HR’s Secret Weapon Against Brilliant Jerks: Values-Based Hiring
Creating a values-based interviewing capability is a critical requirement
Posted on 11-23-2018, Read Time: Min
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Hiring a brilliant jerk is a mistake that can be especially destructive. It can translate into a big setback for the business. A brilliant jerk, while often looking brilliant themselves, can impact performance levels, slow a business down, negatively affect quality, snuff out enthusiasm, and erode the morale of the team. As their name suggests, brilliant jerks are often articulate, intelligent, charismatic, and deliver in the short-term. But at what cost?
You can recognize a brilliant jerk by these typical behaviors:
You can recognize a brilliant jerk by these typical behaviors:
- They are arrogant, headstrong and a bully.
- They are inflexible, unable and/or unwilling to change.
- They’re often Insensitive and insulting towards team mates.
- They focus only on themselves and what they want to achieve.
- They tend to be the manipulative figure on their team.
- They can inspire imitation, exacerbating the problem across the company.
The presence of a brilliant jerk can also sow seeds of doubt among the team regarding the leadership’s commitment to the company’s values — specifically their commitment to hiring the right people. By hiring a brilliant jerk, the leaders are not hiring “people like us.” So how do top HR leaders avoid this hiring pitfall?
Brilliant jerks get through the net because most companies are recruiting for skills and capabilities. But experienced HR leaders develop processes to ensure they don’t hire the wrong person for their company. One effective strategy is to develop a values-based hiring process for the company. In today’s world, it is not enough to recruit for skills and capabilities. Creating a values-based interviewing capability is a critical requirement. Companies do this by digging into the values of the business, and extracting a list of expected behaviors. They then craft a list of interview questions based on those expected behaviors.
During the interview process, each candidate is asked the same set of values-focused questions, and their answers are scored. This way, HR creates a uniform, data-driven process to evaluate values fit rather than rely on gut instinct. This values-based interview process can be replicated across branches, divisions, and countries, ensuring a consistent evaluation across the organization.
If a brilliant jerk happens to slip through, weeding out that employee quickly is paramount to preserving the long-term health of the company. It’s like checking out the bad apple before it has a chance to rot the rest. Some leaders hope the brilliant jerk will change over time, improve their toxic attitude and fit in better with the team, but they rarely do. The risks if you don’t fire them are significant. The upsides if you do fire them are just as significant.
Firing the brilliant jerk can often release the pressure that has built up in the company, and allow the others in the team to shine. It removes the unnecessary know-it-all ego and allows the team to be themselves and have honest conversations. Some companies tolerate brilliant jerks. But in the long run, the cost to effective teamwork is too high.
Brilliant jerks get through the net because most companies are recruiting for skills and capabilities. But experienced HR leaders develop processes to ensure they don’t hire the wrong person for their company. One effective strategy is to develop a values-based hiring process for the company. In today’s world, it is not enough to recruit for skills and capabilities. Creating a values-based interviewing capability is a critical requirement. Companies do this by digging into the values of the business, and extracting a list of expected behaviors. They then craft a list of interview questions based on those expected behaviors.
During the interview process, each candidate is asked the same set of values-focused questions, and their answers are scored. This way, HR creates a uniform, data-driven process to evaluate values fit rather than rely on gut instinct. This values-based interview process can be replicated across branches, divisions, and countries, ensuring a consistent evaluation across the organization.
If a brilliant jerk happens to slip through, weeding out that employee quickly is paramount to preserving the long-term health of the company. It’s like checking out the bad apple before it has a chance to rot the rest. Some leaders hope the brilliant jerk will change over time, improve their toxic attitude and fit in better with the team, but they rarely do. The risks if you don’t fire them are significant. The upsides if you do fire them are just as significant.
Firing the brilliant jerk can often release the pressure that has built up in the company, and allow the others in the team to shine. It removes the unnecessary know-it-all ego and allows the team to be themselves and have honest conversations. Some companies tolerate brilliant jerks. But in the long run, the cost to effective teamwork is too high.
Author Bio
| Bretton Putter is a leading expert on startup and high-growth company culture. As Managing Partner of a global executive search firm, he sourced CxOs, VPs and Directors for more than 400 startups and high-growth companies. He is the founder and CEO of CultureGene, a company culture consultancy, writes a popular blog on culture-driven companies, is a sought-after speaker, and a contributor to Forbes. His new book is Culture Decks Decoded: Transform Your Culture Into A Visible, Conscious And Tangible Asset. Visit brettonputter.com Follow @BrettonPutter Connect Bretton Putter |
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