Building high-performing teams requires careful selection. But should candidates be assessed primarily on their potential impact or personality fit? This debate rages on, leaving HR professionals and hiring managers navigating the complexities of building diverse teams across all levels.
“Potential is crucial,” acknowledges P Dwarakanath, senior HR leader, “but not the sole determinant.”
“A proven track record and personality traits such as executive presence and leadership abilities significantly predict success within an organisation,” he says.
“A proven track record and personality traits such as executive presence and leadership abilities significantly predict success within an organisation.”
P Dwarakanath, senior HR leader
Pradyumna Pandey, head-HR, manufacturing, HeroMotocorp, however, leans towards prioritising potential impact, especially in today’s dynamic business landscape. “Assessing candidates based on potential allows organisations to focus on performance, skills, and competencies,” he argues.
Pandey views this approach as a catalyst for diversity, inclusion, and innovation. It opens doors to fresh perspectives and fosters adaptability to changing needs, leading to more creative solutions and enriching the organisation’s overall capability.
But potential doesn’t negate the importance of personality fit. This determines cultural alignment, which Dwarakanath sees as “not just a checkbox, but a fundamental consideration.” A candidate’s values and beliefs should resonate with the organisational DNA, influencing how they contribute and thrive within the company.
This becomes even more crucial for leadership roles. Individuals need not only the skills but also the interpersonal and leadership qualities to drive success. “The ability to inspire, navigate diverse teams, and interact effectively with senior management are aspects of personality fit that contribute to a candidate’s potential impact,” emphasises Dwarakanath.
“Assessing candidates based on potential allows organisations to focus on performance, skills, and competencies.”
Pradyumna Pandey, head-HR, manufacturing, HeroMotocorp
However, personality fit isn’t a one-size-fits-all concept. Different companies have distinct cultures, some valuing assertiveness, others emphasizing empathy and collaboration. Personality-fit assessments should align with an organization’s specific values and working principles.
The key lies in balance. While potential impact predicts future contributions, it cannot be separate from cultural alignment and personality fit. Striking this balance fosters a workplace that thrives on innovation and performance while ensuring seamless integration.
Ramesh Shankar S, senior HR leader, offers a nuanced perspective. He believes potential assessments are more suited for senior levels and promotions, where individuals have demonstrated their capabilities within the organisation.
He points out the challenge of assessing potential during recruitment for junior roles due to the lack of familiarity with the candidate and the theoretical nature of such evaluations. He suggests a pragmatic approach, leveraging potential assessments for internal promotions where individual growth is key.
“At junior levels, where the focus is on immediate performance, potential assessments may take a backseat. However, as individuals climb the ladder, potential becomes more critical, especially when evaluating for higher responsibilities.”
Ramesh Shankar S, senior HR leader
Shankar further highlights the evolving nature of organisational priorities. “At junior levels, where the focus is on immediate performance, potential assessments may take a backseat. However, as individuals climb the ladder, potential becomes more critical, especially when evaluating for higher responsibilities.”
Finding the equilibrium that harnesses innovative potential while ensuring cultural alignment is crucial. The potential vs. personality fit dichotomy is not an either-or proposition; it demands a thoughtful and context-specific approach.
Pandey concludes, “Organisations that successfully navigate this balance are likely to build teams that not only perform exceptionally but also contribute to a diverse, innovative, and inclusive workplace culture.”