Behavioral Theories for Better Hiring

HR recruiting procedures typically include advice on how to make the best hiring decisions possible. A clear job role and responsibilities are just one aspect of it; other strategies and approaches include defining the appropriate culture and mission of the organization and attracting, choosing, and keeping top talent while maintaining equity, efficiency, and effectiveness throughout the process.

Companies still suffer with poor hiring decisions, which lower productivity and ultimately result in high turnover, even after they have ensured a uniform interview process and eliminated any unconscious prejudice.

Even after ensuring a standardized interview process and avoiding any unconscious bias, companies struggle with bad hiring decisions, resulting in decreased productivity and eventually leading to high turnover.

As per sources:

• In a?survey of 2,000 hiring managers,?74% reported hiring the wrong person?for a position at least once, and?41% said a bad hire had cost them over $25,000.?(CareerBuilder)

• The cost of a bad hire can be up to?30% of the employee's first-year earnings. (SHRM)

• The average cost of replacing an employee is around?33% of their annual salary.?(LinkedIn)

• A study found that?80% of employee turnover is due to bad hiring?decisions. (Harvard Business Review)

• In a?survey of 1,000 employees,?39% said they would consider quitting if their manager?hired a bad fit for the team. (Robert Half)

• Only?14% of organizations are confident in their ability to effectively manage?and develop their employees. (Deloitte)

How do we ensure the right hiring decisions are made?

Selectively screening resumes can be paired with psychometric assessments to bring more objectivity to decision-making at a behavioral level. Behavior is a function of personality and environment.

In this article, we will try to identify ways to determine personality during the recruitment process using social and behavioral theories to make better judgments concerning culture and competence.

1. Person-Organization Fitness Check:

A. Social Strain Theory

In the realm of HR and hiring practices, the lens of social strain theory offers valuable insights into understanding the dynamics of employment selection. Social strain theory suggests that individuals may turn to deviant behavior when they experience strain or stress in society, such as through blocked opportunities for success. In the context of organizational hiring, this theory may influence decisions on the type of individuals to recruit.

Conformists may be less likely to engage in deviant behavior because they adhere closely to societal norms and expectations. However, hiring only conformists might stifle innovation and creativity within the organization.

Followers, who typically comply with the direction and goals set by others, might not necessarily be innovators themselves but can contribute to the execution of innovative ideas within an organization. They can provide support for innovative initiatives and help implement new strategies.

Innovators are crucial for driving change and pushing boundaries within an organization. They can introduce new ideas, processes, and products that can lead to growth and success. However, they may also be more likely to challenge existing norms and may not always conform to traditional ways of doing things.

From the perspective of social strain theory, hiring a mix of conformists, followers, and innovators might be beneficial. This diverse mix of personalities and perspectives can help mitigate strain within the organization by providing outlets for different types of individuals to thrive and contribute positively.

2. Person-Group Fittness Check:

A. OCEAN Method:

Hiring the right team involves considering various factors, including the OCEAN method. Here is how you can incorporate these traits into your hiring process:

1. Openness to Experience: Look for candidates who are curious, imaginative, and open-minded. They are more likely to adapt to new situations, come up with creative solutions, and embrace change. During interviews, ask questions about their interests outside of work, their willingness to learn new skills and their experiences with trying new approaches to solve problems.
2. Conscientiousness: Seek candidates who are organized, reliable, and self-disciplined. They are more likely to take their responsibilities seriously, meet deadlines, and pay attention to detail. Look for evidence of past achievements, consistency in their work history, and their ability to effectively manage their time and prioritize tasks.
3. Extraversion: Consider candidates who are outgoing, sociable, and assertive. They are more likely to excel in roles that require interaction with others, such as sales or leadership positions. Pay attention to their communication skills, their ability to work effectively in teams, and their enthusiasm for engaging with clients or customers.
4. Agreeableness: Evaluate candidates who are cooperative, compassionate, and empathetic. They are more likely to foster positive relationships with colleagues, clients, and stakeholders. Look for evidence of their ability to collaborate with others, resolve conflicts peacefully, and provide support to their teammates.
5. Neuroticism: Assess candidates' emotional stability, resilience, and ability to handle stress. While some degree of emotional sensitivity is normal and can be beneficial in certain roles, excessive neuroticism may lead to difficulties in managing emotions and coping with pressure. Ask situational questions to gauge how candidates handle stress, setbacks, and challenging situations.

The group fit also depends on the goals to be achieved and the type of personality required. Hiring in sales and marketing-related roles will be very different from hiring in leadership positions.

Each personality has a different impact on teams. A highly conscientious person with high neuroticism can negatively impact team performance, while a highly agreeable person will keep exploding the project scope and can hamper motivation for team members.

A right fit of personality for various roles in a team can mostly determine the right hire.

B. FIRO B Test:

The Fundamental Interpersonal Relations Orientation-Behaviour (FIRO-B) is a psychometric tool used to assess how individuals behave towards others and how they expect others to behave towards them. It evaluates three main dimensions of interpersonal needs: Inclusion, Control, and Affection. Using the FIRO-B in hiring decisions involves several steps to ensure that the candidates' interpersonal needs align well with the team and organizational culture.

Understanding FIRO-B Dimensions

a.????? Inclusion: Measures the need to belong to a group and participate in activities.

1. Expressed Inclusion: How much a person wants to include others.
2. Wanted Inclusion: How much a person wants to be included by others.

b. Control: Measures the need for influence and responsibility.

1. Expressed Control: How much a person wants to control others.
2. Wanted Control: How much a person wants others to control them.

c. Affection: Measures the need for closeness and personal connection.

1. Expressed Affection: How much a person wants to express affection.
2. Wanted Affection: How much a person wants to receive affection from others.

The hiring process depends on identifying the interpersonal needs and behaviors that are critical for success in the role. For example, a team leader might need high levels of expressed control but balanced levels of Wanted Control where as a customer service role might require high levels of Expressed and Wanted Affection for effective client interactions.

To get a better understanding of the above dimensions during an interview, probe deeper and ask the right questions. For example, if a candidate shows high levels of expressed control, ask for examples of how they have managed team dynamics in the past, and if there is a mismatch in expected team dynamics, ask how they would handle situations that may arise due to these differences.

Combining the psychometric assessments with other results (skills tests, interviews, and experience) helps make a holistic hiring decision.

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