Bridging the knowing-doing gap in hiring

Most hiring processes are shockingly dysfunctional

What we know is best

Bridging the knowing-doing gap in hiring has massive business relevance.

What we actually do

Why don’t we change our behavior?

This is how you should hire your next employee

  • Recognize the massive role that bias can play in the selection process
    Drop the belief that you have a special eye for talent or that you know a good candidate when you see one. Bias severely distorts your judgment, so you should never be too quick to trust yourself.
  • Immediately drop unstructured interviews and unvalidated tests (e.g. MBTI)
    Unstructured interviews and unvalidated tests, such as the Myers-Briggs Type Indicator, are major sources of bias. At best, they provide you no valuable information at all. At worst, they actively mislead you. Drop them immediately.
  • Screen for intelligence by using GCA tests
    Intelligence is the most important predictor of complex job performance. It can easily be screened with a validated general cognitive ability test.
  • Screen for certain personality traits by using FFM personality tests
    People who score high on conscientiousness and low on neuroticism perform better. To test for these traits, use a validated personality test, such as one based on the five-factor model of personality.
  • Screen for enthusiasm and mindset in a structured interview
    Job performance and mindset are additional important predictors of job performance. They can probably best be screened in an interview — but make sure to use a structured approach instead of a haphazard unstructured approach.

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Twan Ackermans

Twan Ackermans

Aspiring manager interested in the complexities of leadership. Trying to cut through the noise without losing an eye for detail. Stay curious.