By BLR Founder and CEO Bob Brady
Google has shifted its hiring criteria from “rocket scientists” to team players. The question is ‘Why?’
Google, which has the reputation of hiring only the smartest of the smart (perfect SATs, “A” list colleges, highest grades), may be “dumbing down.”
According to newspaper reports, it is relaxing its hiring criteria and looking for better-rounded people. In a New York Times article, it was reported that Google is now having job applicants fill out a survey that asks about such things as how the applicant functions in meetings and other group settings, whether he or she had ever started a club or other organization, or worked for a nonprofit. The survey is one of the tools used in hiring.
Google hasn’t publicly stated why the company is changing its methods. Some speculate that the company is hiring so many people that they are running out of geniuses. But I have another theory: Perhaps they are also finding that book smarts and academic success doesn’t always translate into business success.
How the survey was developed is interesting: Google surveyed current employees – using the questions the new method was to use – then looked at employee performance ratings, and compared the two.
Presumably, if an answer to a question correlated highly with performance (either positively or negatively), it could be used to select in, or weed out, applicants.
This clearly isn’t rocket science. Many employers use similar tools, but Google is so good at so many things (including public relations) that it was news that this iconic company was using the technique. The fact that they hire so many people and that, in reality, the quality of their people’s intellect is really their principal product, also makes a compelling justification to invest a lot of resources in any tools that might work.
Is there anything in this for smaller employers, like BLR, and presumably, many of you?
These Tests Work for Us – What Works for You?
Over the years, we’ve investigated a number of professionally-developed survey tools to assess candidates. They’ve worked, up to a point. The problem was not their validity. It’s rather the fact that we don’t hire that many people every year so the cost and effort couldn’t be justified by the expected results.
We’ve been forced to rely on much less-scientific techniques, although they are borne out of the same premise. If you have a successful job-holder and are hiring for the same job, look for someone who thinks, acts, and exhibits the same interests. The problem with the unscientific approach is that you never really know whether the traits are just accidentally present or have a real impact. The success of the tool is also immensely dependent on the skill of the user.
I have such admiration for Google, though, that I’m persuaded to re-enter the fray. We use the basic Wonderlic intelligence test and the Comprehensive Personality Profile (CPP). The Wonderlic test gives you a great fix on key elements of the job. The CPP helps identify an applicant’s behavioral styles. Both tests help a good interviewer be better.
I particularly like the CPP’s assessment of learning and decision-making styles and its sales behavior reporting. (Will the applicant be able to make cold calls? Can he or she close a sale?) Is there a better way to test? Inquiring minds (and especially mine) want to know.
What tests do you use and how do they work for you? Please share a comment or email me at Rbrady@blr.com.
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Harvard psychologist, Dr. Howard Gardner, notes that there are seven forms of intelligence:
Linguistic/verbal intelligence
Logical/mathematical intelligence
Spatial intelligence
Interpersonal/social intelligence
Intrapersonal/self-developmental intelligence
Musical intelligence
Bodily kinesthetic intelligence
Traditionally, most American businesses have hired professionals and mangers largely on the basis of the first two forms of intelligence, and, depending on the job, somewhat the third. The world of commerce is full of exceptionally successful people with solid, but not spectacular ability on the two traditionally defined forms of intelligence as measured by classic IQ tests, SAT’s, etc. The reason most of these people succeeded isn’t luck or even “overachievement.” Rather it is because they are gifted in other forms of intelligence, quite frequently interpersonal or intrapersonal intelligence.
Google’s change in hiring strategy represents a shift to more emphasis on interpersonal intelligence, viz. “team players.” For many companies it will be equally important to emphasize intrapersonal intelligence in the future, that is the ability to grow and develop oneself; this is especially true considering the pace of change and demand for self development in corporations these days.
Charles F Schanie, PhD
Associates in Applied Psychology