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Hiring on Experience Firing for Behaviour

Hiring on Experience, Firing for Behaviour

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We hire for qualifications and experience and we fire for behaviour.

It’s extraordinary how often we ignore this maxim.

Think of your friends for example: how did they become friends?

  • Did you get buddy buddy with Fred because he has a BCom and 10 years of experience?
  • Do you go book clubbing with Thandi because she’s an advanced Excel user and a SixSigma Black Belt?

Probably not. You make friends on the basis that you get on with each other. This doesn’t mean you have to be personality, interest and character clones. Not at all. I have friends who are extroverted, noisy and drink too much (Ed – yes, we know who you are!). I also have friends who are thoughtful, reserved, patient and independent.

So why do we ignore this at work?

It makes sense for recruiters and people managers to sift through CVs for qualifications, experience and technical competencies. Then, after shortlisting, to have a deep and long look at behaviour and track record. If you hire, develop, promote and retain people who don’t fit their jobs and/or their teams from a behavioural point of view, you’re looking for staff turnover, frustrated teams and lower performance.

The good news, of course, is that we have the tools to measure behaviour in a simple and easy to understand format at R4,750 per person. How does that stack up against the costs of excessive turnover, dysfunctional teams, conflict and sub-optimal performance?

Let me know if you’d like to find out more. I work remotely via Zoom anywhere in the English speaking world. Just yesterday I worked in Johannesburg with a client in Cape Town on Zoom to define the performance and capability requirements for a new role in the business.