Hire

 
 
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Learning goals for this aptitude

– Understand why hiring is important to talent optimization.

– Be able to list and describe the four activities in the hire aptitude.

– Use the associated maturity model to identify an organization’s level of maturity for the hire aptitude.

Hire is part three of the four-part talent optimization discipline. This is where you’ll use talent optimization insights based on people data to hire top talent and build high-performing teams. In a large or growing organization, hiring is happening constantly. You may simultaneously be hiring for a new position, a position that you’ve recently modified based on a change in strategy, and hiring to fill a turnover gap. The activities described in this section apply to promotion situations and internal transfers as well.

Why hire is important to talent optimization

Hiring is a critical activity in any organization regardless of its size, industry, or state of maturity. The ability to hire well sets the stage for future organizational success. Putting the right person in the right role also contributes to others’ confidence in the organization’s overall effectiveness; top performers prefer to work with other top performers. By contrast, a mishire can have devastating consequences not just on the organization’s business results but also on the engagement and welfare of other employees.

The hire aptitude is composed of four activities

Hire in Action | Windover Construction

Have you ever asked someone how things are going when they’re in the midst of building a home or conducting a renovation? Typically after the ceremonious “good,” a litany of complaints follow. 

They told me the job would be done in six months, and it’s been nine! 

I’m fed up! They quoted me a reasonable amount, but we’re already way over budget and nowhere near done.

The list goes on.

Conscious that the construction experience can sometimes be viewed with apprehension, the founders of Windover Construction vowed to do things differently. 

To stand out in such a commoditized space, Windover focused on being the kind of construction company “Where teamwork builds results.” They decided to make team-oriented customer-focused talent their differentiator and set out to hire top-performers.

Windover leveraged behavioral and cognitive assessments to collect the critical people data they needed to ensure they were hiring customer-first employees to set their company apart.

Leveraging assessments to collect critical people data also had the added benefit of helping Windover to scale their hiring and recruiting practices. As a result, Windover grew from 20 to 100 employees in a short period of time.