Faced with a selection process, managers and leaders often face candidates with opposite characteristics and have difficulty choosing.
Imagine the following situation: your company advertises a position, several resumes arrive, and your human resources department filters those candidates identified as qualified for the position. So, it’s time to select the one who will keep her. Now, let’s say you can sort them into at least two different groups:
- Group A: candidates who went to good universities, have an impeccable curriculum, good recommendations and spent a lot of time in other companies with great salaries
- Group B: candidates who attended public school, jump from job to job and have already performed work in very simple positions
Remember that so many candidates in Group A or Group B have previously been identified as qualified for the position. If it were you, would you choose a person from which group to fill the vacancy? For UPS director of HR, Regina Hartley, it is very natural that a manager or a manager is tremendously tempted to choose someone from the first group. However, this can be a big mistake and your choice is sorely wrong.
For Hartley, obviously, a curriculum that looks like a patchwork can refer to a story full of inconstancy, lack of focus and unpredictability. But at the same time, what a lot of people don’t realize when analyzing coldly, is that taking this interpretation as truth can create prejudice. This is because the ambiguity of this issue lies in the fact that this curriculum also indicates a lot of struggle and perseverance. For her, this profile always deserves at least one interview.
The executive explains that she has nothing against Group A people, who tend to be brilliant, but says that someone who is completely destined for success has a much greater difficulty when life puts obstacles in their way, often leading to giving up. Meanwhile, those who are doomed to failure and, given some opportunity, finally succeed, are more likely to value their achievements and help a company overcome major challenges.
“As I read biographies of great leaders, I noticed that many of them went through difficulties early on”
“As I read biographies of great leaders, I noticed that many of them went through hardship early on, from poverty, abandonment, childhood loss of parents and even learning disabilities, as well as alcoholism and violence,” says Hartley, who adds: “there is a notion that trauma brings suffering and much attention is paid to the resulting dysfunction, but studies have shown that even the worst circumstances can bring growth and transformation.”
Scientists and psychologists studied post-traumatic growth by analyzing a subset of 698 at-risk children to measure the effects of adversity and found that a third of these children had a healthy, productive and successful adult life despite all the difficulties. and expectations playing against them.
A classic example is that of Steve Jobs, who was an abandoned boy as a baby, adopted, didn’t finish college, jumped from job to job, suffered from dyslexia and even spent a year in India looking for a religious guru — that the left desolate after realizing that it was not what he had imagined. In fact, in a study of CEOs from around the world, it was found that the vast majority of them have or had dyslexia.
It is the great difficulty faced, put to the test, that transforms these executives into who they are, allowing them to listen more and pay more attention to details. After all, after facing difficulties such as hunger, abandonment and violence, professional problems are much easier and simpler for suffering people.
A study by the consultancy Diversityinc showed that 50 of the top companies that favor diversity outperformed the S&P500 index by 25%. In this way, companies committed to diversity and inclusion practices tend to support people who are not limited to good resumes and usually outperform their competitors.
Not to mention that nowadays many resumes are decorated and assembled to sell a perfect and illusory image, especially in times of LinkedIn where everyone is an expert. So, Group A or Group B?
Hartley says his advice is to pick the underrated candidate whose secret weapons are enthusiasm, determination, passion and a sense of purpose. One who has been through hard times and is, therefore, able to withstand any type of problem that comes his way.