When you know a candidate’s motivations, you can better predict behavior and performance on the job and under a variety of circumstances.
After all, if the candidate’s motivations and the position’s responsibilities don’t match, probability of a poor fit and performance is high.
Don’t you agree?
PRINT® uncovers these core characteristics. The method is a stark contrast to traditional approaches that rely on personality traits or matching “high performer” characteristics – which can cause disastrous hiring decisions, as people exhibit the same behaviors but for different reasons.
Remember, behavior is an outcome of motivation. To reliably predict how a person will behave, you must know their motivations.
PRINT can also help you evaluate the fit between a potential employee and your company’s culture, as well as a candidate’s compatibility with a prospective manager and team. This information allows you to establish realistic expectations before hiring and manage easier after someone becomes an employee.
Let’s look at two of the most common factors that determine a candidate’s long-term success inside a company …
1. Will your candidate’s Unconscious Motivator needs (motivations responsible for their behavior and actions) be satisfied by the company, potential manager and other key people?
This information – only available from a PRINT assessment – is vital to predict fit and can have a huge impact on selecting the right people and retaining them.
If gaps exist (i.e. the candidate has inherent needs that potentially won’t be fulfilled by the company, manager or colleagues), you need strategies to fill the holes if you hire the candidate. These strategies are generally simple workarounds, but most interviewers don’t know to focus on them without PRINT.
Remember, regardless of how qualified a candidate might be, if Unconscious Motivator needs are not satisfied, he or she will likely fall into Shadow (unproductive, automatic behaviors) and performance success may diminish.
2. Will a candidate be “Triggered” by a prospective manager and other key people and vice versa?
This factor is particularly critical, as people can end up in an unproductive “Shadow dance” if Triggers aren’t examined beforehand.
As an interviewer, you can tailor questions to determine candidates’ flexibility and adaptability. And, just as with Unconscious Motivators, knowing Triggers allows you to gain added knowledge and arm yourself with questions that can lead to more realistic predictions about your candidates’ viability