This document discusses key factors for predicting successful hires. It argues that soft skills like professionalism, interpersonal skills, problem-solving, adaptability, and personal values are better predictors of job success than hard skills. The document recommends assessing a candidate's past work performance to scientifically predict their future performance, as this is the single best predictor. Traditional hiring techniques are not as effective, and organizations would benefit from evaluating soft skills and past performance.

1. Soft skills,
hard benefits.
Assessing thekey predictors of successful hires.

2. Resign yourself
to this reality.
Introduction
Want to hire a superstar? Good luck. Odds are you’ll fail.
We’re sorry to have to present these painful truths, but facts are facts:
Thenumbers areabsolutetortureto anyonecharged with finding and keeping talent.
* Source: “Hirefor Attitude” Forbes, January 23, 2012
† Source: “Hiring for attitude: Research & tools to skyrocket your success rate” Mark Murphy, Leadership IQ, 2012

3. Hiring well
is hard.
Introduction

4. ‘Soft skills’
are the
hard part.
Introduction
Research has proven over and over again
that proficiency in a short list of
competency areas, which focus on soft
skills, are the true predictors of success in
almost every job.

5. How do you
predict success?
Introduction
You know what could go wrong, right?
That person… He or she dressed
perfectly. Great answers. Warm smile.
Cool customer.
The candidate seemed so ideal for the
job. Then, they accepted the offer.
And joined the organization. And
poisoned it.
Productivity suffered. Client
relationships got rocky. Morale took a
dive. The happy ending came when
their employment finally ended.
Why couldn’t you see this coming?

6. The key to
predicting future
performance:
past performance.
Introduction

7. Professionalism
Interpersonal
skills
Problem solving
and adaptability
Personal value

8. Professionalism
1
—
Professionalism tops thelist of success predictors.
Havewestated theobvious? Yes.
Professionalism is the“priceof entry” for most positions
(unless you valueunprofessional workers).

9. Professionalism
Interpersonal
skills
Problem solving
and adaptability
Personal value
commitment

10. Interpersonal skills
2
—
Can personality tests provideinsights regarding
a candidate’s interpersonal skills? Yes.
Can they reveal how well thecandidateworked
in team situations in prior jobs? Not very well.
You need a better sourceof data.

11. Professionalism
Interpersonal
skills
Problem solving
and adaptability
Personal value
commitment
Managing others
Leadership

12. Problem solving and adaptability
3
—
Problem solving and adaptability arealso top predictors
of success. Essentially, every job calls on somedegree
of problem solving; specifically, theemployee’s
ability to assess and analyzeissues and identify
solutions. What’s more, every job requires adaptability
to changing conditions.

13. skills
Problem solving
adaptability
Personal value
commitment
Managing others
Leadership

14. Personal valuecommitment
4
—
As someonerelied upon to evaluateand hiretalent,
you must assess a candidate’s personal values
such as ethics and honesty (or lack of).

15. adaptability
Personal value
commitment
Managing others
Leadership

16. Managing others
5
—
A great number of positions demand management skills,
and for many of thosethat don’t, you probably hope
a new hirecould befuturemanagement material.

17. Personal value
commitment
Managing others
Leadership

18. Leadership
6
—
Thetruly high-profilejobs – whereleadership is required –
call for an even larger set of competencies. And predictability
is often even moreevasive.

19. The futureof your
organization depends
upon assessing the
past performance of
your job candidates.
Conclusion

20. Conclusion
Traditional assessment and hiring techniques
aren’t working. Organizations are still plagued
by high turnover, mediocre performance, and
hiring inefficiency.
A scientific assessment of
past work performanceis the
singlebest predictor of future
job success.

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