Read This Before You Decide on That Next Hire

You've just wrapped up an interview with a prospective candidate for a position you've been eager to fill. A smile graces your face. She was impressive. Sharp and a touch audacious, reminiscent of your younger, more spirited self. There's something about the gesture she made while passionately making her case that brought to mind a close friend. You genuinely liked her. She had the qualifications and seemed perfect for the job.

Then comes the second interview of the day, and your mood shifts from impressed to underwhelmed in a split second. The resume checks all the boxes, but something about him gives you pause. Perhaps it's his apparent lack of enthusiasm? Or his weak handshake? The interview proceeds smoothly: the candidate appears kind, open-minded, and qualified. However, the spark you felt with the first candidate is notably absent. Your decision has been made.

Now, let's briefly rain on this parade. Ever heard of the Halo/Horn effect? It's a subconscious bias where the presence of a positive or negative trait leads to assumptions about other traits, whether accurate or not.

The issue with this bias is that as an interviewer, you might be subtly influenced by factors unrelated to the candidate's ability to perform the job.

That "perfect candidate" could turn out to be a horrible team player, while the less impressive applicant might possess the patience and problem-solving skills your department so desperately needs. But can you accurately predict how someone will perform six or ten months down the line? Well, yes, you kind of can.

By evaluating a person’s deeper motivators and peeking underneath the hood of their visible behavior, you’ll get a clearer idea of how they’ll fit into your environment.

How do they foster relationships?
What motivates them?
What support do they require for this hire to be successful long-term?

Having candidates assessed by an objective third-party can save you a lot of frustration, time and resources.

Which brings us to our final point: hiring the wrong person isn't just a frustrating misstep, it's a costly one. Investing in training and integrating someone who ultimately doesn't deliver returns is unsustainable, particularly in times of economic uncertainty.

The conclusion? Don't judge a book by its cover — or a candidate by their handshake. Be mindful of your biases, invest in a solid assessment process, and spare yourself and your organization unnecessary headaches.