In the previous two sections we discussed how you should rate candidates - using the following rating scale :
Poor
Borderline
Average
Good
Excellent
With Respect To:
Job Specific Competencies
Generic Competencies
Global Competency Fit
IQ Fit
EQ Fit
Global Capability Fit
Transferring all of these ratings into a table such as the one below, makes it easy to provide yourself with a global view of the candidate's fit with the role, taking EVERYTHING into consideration. This global view is extremely useful in deciding what course of action to take going forward with the candidate.
For instance, in the scenario below, the candidate has excellent capability but is thin on skills, knowledge and experience.
With this global picture in mind, one can now weigh up how important experience is for the role, and whether circumstances allow for appointing an inexperienced high potential individual, who with a proper development plan can close the Competency gaps relatively quickly.
Conversely, circumstances may dictate that Inherent Capability will not be sufficient – the candidate has to hit the ground running – and is therefore not a suitable candidate for the role.
Now that you have a global picture of the candidate, we advocate that you use the following Next Steps Table:
Depending on the candidate's different ratings on the global fit table, your decision options are:

Regret the candidate

Based on the Global Fit Table it may be patently clear that the candidate is not a suitable fit with the role.

Put the candidate on hold

You may feel the candidate is a possible overall fit, but certainly not ideal, in which case you may decide to continue your recruitment effort to see if you can find a better candidate

Triangulate

You may have identified a few issues with the candidate that you are not comfortable with and therefore decide to triangulate, which simply means getting more information from for instance reference checks or a final interview, before making a final decision on his suitability.

Appoint

You may of course decide, taking into account both Inherent Competencies and Inherent Capability, that the candidate is a suitable fit with the role and appoint him.

Address Development Areas

You may decide to appoint the candidate but based on the various assessments be aware that there are important development areas that will need to be addressed when the candidate starts in the role. If your assessment process has followed our guidelines you should be clear about exactly what the candidate’s development areas are.

Flag as High Potential

You may decide to appoint the candidate but based on the various assessments be aware that there are important development areas that will need to be addressed when the candidate starts in the role. If your assessment process has followed our guidelines you should be clear about exactly what the candidate’s development areas are.

Or a combination of the foregoing
The outcome of this structured and rigorous process is a rational and well informed decision about candidate fit.
We will conclude this module with a few comments on multi - criteria decision making.
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