Multiple Moments of Truth

Jocelyn Bérard, M.Ps. MBA is the Vice President of International Leadership and Business Solutions (Vice-président Leadership et Solutions d’Affaires  —  Internationale) at Global Knowledge Canada

We all know that in order to stay in shape we have to do more than make an annual trip to the gym. Consistency is critical to success. The same holds true if the aim is to take an organization’s business reality into account. With a leadership profile established, the journey has just begun. Here are a few best practices related to a range of human resources functions that help facilitate consistent integration of business realities.

Using the organization’s corporate profile and success stories is strongly recommended for attracting the right candidates. Nothing new there, you might say. What is new is a call to HR professionals to think like a product marketer when looking to attract candidates. They must think in terms of, “What’s the model profile of a person we want to recruit into a position of leader, financial analyst, salesperson, line worker, and so on? What attracts this individual? What motivates him? What does she read, watch, or listen to?”

Once this profile is firmly understood, adapting recruiting messages becomes a necessity. A one-size-fits-all approach is no longer viable. The new recruiting strategy requires the characteristics of the corporation and its culture to be presented in conjunction with the description of the position and the tailored model candidate profile.

It’s necessary to think like a marketer and to ask marketing colleagues to apply their expertise to the recruiting process. This results in human resources professionals who are more in tune with the business. This is real employer branding in action.


When evaluating internal or external candidates, establishing a competency profile in the same way guarantees a link to the business realities. In evaluation, the oft-forgotten golden rule is “more science, less happenstance”. Psychometric evaluation tools have evolved a great deal in the past few years. They are inexpensive, quick to use, and offer an improved predictive validity with respect to work performance. However, they must be operationally sound and, above all, measure what really counts for the corporation.

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