Motivation Code yourself to learn more.
