He was an MIT graduate - with honors – and his skill set checked every box your team created. His past experience was impressive to say the least, and he was referred by a very reliable source. On paper and in person, he appeared to be the perfect addition to your team.
Months later, you fired him.
According to Mark Murphy’s Hiring for Attitude, almost 90% of employees “fail for attitudinal reasons” as opposed to technical abilities. In other words, while employers successfully screen for hard skills, they fall flat when screening for soft skills. Where does this discrepancy come from, and how can employers close this gap?
What is your organization working toward?
How did the candidate’s cultural fit influence your decision to hire?
How did the candidate illustrate their desire to do the job?
What did the candidate dislike about his/her previous position? How will this position remedy those items?
What were the candidate’s goals in taking this position?
What did the candidate like about his/her previous job? Will this position supply those aspects?
What is the candidate’s overall attitude toward his/her career? How do you know?
Let me guess: you answered “I don’t know” to most, if not all, of those questions. Therein lies the problem.
You see, the average organization focuses very little on what the candidate needs (I like to call this “Candidate DNA”) until it is too late. If the candidate does not have his/her needs met when entering the organization, attitudes will sour quicker than grapes.
When attitudes sour, you are right back in the office handing out pink slips.
None of us enjoy that.
There are 2 parts to Candidate DNA
Core 4 - Company
- Capacity - Does the candidate have the training/education to do the job?
- Character - Has the candidate shown they want to do the job?
- Competency - Does the candidate have the ability/behaviors to do the job?
- Culture - Does the candidate do the job the way the company does or wants to?
Core 4 - Candidate
- Pain - What does the candidate have and not want?
- Pleasure - What does the candidate have and want?
- Pursuit - What does the candidate not have and want?
- Personal - What does the candidate need?
My goal as both a business entrepreneur and parent of iY and Millennial children is to provide the insight necessary to bridge the gap between adults and the emerging generation through observation of previous generations in the workforce and the perceived vs. actual priorities of iY.