3. Selection is not ”shopping”

Depart from the traditional job descriptions for searching and selecting the candidates. If you are still in the old traditional way of evaluating and selecting talent, then it’s likely you will find yourself just like going through a supermarket with a shopping list and ticking items away.


People characteristics, values and behaviours are not like shopping items. Ticking them on a list does not mean this person is a better choice than the other.

Inviting candidates with the biggest number of ticked items can be disastrous. You may be leaving out candidates just because they may not receive all the checkmarks you thought they should have. Meeting or possessing some characteristics is the result of past employments and past job experiences.

But past is by no means a predictor of the future.

Need someone with four years of experience? What experience? Do you search for a person who was successfully arriving at work four years, or a person who was four years developing a process/product, made 12 mistakes, failed twice, and eventually achieved the result?

Decide what competencies are sought after and ask questions to find out if the candidate has those skills, but instead of asking how they would behave, ask how did they behave in the previous job situations. Note that CMC distinguishes three distinctive job-roles: specialist role, generalist role, and managerial role.

Your questions should require candidates to share examples of specific situations they’ve been in where they had to use certain skills. The answers should provide concrete evidence you can verify and trust as to how a candidate has dealt with issues in the past. Verify, question, dig into the background of the situations to learn if the past work performance proves what they are capable of doing in the future in that potential job-role.

The next pages will help you identify areas of behaviour, which should be verified; in addition to their professional excellence also their general business excellence: person’s productivity, relationships, quality, and leadership.

Therefore, focus on results and not only the experience, knowledge, and skills. These are only the consequences, if a person achieved some results – based on their behaviours.

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