The TriMetrix HD Talent Indicator Assessment Enables 'Character' to be part of the Hiring and Promoting Conversation
In the recent MIT Sloan Management Review article, Mary Crossan presents a strong argument for the fact that most managers focus on competencies when evaluating candidates — but it’s character that will transform the DNA of the organization. Read her article here: https://sloanreview.mit.edu/article/make-character-count-in-hiring-and-promoting/
It’s been said that we hire for competence and fire for character. While managers often think that they hire for character, most have equated character with corporate business operations values fit (still important). But they’ve tended to give too much weight to character dimensions such as drive and accountability and too little to humility and temperance — which can result in bringing toxicity and weak judgment into the DNA of the organization. That often prompts individuals with strong character to either leave the organization or disengage. This is especially so when yet another high-profile promotion signals that the organization values a limited or unbalanced set of character behaviors.
I think there is something beyond the corporate business operations bias that is hindering evaluation and consideration of a candidate's character - a perceived inability to measure and discuss character in a valid and reliable way that effectively contributes to the evaluation of a candidate. BTW, this hiring blind spot is very applicable and critically important at all levels. It is most visible (and most painful) in leadership roles.
There’s no doubt that hiring, firing, and promotion fundamentally shape the culture of an organization for better and worse. Simply put, organizational culture reflects the character of individuals within it. Therefore, attending to character is a real leverage point. Having worked with many organizations seeking to successfully elevate character alongside competence in their HR practices, I can emphatically state there is an impact here that can increase profitability, sales, retention of top talent, and even market value in preparation for selling the company.
One of the reasons people struggle to assess character is that most of us operate with a pretty superficial and unsophisticated understanding of it, which often leads to our own imbalances and under appreciation for assessing character. Part of the development of character is observing it in others and witnessing examples of how deficiencies and excesses manifest in certain choices and behaviors. Seeing a person's character often requires us to recognize and appreciate our biases.
Understand that the interviewer’s character is revealed as well as the interviewee’s. It’s not uncommon to hear that people being interviewed were so impressed by the interviewer that it really sold them on joining the organization. However, the opposite can also happen. How many organizations turn off prospective candidates because their interviewers reveal some degree of imbalanced character? Maybe that is for the best ("they wouldn't fit in here")?
However, because few people understand the research-based view of what character is or how to develop it, they may react to candidate assessment initiatives with uncertainty and trepidation. That should be a warning signal that it’s a blind spot for the organization. It’s easy to recognize and close gaps on competence, but many organizations have been flying blind on character. Character can transform the culture of an organization, for good or for bad, whether we engage with it or not. Bringing it into HR practices such as hiring and promotion gives managers the opportunity to make it an organizational asset.
Take a look at the sample Talent Indicator report developed by TTI Success Insights (TTISI), a global talent and organizational assessment company headquartered in Scottsdale, AZ. The Talent Indicator report is a comprehensive tool designed to enhance both the recruitment process and personal development within organizations. This assessment integrates distinct scientific measures that contribute to a unique perspective on an individual's talent profile and potential compatibility with a specific role. Within this report there will be metrics that target attributes that have been identified as necessary for superior performance within the targeted role.
The TriMetrix HD talent report synthesizes data about the person from four sciences (behavioral style, driving forces/personal motivators, cognitive acumen and developed work-related skills) to create a multifaceted profile of an individual. This profile is then compared against a Job Benchmark report, which defines the ideal traits and competencies for a specific role, based on the same four sciences. The comparison yields valuable insights into the alignment between an individual’s natural behaviors, motivational drivers, skill set and value judgements based on the demands of the job.
Schedule a convenient time with Carl Nielson to discuss your organization's talent assessment needs by going to https://my.timetrade.com/book/2L3GC. To learn more about The Nielson Group go to https://www.nielsongroup.com