Why you should be hiring for behaviour, not skill
Traditional interviews typically judge how candidates perform in an interview and not how they would perform for the company if hired. As a hiring manager, you should be trying to find a candidate who will fit seamlessly into your existing team, regardless of experience.
Most hiring managers will ask questions based on past successes and failures, what they know about the company and where they see themselves in five years. This doesn’t exactly give you an accurate evaluation of a candidate and what their future performance would be. Realistically, you need to find out what kind of person the candidate is and what drives their behaviour.
If you needed them to stay late, would they be accommodating? If you asked them to do something that wasn’t officially in their job description, would they do it?
This is not saying that skill isn’t important, but skill can always be learnt, changing someone’s personality would be somewhat more challenging. You need to find out what it’s going to be like spending 40 hours a week with someone, day in and day out.
The Apprentice is a prime example of skill not always being a winning formula, with Alan Sugar regularly firing candidates because he ‘couldn’t imagine being in business with them.’
In the latest series of The Apprentice we’ve witnessed the girls team battling between themselves on the majority of tasks, thus reducing productivity on the task.
You need to consider whether your candidate would fit harmoniously within your team. Will they work well together or are you going to lose man hours having to resolve petty disputes between team?