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How to Hire A-Players: Finding the Top People for ... - GIT home page

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Popping <strong>the</strong> Hood on Candidates Using Assessment Tools 183<br />

The wholesaler hired her and saw her excel as a sales rep, but only<br />

<strong>for</strong> a time. Ultimately, Janet was not driven enough by <strong>the</strong> financial<br />

rewards of <strong>the</strong> job <strong>to</strong> stay with <strong>the</strong> company. She ended up leaving<br />

<strong>to</strong> spend more time with her kids and <strong>to</strong> pursue o<strong>the</strong>r interests that<br />

paid less but that she found more rewarding.<br />

Avoiding an Organ Rejection: The<br />

Importance of Cultural Fit<br />

The <strong>to</strong>pic of cultural fit often comes up when I consult with companies.<br />

Every executive understands on a gut level that A-players typically<br />

possess more than just strong technical skills. A-players also<br />

build relationships, earn trust, and influence o<strong>the</strong>rs in ways that<br />

make <strong>the</strong> entire organization more effective. Zeroing in on such<br />

skills is ano<strong>the</strong>r area where <strong>the</strong> right assessment <strong>to</strong>ols can help <strong>to</strong><br />

avoid bad hires.<br />

I once aided a consulting firm in improving its business development<br />

and client satisfaction results. As part of this project, we assessed<br />

every consultant from <strong>the</strong> managing partners <strong>to</strong> entry-level<br />

associates. One particular item jumped out at me upon reviewing<br />

<strong>the</strong> results: Not one person in this entire firm was deeply motivated<br />

by personal au<strong>to</strong>nomy and having control. In fact, most of <strong>the</strong> consultants<br />

disliked people who wanted <strong>to</strong> be in <strong>the</strong> limelight. This<br />

firm’s leaders supported a highly democratic environment in which<br />

no one felt left out or taken advantage of as decisions were made.<br />

Anyone strongly motivated by au<strong>to</strong>nomy and control would stick<br />

out in this firm. Their coworkers would dislike <strong>the</strong>m and see <strong>the</strong>m<br />

as power-hungry and constantly jockeying <strong>for</strong> position. Like a body<br />

rejecting a transplanted organ, this firm was likely <strong>to</strong> snub any individual<br />

who did not fit in<strong>to</strong> its democratic culture.<br />

Of course, <strong>the</strong>re could be a situation where this firm actually<br />

needed <strong>to</strong> hire a much more au<strong>to</strong>nomous, individualistic person <strong>for</strong> a<br />

particular role. But because of this cultural issue, <strong>the</strong> firm’s leaders<br />

needed <strong>to</strong> pay special attention <strong>to</strong> <strong>the</strong> motivational profile of everyone<br />

hired. We used assessment <strong>to</strong>ols <strong>to</strong> identify people with both <strong>the</strong><br />

technical skills and <strong>the</strong> cultural fit <strong>to</strong> be effective in this environment.

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