Hiring on Intelligence
One of the appropriate ways that managers can predict the success of the potential candidates is through focusing on their intelligence. According to Ricketts (2011) intelligence is the capacity to “respond successfully to new situations” as well as learning from experiences (p. 72). Intelligence is paramount in hiring because it enables managers to recognized potential candidate who are capable of undertaking certain responsibilities. However, intelligence is not necessarily the best way to predict success in career since it is limited to perceive success in terms of scholastic studies (Ricketts, 2011). Individuals can be intelligent, but if they cannot work with the current system, the company is deemed to fall.
Perceive intelligence can be utilized in hiring individuals in situations where physical appearance is more desirable than talents. In addition, the first impression is essential to the hiring managers, as it creates a picture of the kind of person the candidate could turn out to be. Hiring managers should determine the level of intelligence among the candidates by evaluating their efforts rather than their talents. Many people could term Michael Jordan, a former basketball player, as talented, but he was just a hard working player, who chose utilized most of his time practicing rather than relaxing. Hiring based on intelligence may compel candidates to lie since they want to live up to the expectations of their bosses (Gladwell, 2002).
Apart from the candidate’s intelligence, other factors, such as communication skills, problem-solving skills, as well as the capacity to work in a team are also critical during the hiring process. A student can be smart in passing examinations because examinations demand individual efforts. On the contrary, working with others could prove devastating to such student, hence, failing to attain organizational goals. Communication skills are essential in interactions and dealing with clients. Problem-solving skills are crucial in candidates who wish to become future leaders, and they depend on situations rather than the level of intelligence (Ricketts, 2011). A competent team leader should possess excellent communication skills, in addition to problem-solving skills.
Gladwell, M. (2002, July 22). The Talent Myth: Are smart people overrated? The New Yorker, Department of Human Resources. Retrieved on 28 Oct. 2015 from http://www.newyorker.com/magazine/2002/07/22/the-talent-myth
Ricketts, C. (2011). Leadership: Personal development and career success. Clifton Park, NY: Delmar.