Why Do Smart People Hire Dumb People?

Why Do Smart People Hire Dumb People?

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Why Do Smart People Hire Dumb People?

Hiring Advice – Why Do Smart People Hire Dumb People?

“What are the things you like doing the most?” you could ask a competent company manager. “Solving challenges,” “Thinking about how to better advertise our product line,” “Coaching a problematic employee,” “Making presentations to prospective clients,” or “Opening up a new branch,” are some of the phrases you could hear. “I really love interviewing candidates for our available jobs,” you’d get a hundred responses before hearing, “I truly enjoy interviewing candidates for our open positions.” Why Do Smart People Hire Dumb People?

Many people consider recruiting choices to be a crap shoot with a 50% probability of success. These are terrible odds. So, why do the majority of hiring managers struggle with the interview process, take shortcuts, and hire the incorrect person?

Why Do Smart People Hire Dumb People?

The author of “The Tipping Point” and “Blink,” Malcolm Gladwell, believes he knows the answer. Gladwell was the first speaker at the “Stories from the Near Future” New Yorker Conference in May 2008, and his theme was the “problem of employment in the current world.”

According to Gladwell, our society is going through a hiring crisis, and the foundation of the problem is what he refers to as the “mismatch problem” – the mismatch between the criteria we use to evaluate people and the talents and abilities that are actually necessary to succeed in a certain job.

Gladwell illustrates his thesis by describing the hiring process for teachers. For teaching assignments, it is a frequent desire to recruit the “best-educated, sharpest, and most experienced persons feasible.” We utilize these three criteria because we feel they are the “surest approach to assure” that we have hired the greatest teachers.

The reasoning of adopting credentialing requirements is debunked by Gladwell. He finds that “there isn’t any” link between “hard, objective, dependable standardized predictors of performance” and teacher quality. “We have a tendency to put assurance on something that is fundamentally ambiguous,” says the author.

His answer is to “Wait till they finish the task. Analyze them while they’re at work and apply your own subjective assessment.”Why Do Smart People Hire Dumb People?

“You want to acquire the best-educated, brightest, most experienced individuals imaginable,” Gladwell says, in order to “guarantee that we had better quality instructors in the classroom.” On the surface, the three criteria (best educated, smartest, and experience level) appear to be reasonable for applicant selection. But let’s dig a little deeper.

Education is an important factor to consider, and each employment will have a minimum requirement. Our education, on the other hand, just confirms what we already know. The schooling of a teacher has little bearing on how they will structure a lecture, present material, or connect, engage, and inspire a student, all of which are essential characteristics of a good educator.Why Do Smart People Hire Dumb People?

Our intelligence is a poor predictor of our success. According to studies, our IQ only accounts for roughly 10% to 15% of our overall performance. Our IQ is one of the least likely determinants of our success, but our social and emotional intelligence has a far better demonstrated association. Hiring supervisors are taken aback by this.

Experience is a tough thing to come by. We’ve all met lousy engineers, analysts, auto mechanics, and executives with ten or fifteen years of expertise. Do they, however, possess essential work skills such as initiative, integrity, and organizational commitment? Most likely not. Many businesses give out “rookie” prizes. They are more concerned with outcomes than

with tenure. I filled in for one semester at Texas Christian University in the 1990s while they looked for a full-time lecturer. Students assessed their lecturers in 17 areas at the conclusion of the semester. I was happy to earn superior results in 15 areas that compared my efficacy to that of other professors on campus for my first teaching job. My lack of experience

was neutralized by enthusiasm and a strong desire to help others develop. Why Do Smart People Hire Dumb People?

“We increased the bar on a lot of academic levels, pretty drastically,” Gladwell says, “because we believed it was the surest way to assure that we had better quality instructors in the classroom.” So, why do educational institutions pursue such erroneous goals? Why do all of those highly educated individuals do such stupid things? The solution emphasizes the inherent difficulties of the recruiting process, as well as a common hiring blunder made by most businesses. Hiring choices are made based on assumptions that have not been thoroughly examined during the interview. As a result, there’s a greater chance of employing a “mismatch.” A shortcut method is utilized to reduce risk and save time.

• One of the most common strategies to decrease risk is to refer a candidate internally. Referrals reduce the risk of hiring by 40%.
• They have 8 years of experience in the field. Lowered training and a shorter ramp-up period reduced the risk of recruiting by 15%.
• They’ve spent the previous four years working for a recognized rival. The rival has a reputation for having high standards. Competitor experience lowers the risk of hiring by additional 15%.
• They’ve just received certification in a highly sought-after talent and are a member of a local user group. The certification and local user group lower the risk of recruiting by 10%.

Why Do Smart People Hire Dumb People?

• The candidate attended the same institution as the hiring manager and studied marketing with the same professor. This is excellent karma, and it must be worth something. Let’s say they get a 5% risk reduction.
• We didn’t speak with a reference, but their recommendation letter was fantastic. What about a further 5% reduction?Why Do Smart People Hire Dumb People?

Our risk-mitigation method has cut our odds of employing a “mismatch” by 90 percent. We believe that reducing risk is the “surest approach to assure” that the correct individual gets recruited. While internal referrals, industry experience with competitors, and certification should all be considered in the recruiting process (maybe 25% to 30%), a more full picture of the individual is necessary. Our candidate has a lot going for them, but the only thing we know for certain is that they can do the job. We have just disclosed their qualifications, to Gladwell’s point. We don’t yet have proof that the candidate will perform exceptionally well in their duties. It’s still possible that we’ll hire a flop.

To support our judgment, we need to figure out the candidate’s most likely pattern of conduct. A formal behavioral interview is used to uncover behavior, which is occasionally supplemented by third-party assessments. A behavioral interview examines a candidate’s conduct in the past. It’s possible that a candidate will be asked to describe a particularly stressful incident. What steps did they take, and what was the outcome? Their responses may reveal information about how they cope with stress, their collaboration and cooperation styles, their capacity to convince others, or their analytical thinking. We begin to obtain a better idea of how the applicant could act in our setting by asking a series of probing questions.

We can better construct interview questions to evaluate if there is a fit or mismatch of applicants in the recruiting process if we know more about what drives the success of our present workers. We will get a comprehensive grasp of the “hard, objective, and dependable standardized predictors of performance” essential for our company’s success throughout time.

Why Do Smart People Hire Dumb People?

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Average Score 50-85%	40-38 points More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.		83-76  points Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.			52-49  points Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality 0-45%	37-1 points The background and/or significance are missing. No search history information is provided.		75-1 points Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.			48-1 points There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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