A most interesting observation is that in all the material dealing with leadership and leadership issues, there is a very minimum of information devoted to effectively selecting top performers and developing those top performers into leaders. Transitioning to a High Performance Organization In selecting employees, organizations traditionally rely heavily on an interviewer s intuition. This provides subjective information about the candidate applying for the position. The future of the organization rests on the subjective judgment of the interviewer. In today s job market, seeing the true candidate has become a great challenge for organizations.
Many candidates come to interviews with their best face on.
It is difficult to know candidates true behavioral tendencies from the interview experience alone. This implies that when using traditional hiring practices, employers may easily have placed one out of every two employees in the wrong position. The transition to high performance may be achieved through the use of a behavioral comparison in order to fit a candidate to a position. A definition of the term behavior is any action that can be observed and recorded. The definition focuses on those observable, measurable actions that are critical to performance in a specific industry or organization.