Values-based interviewing can help recruit trustworthy leaders
24 April 2014
Values-based interviewing can play an important role in helping businesses recruit and develop more trustworthy leaders, according to research by the Chartered Institute of Personnel and Development (CIPD).
Thu, 24 Apr 2014Values-based interviewing can play an important role in helping businesses recruit and develop more trustworthy leaders, according to research by the Chartered Institute of Personnel and Development (CIPD).
The study carried out in conjunction with the University of Bath found that asking interviewees about their beliefs and behaviours helped identify trustworthy leaders.
The research underlines the importance of the four characteristics of trustworthy leaders – ability, benevolence, integrity and predictability – which play out differently in various organisational contexts and their recruitment, development and assessment processes.
Professor Veronica Hope Hailey, Dean of the School of Management at the University of Bath who led the research, says: “Sometimes we let HR processes and systems get in the way of trusting our own judgements of a leader’s worth as a trustworthy person.
“What is needed is a balanced approach; HR processes and systems are great for ensuring consistency but should not be allowed to override a personal judgement of a leader’s trustworthiness. The HR system should not be allowed to override our own sense of judgement.”
The study carried out in conjunction with the University of Bath found that asking interviewees about their beliefs and behaviours helped identify trustworthy leaders.
The research underlines the importance of the four characteristics of trustworthy leaders – ability, benevolence, integrity and predictability – which play out differently in various organisational contexts and their recruitment, development and assessment processes.
Professor Veronica Hope Hailey, Dean of the School of Management at the University of Bath who led the research, says: “Sometimes we let HR processes and systems get in the way of trusting our own judgements of a leader’s worth as a trustworthy person.
“What is needed is a balanced approach; HR processes and systems are great for ensuring consistency but should not be allowed to override a personal judgement of a leader’s trustworthiness. The HR system should not be allowed to override our own sense of judgement.”
