What is it to recruit someone these days? What are companies looking for from prospective candidates? Experience? A good CV? Someone who’s stayed in a company for a long time or someone who’s worked in various different environments? What answers are they looking from a prospective interview? What knowledge will they gain from asking set questions which often suggest stock questions?
And what are candidates looking for when they search a new job? When companies are being rated on Glassdoor and younger candidates want to feel that their job is reflection of who they are? They see no difference between the person they are at home and at work. When a candidate can research their prospective manager and colleagues on Linkedin and can find many details online?
How are the two aligned? Too many questions?… I’m not finished…
How can the recruitment process really respect who somebody is and vice-versa? How can a recruiter really understand how someone will respond on the job, the kind of role they are suited to, the kind of culture and environment that motivates that person, the way they make decisions and their natural learning style? How can a recruiter understand this and please the candidate at the same? How do we understand human? How do we recruit Human?
(Our answer) The answer is that rather than looking at CV’s – at skill sets, many of which we know will be outdated in ten years time, at experience – all of which say nothing about who that person is as a human being – or who they could become – we should be looking at that person’s actual personality. Their natural talents – meaning – how they behave, what motivates them and how they think.
And ironically – what is one of the best ways to really identify and to hire a human being – based on the merit of who they are? It is with assessment tools or predictive recruitment, using science and algorithms. It is a machine which will give the clearest, unbiased, most accurate portrait of who a person really is.
Many recruiters still say to us, but I can spot a great candidate within ten minutes of an interview. That a machine can’t replace the feeling that an experienced recruiter has when interviewing. But, if you look at the statistics for this, you can see that traditional interviews are not effective. In fact, seemingly attractive or dynamic interviewees are not necessarily more capable, we just assume they are. In reality, a traditional interview cannot touch on someones soft skills or analyse them in a meaningful way.
What’s more, with predictive recruitment it is possible to not only get detailed information on how that person will behave within the workplace, their relationship to others, how they communicate – it can also say what the potential of that person is in a certain job, with a manager or as part of a team. This is how you identify the real human being and the way to do that is to be able to understand the natural behaviour and skills of a prospective candidate.
Recruiting people based on mindset rather than skillset is essential for how we behave in our jobs presently. Attitude, soft skills, EQ – we all know that these are essential for Management or High Potential roles, but when we start to consider that all jobs involve working with others, within a culture and giving the most outstanding performance we can, it becomes clear that all jobs, no matter what the precise position, hinge on this idea that the human being is more important than the piece of paper that describes them.
Candidate’s, themselves, can also find an environment to work in that suits their personality – that allows their talents to shine and and offers them a way of being themselves. Once someone has been recruited on their natural behaviour, it logically follows that they will stay longer, perform better and go beyond their targets.
So, in short, the strangulation of my argument, if you’ll accept it, is that in fact, a machine can identify a human better than the old way of recruiting. That the old processes will no longer hold; that experience is not a good signifier of future performance, that a CV is not a good mirror of someone’s skills, that….in order to truly understand a human being, you need a to rely on algorithms to tell you in a factual, unbiased, non-discriminatory way who someone is, what they can do, how they do it and what they could do in the future.