The cost of a bad hire
It is estimated that a bad hire can cost anywhere between 30%-150% of the employee's annual salary.
The time and money it takes to recruit, select, onboard, train and manage their performance is one thing. The impact a bad hire can have on productivity, team dynamics, team morale, and culture is another.
It's simply not worth the risk.
A scientific method to finding the perfect match
Of course, an assessment of skills and experience is top priority. But you've got that part covered.
The next priority is to get to know the human being.
You need to understand their values, motives and tendencies so you can gauge:
How they're likely to perform in the role.
What type of environment they need to thrive.
Whether they will vibe or clash with the team.
How they're likely to respond in certain situations.
What challenges they're likely to face and how they're likely to navigate them.
How their leader will need to adapt their style to motivate and engage them.
Motivational profiling is the only way to get an accurate, reliable and predictive blueprint of an individual's values, motives and tendencies.
Hire right, the first time
Companies all over the world spend 40% less time reviewing candidates by using motivational profiling to make informed, science-backed hiring decisions.
Matching an individual's motivational profile with the needs of a role and environment is the only way you can be sure you're hiring the right fit.
If people are spending one third of their life at work, they should be in jobs and part of teams that naturally satisfy their intrinsic motives.
Not only is this proven to increase performance, it's proven to:
Naturally motivate and engage employees.
Reduce the likelihood of burn-out.
Strengthen team morale.
Create more opportunities to meaningfully contribute.
Increase connection to your company's purpose, mission and values.
Motivational match-making with the Reiss Motivation Profile®
The Reiss Motivational Profile® (RMP) is the only scientifically validated measure of intrinsic motivation.
Measuring an individual's prioritisation of the 16 Basic Desires, it is the only profiling tool that enables scientific insight for robust prediction of future behaviours, decision-making and performance.
Here's how it's used for motivational match-making in the workplace:
Conduct a thorough assessment of the role, team, leader and culture against the 16 Basic Desires.
Create an 'ideal profile' that comprises the perfect combination of the 16 Basic Desires that would enable long-term success in the role.
Ask shortlisted candidates to complete an RMP.
Map the candidate's RMPs against the 'ideal profile' to assess how well the motives match.
Identify potential challenges or mismatches to inform a deeper, data-driven conversation with candidates.
Stack up all of the other data-points collected through the recruitment process to make an informed decision.
Use the motivational insights of your chosen candidate in their onboarding to start-off on the right foot.
An impactful, personalised onboarding experience
Measuring motivation is the key to predicting communication, collaboration, and interaction styles and reveals what people need from their leaders, teams, and surroundings to achieve enhanced performance outcomes.
This insight can be used to create an impactful, personalised onboarding experience which will have them hitting the ground running in no time.
For example, if someone strongly values Order (the desire for structure and stability) a well-planned, and tightly scheduled onboarding plan would make them feel comfortable and at ease. Or, if they value spending time alone in solitude (have a weak need for Social Contact), packing their first few days full of back-to-back meetings with no time to themselves will make them feel overwhelmed and tired.
Another huge benefit is the advanced insight that can be shared with their new leader and team. Building trust, connection and a sense of belonging, faster than any other approach out there.
How it compares to the profiling tools you're using today
Profiling tools such as DiSC, MBTI, and HBDI have been used in recruitment for decades.
The disadvantage to using profiling tools like these are:
They're out-dated, some were published as far back as the 1940's.
They don't have scientific backing, as they were not developed empirically.
They're surface-level, and can't be used to reliably predict future behaviours.
They categorise people into pre-defined types and don't allow for human complexity and individuality.
They're only applicable in a single context, rather than being applicable to all life situations to give a more holistic perspective.