Understanding how people perform as early in the recruitment process as possible will build stronger teams from the start.
One of the biggest difficulties in recruitment is making an accurate prediction about how well a candidate will perform in the position. In this process, the interview is an important piece of it, when data about the candidate can be further obtained and checked.
Good companies have many candidates to choose from. Good candidates generally have many opportunities from which to choose. For candidates to be attracted to your opportunity, you need to make the position appealing.
In addition, it’s critical to begin connecting the candidate to the job and the team. Efficient on-boarding, employee effectiveness, and quality management all start with good interviewing by organizations and their managers.
When hiring, we naturally go with our gut or instinctive awareness of candidates.
While it can be somewhat useful and necessary, instinct is too subjective and too affected by individual biases to be consistently effective in hiring.
Even if a better instinct is honed over many years of experience, instinct is still not good enough, nor is it objective, sharable, and scalable.
See for yourself how the GRI improves recruiting.
Attend the masterclass to learn proven techniques and better recruit the talents your organization needs.
Develop your skills to analyze a position’s demands with the PBI (Position Behavior Indicator) techniques and better advise managers for whom you hire.
Apply GRI to be more effective in attracting the right candidates, analyzing, interviewing, providing feedback, making recommendations to those you recruit for, and onboarding the candidates.
Our actions and beliefs are inherently colored by our worldview: our motivations, what drives us, and our expectations. This leads us to make assumptions about others, but what works for us may not apply to the position we are filling or to the person we interview.
Once the GRI profile and PBI (Position Behavior Indicator) of the positions are available, these data help set you apart from the process, put yourself into the candidates' shoes, refrain from judging, reach out to understand their views, and make hiring decisions at a new level.
The behavioral aspects of a position are always the fuzziest to define for everyone involved in the process of hiring. The person can be consistently managed in the organization only after there is an agreement in defining the demands of the job.
The advertising must be able to attract those who are the best fit for the job. Once the PBI is defined it’s easier to define what will attract them using what we know from the behavior profile of the job, and what will motivate them.
Get to know a candidate faster, by asking more appropriate questions. Have the information to ask other questions you might not have thought to ask before having the GRI behavior profile in hand and applying the profile to the position.
Using the GRI profiles, focus on candidates who meet the job requirements. The selection is based on all the characteristics of the candidates that are required and can be screened, including their behavior profile.
Interviewing is not just an audition for a role. Good candidates need to be attracted to the job, and the position needs to be sold to them. Everything we get from the GRI survey and the behavior profile for the position will help you do that.
A great hire does not stop once the recruitment decision is made. It’s just the beginning. With the GRI profiles of the team that the new employees join, you can assist them in better understanding each other and be successful working together from the beginning.
Being literate with the GRI visual language will improve communication. This is especially true with line managers and executives, sharing with them how new hires will be on the best track to perform and experience success.
Contact us to discuss how we can assist you and your company.
