Is the Best Candidate on Paper the One to be Recruited?

best candidate splenday blog
Is the Best Candidate on Paper the One to be Recruited?

Candidates who meet all position requirements might not necessarily be the best person for your company.

Recruitment is a long-term undertaking. Expectations of the position that is being filled right now will evolve over time and thus, the person holding the position must be able to adapt to changes. For this to happen, new hires must be flexible and motivated.

Unfortunately, for most parts, these traits are not evident amongst candidates who are perfect on paper and those who have “seen it all”. Is it better to target a profile matching the exact requirements or a profile with potential? We bet that the latter will be more inclined towards adapting changes than the former.

Would other recruitment criteria be more essential than the position requirements?

Evaluating candidates’ adaptability to the company is a key element. The company’s management approach, the company’s culture, the specific job functions or market conditions may influence the well-being, engagement and performance of employees.

Do as much as you can to maintain new hires’ enthusiasm and motivation.

How can a company ensure the best fit when hiring?

Recruitment is not all about the hiring company.  Seek candidates whose career aspirations align with your company’s objectives.

Provide your new hires with exciting challenges. This will motivate them further as they progress in acquiring and mastering new skills.

One of the keys to overcome challenges in the job market.

When you do not limit your choice to just “paper-perfect” candidates, you open doors to more possibilities – candidates who are “perfect” in their “imperfections”.

Would you recruit someone who has “seen it all” or someone who is attentive and represents potential to grow along with your company?

We admit that competencies of certain positions do not always make this approach easy.

There are also situations where one has no choice but to hire candidates with only potential and train them to master required skills.

For example, recruitment of salesperson for a company that sell motorcycles and accessories.

The company would ideally hire candidates with sales skills, know how to ride a motorcycle and able to install accessories that customers want.

We have often found that employees are more successful and bring more to the company when they are not “paper-perfect” at the point of hiring.

So, would the value of employees be based on their competencies, or rather, their ability to do things they have never done before?