One thing I preach to my clients is that some criteria are far better predictors of recruiting and retention success than others.  Below is a passage from a recent press release I’d like to share with you.  It centers on some of this criteria and its relative importance in recruiting successfully.  You can view the press release here.

Research indicates that evaluating a candidate’s cultural fit first, capabilities and achievements second, and specific experience third leads to greatest success in recruiting and employee retention.

Even as the economy may appear to be softening, the process of hiring high-performance information technology, consulting, and software executives becomes even more critical.  According to Andrew LaCivita, CEO and Founder of milewalk in Park Ridge, IL, while many of his clients are hiring aggressively, they are finding it increasingly difficult to secure the greatest resources because current employers are going to great lengths to keep them.

He believes organizations need to broaden their approach in evaluating recruits.  Most employers include the typical criteria of skills and experience, but omit the most critical factors such as the candidate’s cultural fit and reasoning and decision-making processes.

“Organizations, regardless of their industry, need to adjust their hiring processes to evaluate and secure the most talented individuals.  We’ve observed many companies focusing heavily on a candidate’s skills and experience while neglecting the more predictive criteria.  Our research indicates that organizations need to evaluate cultural fit first, capabilities and achievements second, and specific experience third.  The order is vital in ensuring not only a successful recruiting campaign, but also in establishing a long-term relationship with the employee”, LaCivita says.

He adds, “While we consider the cultural, capability, and experience components to be core to the process, we feel the candidate’s emotional factors as well as external influences such as current employer, family, and confidants are equally important.  This follows the theory that people buy with emotion and justify with logic.  Changing companies is analogous to making any big purchase in life.  Ultimately, you need to separate the candidate from where he is today to achieve hiring success.  Without a clear understanding of the candidate’s emotional decision points, recruiters might find themselves merely hoping for success rather than building the highest probability of achieving it.”

milewalk is in the early stages of developing software to help organizations predict recruiting and retention success.  The software provides employers with a probability of success based on several factors from both the candidate and company side.  They are currently simulating results based on historical placements, and initial data shows this predictive approach to be promising.