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FINDING THE RIGHT EMPLOYEES

The appropriateness of such technology in hiring remains debat-
able. Business psychologist Uwe Kanning, a professor at Osnabrück
University of Applied Sciences in Germany, has scrutinized ques-
tionable HR practices like graphology or phrenology for years. He’s
skeptical about tools like Precire for staff selection, considering
them ineffective.

According to Martin U. Müller’s article “Chatting about the Job”
(Müller, 2019, p. 66), Kanning views such software as a gimmick
rather than a genuinely useful tool. In his opinion, the only rea-
sons for its adoption are technological allure and the desire to seem
cutting-edge. He dismisses the system as more of a marketing ploy
than a practical solution.

Key Point: Behavioral Style and Motivations Must Match
Culture, Roles, Environment, and Interactions

In the recruitment process, it’s vital to discern the distinct
behavioral style of each candidate and evaluate how their
motivations and behavioral tendencies align with the com-
pany’s culture, the specific role, the professional setting, and
the potential interactions with colleagues and supervisors. This
tailored approach ensures a specific match that benefits
both the employee and the organization.

The Job Requirements and Benchmarks Should Be
Created by Several People

We suggest putting together a thorough examination of the job and
its specific needs. To get a full view, involve a variety of people who are

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