About Us Icon About Us Icon Business Analyst Icon Business Analyst Icon CEO Icon CEO Icon Datameer Icon Datameer Icon Envelope Icon Envelope Icon Facebook Icon Facebook Icon Google Plus Icon Google Plus Icon Instagram Icon Instagram Icon IT Professional Icon IT Professional Icon Learn Icon Learn Icon Linkedin Icon Linkedin Icon Product Icon Product Icon Partners Icon Partners Icon Search Icon Search Icon Social Networks Icon Social Networks Icon Share Icon Share Icon Support Icon Support Icon Testimonial Icon Testimonial Icon Twitter Icon Twitter Icon

Datameer Blog

Hire for Potential Not Experience by Asking These 5 Key Questions

By on July 28, 2014

**This article originally appeared on Entrepreneur**

The people you hire directly affect how successful your business becomes. As the technology industry quickly expands, businesses are on the hunt for qualified candidates who can take their company to the next level.

But to find the right fit, hiring employers need to ditch the long-held belief that experience trumps all. Instead of looking for what a candidate has previously achieved, they should consider what applicants have the ability to accomplish. Using this new paradigm, focused on hiring for potential instead of experience, past performance is no longer an accurate proxy for future success.

According to the fifth annual Silicon Valley Bank Innovation Economy Outlook report, 80 percent of global technology executives plan to expand their business in the near future, yet they’re challenged by finding the right talent. The same report found that 90 percent of executives have a difficult time finding the right person for the job. And when rushed to fill a position, employers often hire the wrong person costing their company even more. A recent CareerBuilder survey found that for 27 percent of U.S. employees a bad hire could cost their company more than $50,000.

So it’s crucial to invest in recruiting, hiring and retaining the right people.

So how does an employer predict potential?

Rely on Korn/Ferry’s hiring and training strategy that identifies 67 core competencies that are desirable in candidates including business acumen, career ambition, composure, compassion and ability to deal with ambiguity.

In addition, interviews examining behavior style have been used by Apple and Google units to assess overall talent performance and zero in on employees who demonstrate a propensity for characteristics or behavior proved by data to be tied to workplace success.

In hiring, the most critical skill is the ability to learn on the fly. A candidate’s resume may indicate that the individual managed a successful project at a high-end company. But it’s even more important to know what conflicts that person encountered and how he or she overcame them. To discover if a candidate is an agile learner, ask candidates to reflect on experiences and provide specific scenarios, approaches and results. Here are some sample questions to ask:

1. Can you describe a time when you suddenly changed a job or situation?

2. Could you tell me about a time when a professional crisis made what you’d been working on obsolete or ineffective?

3. Can you recall an instance when you had a professional problem and did not know what to do?

4. Can you explain how your work habits change when you don’t know exactly what to do

5. Would you be willing to tell me about a time when you had more to do that you could possibly get done.

There are no right or wrong answers, but assessing an applicant for these competencies can help locate a candidate who would excel in the position.

People don’t underperform because of their lack of experience; they underperform because of their lack of soft skills. And these soft skills identified by the Korn/Ferry strategy can help transcend the requirement for experience.


Connect with Datameer

Follow us on Twitter
Connect with us on LinkedIn, Google+ and Facebook


Stefan Groschupf

Stefan Groschupf

Stefan Groschupf is a big data veteran and serial entrepreneur with strong roots in the open source community. He was one of the very few early contributors to Nutch, the open source project that spun out Hadoop, which 10 years later, is considered a 20 billion dollar business. Open source technologies designed and coded by Stefan can be found running in all 20 of the Fortune 20 companies in the world, and innovative open source technologies like Kafka, Storm, Katta and Spark, all rely on technology Stefan designed more than a half decade ago. In 2003, Groschupf was named one of the most innovative Germans under 30 by Stern Magazine. In 2013, Fast Company named Datameer, one of the most innovative companies in the world. Stefan is currently CEO and Chairman of Datameer, the company he co-founded in 2009 after several years of architecting and implementing distributed big data analytic systems for companies like Apple, EMI Music, Hoffmann La Roche, AT&T, the European Union, and others. After two years in the market, Datameer was commercially deployed in more than 30 percent of the Fortune 20. Stefan is a frequent conference speaker, contributor to industry publications and books, holds patents and is advising a set of startups on product, scale and operations. If not working, Stefan is backpacking, sea kayaking, kite boarding or mountain biking. He lives in San Francisco, California.

Subscribe