Hiring smart people is a smart move. Research shows that such individuals possess a more robust professional experience compared to their peers, as well as far more than the requisite periphery knowledge necessary in dealing with a wide array of workplace circumstances. Hiring such individuals, therefore, is the clear and straightforward business play.
Based on collective conversations with nearly 50 CEOs, top-tier hiring managers, and seasoned HR professionals, however, we’ve noted a trend that often paints a dramatically different picture: Employing exceptionally smart people–from algorithmic geniuses to doctoral level strategic thinkers–is critically important, increasingly difficult, and could be a huge mistake.
Given the immense challenge of attracting qualified and smart people, most organizations are keenly afraid of doing anything that may discourage such candidates from completing the hiring process. As a result, many employers continue to view external assessment as dissuasive. In almost every case of catastrophic business-wide failure, however, our clients report regret in their decision to self-vet their top candidate instead of seeking the feedback of external assessment.
Hiring is hard. Hiring smart people who are also qualified is harder. Hiring smart, qualified, self-aware people who don’t derail your business and, instead, facilitate positive change within your workforce is the hardest of all. Let our smart people do the hard work.
As such, to mark the official launch of our newest and most advanced assessment innovation in the 50 year history of our company, we at Psynet Group excitedly present our newest and most provocative blog series to date: The Pitfalls of Hiring Smart People and Lessons from 1,000 Assessments.