Behavioural Profiling in Recruitment
So does behavioural profiling in recruitment really work?
We use a recent example to explain how profiling is used in the process, some of the benefits to clients, and for a client new to profiling a standard response we receive regularly.
“With the financial cost and potential disruption to business so high for getting recruitment decisions wrong, behavioural profiling provides another ‘proof point’ that just might make the difference.”
We recently completed a hire with a senior Financial Planner for a SME integrated financial planning and accounting firm. Standard in our process we include behavioural (psychometric) profiling.
Unfamiliar with profiling, once the recruitment hire was finalised the client asked for more information on behavioural profiling and whether they could put their entire team through the process. This is a very common response we have seen over many years.
As is often the case the client initially queried the benefit of the testing and had personal scepticism around the accuracy or value it might add. “I usually go on gut instinct, not sure I believe in this stuff!” All fair and reasonable.
What we suggest is not to make a decision based on the profiling, moreover it is another part of the process, and more often than not re-enforces beliefs already established about the preferred hire.
To explain this a little more, during the interview process we look at previous behaviour and forward motivations to establish likely future behaviours. Longevity, team orientation, drivers, client service ethic are a few of many factors we look at. Drilling down depending on the role and requirement we may exam steadiness, eye for detail, conscientiousness, influence, commercial awareness and more.
In this example the client required a ‘review’ style Financial Planner to manage existing relationships as a key requirement. Thus, steadiness, client service focus, relationship management, eye for detail were attributes sought. For those aware of DiSC profiling, SC was the profile sought. (For those not aware of DiSC there is a link to more information below).
Starting with a written brief on the company and role we provide to potential candidates, we sought to attract qualified Financial Planners demonstrating or leaning towards these characteristics. Our process through interview and client feedback sought to align the joint assessments of character (likely behaviour) and motivations, amongst other key technical and experience qualifiers.
In this profile example 'overview' we can see agreeableness, diligence and emotional stability all rank high, plus technical orientation 'eye for detail' is also very high.
Reference checking was then used to further qualify these assessments, based on past behaviours. The final step was to conduct behavioural profiling to verify the clients beliefs. In essence the process should align the three steps and provide assurity.
- Client + Consultant assessments
- Management reference checks
- Behavioural Profiling
Candidates stated motivations are also repeatedly checked for consistency.
To round the process, the profiling is used in conjunction with prior management references to recommend a management style consistent with the candidates behavioural preferences. A ‘How to Map’ for this particular individual relative to team integration, drivers and future performance.
With this information the Manager can be confident they are welcoming a new team member capable of performing the role, also armed with heightened awareness of predictive drivers and personal characteristics.
In our example above and is often the case with clients unfamiliar with behavioural profiling the client reached an obvious conclusion.
How valuable would it be to have a map for all employees?
Taking this a step further as a team building exercise, we also suggest running a training session to educate all employees about how the assessment is done, primary (DiSC) character styles, and how these play to each other in a work/social environment.
As a professional recruiter with twenty years’ experience this predictive three step verification process has proven highly successful.
With the financial cost and potential disruption to business so high for getting recruitment decisions wrong, behavioural profiling provides another ‘proof point’ that just might make the difference.
Team Building with DiSC
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