3 Telling Behaviours to Aid Your Hiring Decisions

Although the importance of a company’s application process is undeniable, it can also feel like one of HR’s more bureaucratic and mundane practices. This is especially true if an applicant pool is large and lacking in variation. The bright side to this, however, is that you’re able to validate your hiring decisions by comparing one person to another 50.

In the opposite scenario, being left with only one appropriate applicant can leave you feeling insecure about your decisions. So, it’s important to notice whether you’re disregarding a strong candidate because there is nobody else to pin him against. Since everybody deserves a fair chance, this article outlines 3 telling employee behaviours to compare your new potential employee to. Check them out below!

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Varying levels of job performance 

As you probably know from your own office, job performance levels vary depending on the individual. From a recruitment perspective, classifying different types of employee behaviours from the get go is an essential skill. Some widely relied on behavioural classifications include ‘task performance’, ‘citizenship behavior’ and ‘counterproductive behavior’.

1. Task Performance 

Task performance describes the employee behaviours that make it possible for your office to provide for its client. So when hiring, it’s key to outline ways a candidate shows he/ she will be proactive at work. For example, do they seem genuinely interested in the job or are they widely concerned with factors outside the task itself? It is equally important to know whether an applicant has taken initiative in the job application process as well. This can include anything from level of engagement during an interview to calling up recruiters themselves.

In addition to ensuring routine upkeep, this performance level also includes creative responses too. Consider whether or not the applicant has shown they’ll be able to adapt to an unusual situation. And if you’re unsure, are you certain that the right interview questions are being asked to determine this?

2. Citizenship Behaviour 

Beyond task performance, citizenship behaviour describes the actions that go above what is expected of the employee. This behaviour might appear to have little effect on revenue streams, but its influence in the workplace massively impacts job performance. The domino effect that starts with neglecting citizenship behaviour often ends with high turnover rates. An unstable team due to low morale will drastically affect the value of your product or service!

Therefore, ensure that you trust the applicant sitting in front of you. A valuable telltale is to evaluate the way the candidate speaks about their last job. Do they sound reflective and constructive or does it reveal a problematic side to the person sitting across the desk?

3. Counterproductive Behaviour 

Counterproductive behaviour consists of all the employee behaviours that deliberately detract from overall job accomplishment at an organisation. Although the levels of counterproductive behaviour fluctuate, your recruitment team should know how to spot an individual who might sabotage success at the office.

Consider the example of Anthony Levandowksi. During his time at Google, he allegedly stole organisational trade-secrets to form his own company, Ottomotto. This action resulted in a major lawsuit. Still, nobody can argue that the scandal came as a complete surprise. According to The New Yorker, Lewandowski presented signs of counterproductive behaviour since the beginning.  From being “prone to belittle teammates who disagreed with him” to damaging the Google’s million-dollar prototypes, Lewandowski’s counterproductive behaviour produced major financial repercussions for Google.

Although your office probably won’t experience a scandal as large, deviant behaviour should be always be recognised and addressed. If the person you’re anticipating hiring has demonstrated that he/ she does not suit your work environment, it is best to find a better fit. Being mindful of counterproductive behaviour inside the office is just as important too. By utilising Links People Analytics, for instance, gaining insight on employee behaviour becomes a simpler and more cost-effective task.

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Understand the type employee behaviours that exist
Understanding the application of these three employee behaviour groupings will allow any Human Resource Management team to forecast job performance in the long term. Even more so, this process sets a standard for behaviour at the office, outlining what behaviour is acceptable and what behaviour is not.

Implement this understanding in the job application process
Use what you know about employee behaviour to assess the candidate sitting in front of you. Ask him/ her questions that reveal who they are as a person, and in turn, as a worker.  If it doesn’t feel right, it probably isn’t worth risking.

Put this understanding into action in the workplace
Reward those who are consistent and cautious of displaying citizenship behaviour inside the office. Make sure they know they are appreciated. To those who consistently show counterproductive behaviour, take action. Decide whether they’re a team member worth keeping. If they are, provide them with strong constructive feedback.

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With 20 years of recruitment experience in Asia, Links has been trusted by over 10,000 clients with finding the best people to build their businesses. Get in touch with own of our representatives and learn how we can help you expand your team.

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Links International

Links International

Links International is an award-winning industry leader in innovative human resources outsourcing in Asia. Links was established in 1999 and has offices in Hong Kong, Singapore, Shanghai, Zhuhai, Macau, Malaysia, Taiwan, Vietnam and Australia.

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