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Investing thousands of pounds in the recruitment
and training of each new graduate recruit may be
just the beginning. Choosing the wrong
candidate may leave an organisation paying for
years to come.
Few companies will have escaped all of the following
failures: people who panic at the first sign of stress:
those with long, impressive qualifications who seem
incapable of learning: hypochondriacs whose
absentee record becomes astonishing: and the
unstable person later discovered to be a thief or
worse.
Less dramatic, but just as much a problem. is the
person who simply does not
come up to expectations,
who does not quite deliver:
who never becomes a high-flyer or even a steady performer; the employee with a fine future behind them.
The first point to bear in
mind at the recruitment
stage is that people don't
change. Intelligence levels
decline modestly, but
change little over their
working life. The same is
true of abilities, such as
learning languages and
handling numbers
Most people like to think
that personality can
change, particularly the
more negative features
such as anxiety, low esteem,
Impulsiveness or a lack of
emotional warmth. But
data collected over 50 years
gives a clear message: still
stable after all these years.
Extroverts become slightly
less extroverted: the acutely
shy appear a little less so,
but the fundamentals remain much the same.
Personal crises can affect
the way we cope with
things: we might take up or
drop drink, drugs, religion
or relaxation techniques, which can have pretty dramatic effects. Skills can be
improved, and new ones
introduced, but at rather
different rates. People can
be groomed for a job. Just
as politicians are carefully
repackaged through dress,
hairstyle and speech spe-
cialists so people can be
sent on training courses,
diplomas or experimental
weekends. But there is a
cost to all this which may
be more than the price of
the course. Better to select
for what you actually see
rather than attempt to change it.