| ful hiring, in any company, is one of the most | | | | importantly, find the right aptitudes for the |
| difficult tasks in which to achieve repeatable | | | | position? The first step is to identify the key |
| success. From unexpected outbursts to terminal | | | | performance indicators for the position. Key |
| tardiness to woeful incompetence, every | | | | performance indicators are the critical goals and |
| company has a hiring horror story regarding | | | | major business successes the job is accountable |
| employees who interviewed strong but | | | | for producing. These key performance indicators |
| performed poorly. | | | | become the reference point to which all future |
| Perhaps a subtle, but more dangerous occurrence | | | | candidates are measured. After this activity, |
| is the all-too-common hire who performs their job | | | | every step in your hiring process will become |
| in the gray twilight of mediocrity. They never rise | | | | increasingly more refined and focused. |
| to the occasion and they never catastrophically | | | | The second step is to use the key performance |
| fail. They interviewed well but now simply | | | | indicators as the reference for establishing a |
| perform their role in a nondescript manner within | | | | benchmark of the job. The simplest of questions |
| the company. Amass too many of these | | | | to begin with is; why does this job exist? What |
| employees and your company will be | | | | aptitudes are non-negotiable, mission-critical abilities |
| overwhelmed with mediocrity...or worse. How do | | | | that lead to success? Conversely, what aptitudes |
| you identify candidates who have unseen natural | | | | are not needed? In fact, some well developed |
| capacities that will elevate them to incredible | | | | aptitudes may actually be detrimental to success |
| achievements? | | | | in the role. Using the key performance indicators |
| The answer is aptitudes. Aptitude is defined as a | | | | to define the job leads to the last step. |
| natural ability, talent or aptness. Every salesperson | | | | Finally, objectively assess all screened candidates |
| has a different level of natural ability. Matching the | | | | against the newly formed benchmark. An |
| right abilities to the requirements of the job | | | | unbiased, fully validated aptitude assessment will |
| provides the best opportunity for superior | | | | reveal the candidate's natural abilities. These |
| performance. | | | | abilities are difficult to detect through phone |
| An example: Imagine two cars asked to go | | | | screens and interviews. Using objective |
| 90mph down the freeway. One car is straight off | | | | assessments will provide a detailed analysis of the |
| the NASCAR track and the other is a 1972 Ford | | | | candidate's "fit" to the position. |
| Pinto. Both cars can reach 90mph and, assuming | | | | The greatest payoff for matching aptitudes to |
| they are not ticketed, can maintain that speed for | | | | the job occurs after the newly hired employee |
| some duration. However, the Pinto is redlining and | | | | quickly hits their stride in the role. These |
| over time cannot maintain that pace. In a short | | | | employees are the ones that bring a smile to their |
| time, the Pinto’s engine will break down | | | | manager's face. They have an innate ability to |
| from the stress. Meanwhile, the NASCAR stock | | | | make the right decisions, leverage the best |
| car is effortlessly gliding down the road and can | | | | approach and achieve the most success. Over |
| easily maintain that speed for a long duration. The | | | | time, ongoing training, relevant experience and |
| same analogy applies to employees. The | | | | consistent management allow this employee to |
| employee with the right aptitudes for the position | | | | further develop these aptitudes into highly |
| will be able to perform at a high level without | | | | effective skills for their role. They will become |
| red-lining their abilities. | | | | superstars. |
| So how do you measure aptitudes and, more | | | | |