Let’s face it, without the skills needed to do the job, it’s almost a non-starter.
If your candidate doesn’t have the technical competency to do the function or has previously performed a similar function, there will be a level of initial investment needed.
You can teach skills.
This isn’t the end of the world, and you shouldn’t write them off just because they don’t have technical competency in one area because you can train them up if needed.
And that’s precisely the point! You can train skills. Skills are capabilities that are primarily learnt on the job or in associated training sessions.
Other areas of assessment.
There are other capabilities, however, that are inherent or not so easily changed or adopted. Social skill is an example of this. Does your candidate have the ability to fit into your existing team seamlessly?
Self-management – does the candidate have the ability to self regulate and assess what they are about to do? Or do they shoot from the hip, and can your environment afford someone who operates like that?
These two competencies form part of EQ (emotional quotient), which is considered more critical to a candidate’s success than IQ in many circles.
Then there are motivations behind someone moving positions. For example, if they are moving because they are looking for a challenge, is that always OK? Have they spoken to their current manager about not being challenged? Will they talk to you if in 6 months if they are again feeling unchallenged, or will they be looking at the market?
What about the type of work? Yes, they may be a software developer, but is their preference project or support/BAU work? Do you have what they are looking for?
Then you have people who openly tell you they are looking for more money. Surprisingly this isn’t always an unreasonable request. If they are currently underpaid, then why wouldn’t they? But have they demonstrated to their existing manager why they should be getting paid more, or do they feel everyone else in the market in their function is getting more?
You also should be assessing for potential because you may be overlooking a future leader or high achiever. Have they been given special projects or assignments above their usual level of competency? What was the outcome? Have they ever shown initiative by being the change agent for continuous improvement?
The above assessment areas can differentiate between a nightmare hire and a fantastic hire, yet people still focus only on skills.
To add to this, managers also have varying competency levels when interviewing. Some have strong assessment skills, and others are happy to make a subjective decision (gut feeling).
The gut feeling shouldn’t be a reason to hire someone. You should be hiring on evidence or making an objective decision. Gut feeling is more useful when you sense something is wrong, and therefore it gives you an area to delve deeper into.
Don’t hire on a subjective decision, and don’t hire on skills alone. You are limiting yourself and potentially creating a risk.
We recognise the need for deeper pre-interview assessment from the agency, so that’s why we have created the +People Assessment Framework. With this framework, we cover all aspects of suitability at a high level before the interview, making the hiring managers job easier and more evidence-based.
If you would like to learn more about anything mentioned above, then get in touch at email@example.com, and we’ll get back to you for a chat.