On Recruitment – and Getting it Right

We are all faced with the really challenging question when we decide to employ someone within our business or team:

Are they going to be the right fit and do they have the required skills and capacity to do what is required?

Having been involved in a number of spectacularly unsuccessful recruitment decisions in years past, I well understand the problems that arise when things go “pear shaped”. 

Thankfully, there are solutions available which will reduce the chances of a recruitment campaign going awry.  When you consider the amount of time, effort and expense involved in undertaking a new appointment, the use of strategies and approaches that will go a long way to ensuring the success of the program are well worth the investment made.

Previous readers will know that we utilise the Trimetrix Tool in our business and with a number of our customers.  I have previously provided examples on this blog about the successes that have been enjoyed by us in the application of Trimetrix during the recruitment process (and also, very successfully, in the performance improvement arena).

The understanding of a potential staff member’s approach to their work and the way they will assess situations is incredibly valuable when it comes to making the “right” decision.  Often times, we find that the Trimetrix report will highlight areas that you or their manageer need to be aware of to ensure that you can work effectively with them to maximise their contribution and engagement – not only with your business, but also with your customers.  The development of open and detailed discussions about approach and perspective for a new team member can be incredibly valuable.  It will also highlight areas where they have particular skills that can be utililsed in the business/team to improve overall performance and particularly engagement.

One other aspect of the Trimetrix Tool is that there have been a number of benchmarking assessments performed around the world.  The benchmarking uses the responses and experience of “elite performers” in certain industries and sectors to highlight the underlying traits and approaches that are common in the best performers in an industry.  My colleague, Russ Wylie, has recently undertaken one such program with some of the absolute top performing real estate sales people in Australia.  The benchmark that is being developed will then enable the businesses using this benchmark to recruit against a very specific set of criteria that will help to ensure the success of the recruiting program for staff to enter this industry.  Believe it or not, high performers in particular roles all have certain behavioural characteristics that “predispose” them to success in their chosen field. 

Imagine if your business had access to this type of information – how would it improve the assessment and focus of any recruiting campaign that you were to undertake?  How much time, effort and money would it save by reducing the chances of “getting it wrong”?

Using Trimetrix changes the order of words in my question above (and removes the question mark) to give:

They are going to be the right fit and they do have the required skills and capacity to do what is required.

It’s your choice.  Do you want to get it right?

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