Job candidates the world over have become accustomed to a traditional interview process. For decades we’ve been modifying and tweaking interview questions, and placement agencies still keep training candidates to answer those questions. Basically, they teach them the right answers to a test in advance.
No sooner do the HR managers with psychology degrees improve their questions, the staffing agencies pick up on these and after a while all candidates know how to answer the questions that will get them the job. Only later do both recruiters and new employees find out that the latter either don’t like their new job or can’t do it as well as the employer expects. It’s no better than lying on your resume, and statistically, more than half the people applying for a job lie on their resume. More than half also lie in their interview.
In despair, we turn to personality profiles, and there again we find similar statistics. The personality profiles used today as part of the recruitment process have been around for a very long time.
These profiling systems use the same questions aimed at putting people in generalized categories as were used many decades ago, when the world was very different. They also do not tell you how someone will perform a task. At best, personality profiles tell you the type of person someone is, or, worse, the type of person they want you to think they are.
These profiling systems use multiple choice questionnaires with predictable outcomes. So, when job candidates see these often enough, they learn how to answer the questions to get any result they want. It’s not too hard. After all, when the profile puts answers into 4 categories or 8 at best, it’s easy to guess which of the multiple choice answers — usually 4 per question — belong to which personality type.
Now, what if there were more than 50 or 60 “personalities”? It would be much harder to just guess the right answer. What if these were associated with behaviors in a specific role? What if the assessment focused on things that you had never considered before? The task of trying to guess a right or wrong answer just got pretty complex.
Only a genius going back and forth over 60 questions would have a remote chance of guessing the suitable answers, because they wouldn’t even know what you, the recruiter, are looking for. It would be similar to counting cards at a poker or black-jack table. Few can do it successfully.
Now add to this one more level of complexity, because each employer and each job requires different tasks and looks for different things in a candidate, and we’ll be looking for different behaviors to match these. It’s like changing the card game with each hand.
“Interview questions and personality profiles failed more than 50% of the time”
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“Accumatch is the new Science that measures behavior accurately to match the role”
Why AMQ & AM60 Work?
The benefits of this system for the recruiter are obvious: it helps them understand and match job candidates to each specific client need. At the same time, it makes it a lot harder for candidates to cheat the system. End result: happier clients, who will come back to the recruiter or placement agency. This means happier recruiters but it also means happier candidates because they get placed in the right company and the right job, which matches their unconscious behaviors and motivators.
So, set aside the old interview questionnaires that ask about content that is easily fabricated and hard to prove. Our two-part questionnaire identifies behaviors from two different sources and “traditional” content becomes irrelevant in our system, although it remains relevant to the employer, as it helps build trust and a productive relationship.
When it comes to recruiting we use both these questionnaires, the AM60 and the AMQ. These proprietary systems serve as a way to not only map a candidate’s behavior profile, but to also gain further insight as to how and why the behaviors identified exist.
That’s not all. With additional training, a certified Professional AccuMatch profiler can link this information to other interview questions that would further clarify what are the behaviors expected from the candidate. These three elements constitute a recruitment process that ensures accuracy and the highest quality of candidate matching.
The process is not just beneficial for recruiters. After all, you’ll want to match a candidate not just to the tasks required for a certain role but also to a manager’s leadership style.
The managers may need some coaching in order to be able to work with successful candidates who are perfectly suited to the role but are different, sometimes very different in personality from the manager. So while the manager may not see eye to eye with a candidate who is a great fit for the role, they’ll at least know how to communicate with them and motivate them. (See Leadership)