Before NFL teams select players in the annual draft, they don't just read a stat sheet and ask the players' college coaches how well they performed. They watch hours of film on each player and hold the annual NFL Combine to confirm that prospects have the attributes that they are seeking.
These teams then invite prospects to preseason tryouts, weening down their roster from 90 players to 53 by the start of the regular season.
But in our industry, we choose to search through stacks of hundreds of dishonest resumes hoping to do three interviews and hire the best of the three.
How can we apply the NFL's methodology to the tire industry?
You can make interviews longer and more intense — almost more like a short internship than a long interview. This would give better insights into candidates skill sets, cultural suitability and soft skills.
This could sound expensive and complicated for companies to go through such vigorous NFL-style reviewing. It doesn't need to be so complicated, and it's worth the investment to get the right talent.
Recruiters and interviewers need to stress each candidate's critical thinking and learning agility in interviews. Give the candidate a problem that doesn't have a way they can easily answer with their given experience or knowledge.
For example, ask someone with no tire experience, "How many passenger car tires are there on the road in the USA today?" or "How would you explain a vending machine to someone who has never seen one before?"
With these questions, you are not only testing to see if they say the right answer (since there isn't one), but really you are getting their ability to think critically.
Was their answer logical? Did they apply automation or innovation? Did the candidate thrive or crumble when given an obscure task?
In my experience, the reason that the above steps in the vetting process do not happen is because the internal recruiting teams in our industry are under immense pressure to make quick hires.
Therefore, they hire people based only on their resume, interview and references.
It's like choosing a spouse based solely on looks at a speed-dating event — it may work out, but it probably won't, because you didn't take the time to get to know the person.
Further solution: A more in-depth approach to vetting is to take the best candidates from a pool who have already been through a 10-day intensive course — at no cost to your company.
During there 10 days, candidates are stress tested with real-world scenarios that allow you to gauge a candidate's corporate potential.
This intensive process is designed to give corporations an audition on how individuals perform rather than relying on traditional methods.
Only when a high potential is placed is there a fee to the company. This initiative is a platform called vhipo.
It was built by a group of frustrated executives, Millennials and recruiters who said there must be a better way.
Conducting a 10-day intensive course for every new open position is a challenge, but hiring the wrong candidate is a much greater challenge in the long run to your company.