If I were boss

Our company expects to hire a lot of high-calibre managers to embark on a business expansion programme. We have found that psychological profiling often throws up several anomalous results. Is there an alternative type of profiling to select new recruits that will provide us with a more rounded picture of the applicants' abilities?
Bruce Page says: "In the recruitment scenario that you have outlined the top issue is to agree what profile you want - in this case, high-calibre managers who can drive business expansion.

"The latest evolution in profiling tools is Parallax profiling, which identifies a pattern of behaviour rather than a type of behaviour or trait. It does this through an easy-to-complete questionnaire followed by a feedback session.

"Parallax is not psychologically based but is brain based. Like the brain, it works in three dimensions, not two. This allows Parallax's built-in resources to predict, with much greater accuracy, how a candidate will behave in a given role, and within a team. The beauty of an approach that is three-dimensional is that it produces a much fuller picture of a candidate: it does not pigeon-hole people like a typical two- dimensional test, it allows for subtleties and shades of grey.

"When confronted with a statement that asks a two-dimensional question if they are like x or y, most people will say that they are somewhere in between. The three-dimensional approach measures where the 'in between' might lie.

"By completing a benchmark profile identifying the qualities you need, you can then compare applicants objectively to identify whether they will be a good fit.

"Crucially, the benchmark will predict their compatibility when compared with other management recruits or existing team members.

"What is needed is a profiling tool that will identify the balance or pattern of behaviour so that you can recruit managers who can manage, who are comfortable with change, can lead others, work together and have compatible profiles. Team dynamics are crucial to managing change: Parallax provides an objective partner that can assist in this process."

· Bruce Page is director of Performance Improvement Division at Longbridge International.

Stuart Crabb says: "Getting a more rounded picture of a candidate is essential to enable you to anticipate how they will behave in a given situation, and there are other tools you might want to consider alongside psychological profiling.

"Competency-based interviewing focuses on assessing the key competencies you might want to emphasise in the successful performance of the role. Situation-based interviewing focuses on assessing how the individual would han dle and approach specific situations in the workplace - situations that will help you anticipate how well they will behave and perform.

"You may also want to consider the use of candidate assessment centres, where you can employ a combination of approaches, including interviews, profiling, role play and focus group interaction.

"And finally, many employers often overlook the importance of traditional approaches, such as properly and thoroughly referencing candidates. Good comparative data on the style and competency of an individual from those who have worked with them before is a powerful check and balance."

· Stuart Crabb is HR director at Yahoo! UK and Ireland

Today's best video

Today in pictures