For the past 30 years, I have taught employers that taking time to observe behavior is so much more effective than just asking a bunch of questions across a table. After all, you’re making a big investment, even if you’re hiring a front-line professional. And when I say “behavior,” I’m not just talking about what they do and say in some sort of assessment. I’m talking about the little proclivities that you will have to live with if they join your organization.
Someone in a session a few months back told me he sends promising applicants out to lunch with the other members of his team as a final step in the selection process. Once he’s satisfied that the applicant has what it takes to do the job, he turns them over those who will have to work with and depend on them day after day. They get to know the applicant on a personal level. After 45 minutes or so, most individuals begin to relax and let their guard down. That’s when you find out what they’ll be like to work with and live with.
Every time he does this, it costs about $100 in lunch money and two hours of each team member’s staff time. But if you’re making a $100,000 decision, why wouldn’t you do that? The vast majority of applicants have been approved by the team after this exercise. But there have been a few that flamed out during lunch. In his mind, ferreting out these few mismatches are more than worth the time and expense.
Job tenure is getting shorter and shorter and the average employee is becoming more detached. Now more than ever, it is critical to examine behavior in addition to what is said during the interviews and assessments.