Hiring based on Values rather than Skills

How much of the time allocated for job interviews is spent on trainable skills rather than unchanging values and traits?  It is completely reasonable to hire people on account of their immediate ability to perform tasks.  Employers often open a job because the need is immediate.  As such, teams are looking to find a person that will be able to perform very quickly.  There is nothing wrong with that.  What becomes problematic is to put too much value on skills, and too little on values, traits and synergy.

Imagine someone joins your team because they have ALL the skills you are looking for but clearly disrupts the team dynamics because of their attitude and mismatch in core principles.  How do we evaluate the added value of skills against the tensions and disruptions in the team?  Let’s say the new person is hired because of their strong ability to include social media initiatives in the company’s efforts.  The positive may be that the corporation will be able to post news, innovations, events and other important information, frequently and with effectiveness.  In turn this will likely create new business, or consolidate the corporate image to retain existing business.  Now, while the new person is able to perform their task, this individual also makes many others on the team very uncomfortable.  Let’s assume that the discomfort comes from the rudeness, and lack of respect and understanding of the new person.  In addition, the new employee has no interest in understanding the realities of the people responsible for creating the news, innovations, events and other important information to be added to the social media initiative.  As a result, what ends up being published may be of lesser quality.  Why?  Some of the reasons may be linked to pressure to meet new deadlines, lack of clarity on the format necessary for best social media impact, reduced motivation to help a colleague that treats us with disrespect, stress, and a multiple of other aspects.  Why is that the problem of the new person?  It isn’t.  If the team in place has always been competent in their roles, the problem resides in the person that hired the new person.  If the current team was not effective for some reason, the problem lies with the leader of that team for not managing the problem, and hiring the new person at the time they did.

Now imagine that the new person is not as skilled as the other we just described but is determined to mesh with the existing team, learn from them,  about their respective roles, and explain what needs to be done for the social media initiatives to work.  The new person’s ability may, in the short term, be less impressive than the other person but still, their abilities are very decent, and the information that is transmitted is of higher quality.  Which of the two situations seems most productive?  Looking at both examples of new people, which one is most likely to learn from others and increase their social media competencies in the next 6 months.  Furthermore, depending on the stress and disruption of hiring the fist new person, what will be the costs associated to one or two or more people from the existing team leaving?

I have been in rooms full of new hires to provide development of various skills.  I have experienced the disruption of individuals thinking that they were above such efforts because their perception was that they were stars, hired specifically for their existing skills rather that their determination to work as a team, or to learn new approaches.  I have witnessed the decrease in productivity of the whole team because of mismatched values, traits and synergy.  And, I have been privy to teams loosing up to 50% of its members within a year or two of “prima donnas” being hired.  In the vast majority of cases, the corporation (and its clients) lost much more than they gained.

Competencies can be learned and developed.  Values and traits are deep seated and seldom change.  A corporation needs to hire accordingly.

The evolution of dynamic communication

In line with the trends identified in the last 12 years, Dynamic and Engaging Communication continues to rank as one of the highest needs in Talent Development.

What is Dynamic and Engaging Communication and why is it important?


An effective communicator is an astute influencer in all areas of Leadership, including Presentation/Facilitation, Decision Making, Hiring, Change Management, Executive Coaching, Key Account Management, Stakeholder Management, and one of most impactful skills, Effective Listening.

Our customers come to us with both urgent and increasing need for Engaging Communication Skills.


Over the last few years, we led over 20 programs involving Medical Education Professionals, Medical Science Liaison Specialists and a large number of Physicians, Advance Practice Nurses and Pharmacists in 10 Biopharmaceutical Therapeutic Areas.

We propagated best practices in Case Study facilitation, Remote Meeting Management, Clinical Discussion Facilitation, Educational Facilitation as well in Dynamic Presentations Skills.  In all of these courses we heard loudly from our customers, this is EXACTLY what they needed in order to clearly deliver impactful, dynamic, scientific presentations which keep the audience fully engaged, throughout the presentations and well into the Q and A Sessions, along with feedback from participants on the need for more information.


For the last 15 years, Leadership Development has been our most active sector.  While coaching and development of teams have been the main areas of interest, hiring skills specifically dynamic interviewing methods – are gaining interest. So much so, that we are in the process of writing an e-book.  We also developed a half day workshop on the topic, in an effort to adapt to growing requests.

Due to the numerous transformations in Healthcare Commercialization, Change Management and Key Account Management have regained momentum in our curriculum.  Decision Making/Risk Taking, which was usually reserved for C-Suite executives, is now being offered by many organizations to their employees in order to empower them with skills to better think outside the box and to adapt to the constant change in business realities.

Executive Coaching works in concert with Leadership Development activities.  Our sector specializing in the development of competency models and career paths.  Clarity of roles and expectations, along with the proper support by leadership teams, generate increased dynamism in the workforce.

New kids on the block are programs on resource allocation (QQTR) and managing challenging situations.

The question organizations need to contemplate is this, “are we part of the innovative and dynamic leaders that are creating the new present, or are we deciding to follow later, and play catch up?”  If you are in the first group, we want to collaborate and help you make that difference.


Fifteen years seem a long time and yet, the whirlwind of projects, innovations and progress happens in what seems like seconds.  A business is a wonderful vehicle to make a difference in many people’s lives.  It impacts the individuals that work in the corporation as well as those who contribute as partners and suppliers.  In more than one way, an enterprise such as Aseret and many others like us, contribute to the development of talent and consequently the profitability of clients.  Yet we often forget to recognize the difference every single one of the people and groups mentioned previously have made for us.  I am referring to the perspective we gained through our efforts to clearly understand customers’ business realities.  The impact is also felt via challenges offered to us, confrontation of ideas and discussions on strategies to optimize our services.  Over the years, individuals and teams that trusted our intent have supplied the platform for new product development.  As a result of this, we evolved from one niche product to over 17 different programs, each existing in various iterations to meet the needs of different stakeholders.  Aseret is now active in 3 spheres of Talent development, each intimately connected and yet often worlds apart considering the depth of collaboration they carry.  After 15 years in business we need to recognize the incredible synergy we have had the chance to develop and the priceless contribution clients have imparted on the difference we strive to make in our daily efforts.  To all our past, current and future partners, we offer our most sincere gratitude.