Most importantly, when you use yourself as a model your own ego has to get in the way. It is helpful in team building, instilling a spirit of cooperation and participation, and even in focusing the organization on the importance of hiring the right people. It is not, however, effective at identifying the critical reasons candidates fail or succeed on the job. There are two flaws with the deductive or brainstorming approach. Second, they focus on attitudes, experience and abilities, not on skills.
Skills are the critical elements that consistently predict job success.
Incentives can motivate a skilled person, but all the motivation and good intentions won't improve an unskilled candidate. Not Researching the Reasons People Have Failed in a Job Research consistently shows that people fail in a job due to factors different from the criteria used to select them. Most managers can list the two, three or four most common reasons people have failed. Surprisingly, however, this exercise is seldom part of the process used to select the criteria to select new candidates. For example, in most competitive sales situations, the average potential customer buys from a new salesperson only after six contacts.