In The Perfect Fit, Ed Grimshaw posits a more scientific approach aimed at managers, professional recruiters and even job candidates themselves.
CIO - Business Technology Leadership - www.CIO.co.uk
Almost all of us have hired people and in so doing have achieved a wide variety of successes and failures. Some of those we helped choose will have gone on to dazzling careers while others will have been disappointments. How did we make selection decisions? On a cocktail of CV, references, word of mouth, interview and a large shot of hunch and instinct of course.
In The Perfect Fit, Ed Grimshaw posits a more scientific approach aimed at managers, professional recruiters and even job candidates themselves. Grimshaw is realistic enough to know that most of us are resolutely unscientific:
"In my experience, common responses amongst some recruiting managers as to why they should recruit and select a particular candidate include: ‘Well I just get a gut feel they seem to be right for the job', or ‘She seems to have what we need', or ‘We just think they could do a good job for us'. Often, managers will intuitively select someone who they think is suited to the job but do not understand or are able to articulate exactly why. The intuitive skills of the manager take on the characteristics of a fortune-teller or tealeaf reader."
To get away from this unsatisfactory state of affairs, Grimshaw says that managers and recruiters need specific training in understanding what they want and how to get it. His advice leans at times on neuro-lingustic programming, but this is a broad book that extends out from an analysis of what recruiting really is, and forces the reader to examine what he or she is trying to achieve, before taking a deep dive into the appropriate processes around finding the right person for the right job.
CIO - Business Technology Leadership - www.CIO.co.uk
