Should you Recruit the Diamond or the Pebble?

"A diamond with a flaw is worth more than a pebble without imperfections" (Chinese proverb)

Most organisations set out with the aim of recruiting the candidate that will make a difference to their business. The majority of assessment processes are designed to identify a set of desirable qualities and then look to find them in the candidates. But what this means is that the pebble, the candidate who is entirely average, is more valuable than a flawed diamond - a candidate with an exceptional skill, who does not meet the recruitment criteria in other respects.

One of the reasons we do this, is that we humans have evolved to be risk averse. Our motivation to avoid a loss outweighs our desire for potential gain. This reluctance in recruitment terms is known as loss aversion and influences our decision making. In this way, the pebble would always be favoured over the diamond - as the risk is less.

But why is this wrong - isn't it better to go for the 'safe pair of hands', rather than someone who could be a risk? Many very successful people are known to have very clearly defined strengths but they also have weaknesses. Sir Richard Branson, for instance, is a highly successful businessman. He will admit himself, however, that he is not academically gifted and was often bottom of the class, due to dyslexia. His entrepreneurial nature and appetite for risk have contributed to the success of his Virgin group of businesses with revenues in 2006 exceeding £10 billion. This success is due to his exceptional strength and has nothing to do with his weaknesses.

We all know that successful teams are made up with individuals with different styles and approaches. A team needs a combination of skill sets to ensure that it operates effectively: the task focused Completer Finisher; the creative Thinker and Plant and the organised Co-ordinator all have a role to play. It is the combination of skills that makes the team successful.

So what is the answer?

• Look for the distinctive strength in the candidate and test out if it is genuine. The best way to do this is to ask for examples of when the candidate has used his/her strength to good effect.
• In the example, check out the candidate's ability to measure the success of their strength - and check out whether they recognise any possible downsides. Without this level of self-awareness the candidate will never see any negatives as a result of their behaviour - which could be dangerous.
• Finally, ensure that you understand the basis of your team's strengths and look to achieve a diverse range of talents - rather than everyone being the same. This will ensure that your team is geared up for every eventuality.

So next time you are recruiting you should consider: that a flawed diamond is worth more than a pebble without imperfections.