Autor: Cade Massey / Behavioral Scientist
En este artículo encontrarán algunas lecciones de la NFL para identificar y seleccionar a los mejores talentos, y que pueden ser utilizadas por las empresas.
Un proceso de selección basado en la evidencia no se trata solo de un modelo o una tecnología, se trata de construir un proceso más robusto de toma de decisiones. Ese es el enfoque que utilizamos en Mindwork y que nos permite tener una alta precisión en la predicción del desempeño futuro de nuestros candidatos, mientras evaluamos los resultados para seguir perfeccionando el proceso.
This week the Cleveland Browns will decide which, if any, of the top quarterback prospects to acquire with the first pick in the NFL draft. There are four leading contenders, and the team has been evaluating them in detail for more than a year. They will pay the young man over $30 million, and his success or failure will drive the team’s fortunes for years. No pressure. Never mind the sobering 52 percent success rate for picking between two players in the NFL draft.
Few industries invest as much into each “hire” as professional sports. I have seen this firsthand, working closely with NFL teams for more than 10 years and more recently with professional basketball and baseball teams. Their issues parallel those I see in nonsports organizations, from multinational corporations to graduate school admissions and urban nonprofits. The challenge of finding the next generation of talent is both ubiquitous and vexing. Successful track records are rare.
Yet, if there is one consistent yet underappreciated principle for making good hires, it is that process beats technology. It turns out that best practices in hiring have much in common with what psychologists have preached for decades.
More independence is often the biggest improvement an organization can easily make in their hiring process.
Why is it so hard to draft or hire well? One reason it is that it is so difficult to be consistent. A draft pick is the product of a year’s work, by dozens of people, an outcome negotiated from diverse perspectives to satisfy diverse preferences. The process is overseen by owners and general managers subject to the shifting sentiment of outside forces. And the actors are constantly changing, with scouts and coaches moving between teams each year. This is hardly a recipe for consistency—and not that different from many nonsports organizations.