As the debate around extreme vetting heightens in the US, the discussion is shifting from border controls to hiring practices. Many businesses are looking to improve their service offering through requiring hiring agents to identify, in advance, behaviors that could potentially bring down an organization. There have been too many examples over the years of rogue behavior, particularly in the financial sector, causing havoc and destruction to businesses and their customers. To name but a few:
- Fannie Mae
Gone are the days when talent alone gets you a job. While this approach served organizations well in the past, Hirers are now being tasked with vetting for values; for indicators of malevolent behavior under pressure; for approach to money; for bias; for candidates, whose behavior is consistent with the organization’s beliefs, values and culture.
For example: In response to the many problems faced by the financial industry, FINRA set regulations in place to counter the growing numbers of cases involving illegal behavior on the part of executives in the industry. It stipulated that in addition to its normal oversight, it would be looking at:
- How businesses communicate and reinforce its culture directly, implicitly and through its reward system.
- What metrics are used to measure compliance with its cultural values?
- Implementation and consistent application of values throughout the organization.
HR departments, hiring organizations and executive search consultants are now under pressure to introduce #extremevetting using validated methods such as the DNA Behavior Natural Discovery Process, to reveal a range of behavioral strengths and limitations. Employers need HR departments and recruiters to get below the surface of candidates to reveal the behaviors that cannot easily be revealed through questioning. Employers are demanding a holistic personality approach, not just a range of complex questions and resumes to be the tools for selection, nor scanning their social media for clues.
While Big Data has a place, it cannot provide insight into the actual personality of individual prospective hires. People are unique; how they communicate, interact with each other, respond under pressure, manage their emotions, each of these will be different. Whatever the approach to building a picture of a candidate, a validated behavioral insights discovery procedure, such as the DNA Behavior Natural Discovery process provides 91% accuracy.
The cost of a bad hire is not the only driver of employers, the growing concern is will this employee fit the values and culture, or bring down my business? Further, recruitment agencies and executive search organizations are concerned with protecting the integrity of their own business by requiring clients to fit the role in terms of both skills and personality.
Many are now turning to the application of behavioral insights not just with candidates, but also through administering the DNA Behavior Discovery process with the client.
Recruiters assess the manager and culture of the organization to ensure their selected candidates are not just suitable for posts, not just a good fit, but that they know in advance how to communicate with managers and understand the values and culture of the organization.
Behaviorally smart organizations, whether recruiters or employers, define their values in cultural terms. And they now require interview processes to focus on whether the new hires will fit the desired culture without a steep learning curve to get up to speed. So, not just in terms of a candidate’s performance but their individual values and understanding of culture must align as well.
This #extremevetting approach when partnered with DNA Behavior and their Behavioral Intelligence Solutions is a behaviorally smart first step in the hiring process.