Iceberg Theory in Recruitment

Have you ever heard of Iceberg theory? The principle of that name stems from the fact that the visible part of the iceberg is much smaller than the part hidden under the water.

Similarly, when applying the iceberg model to employee selection, the candidate's skills and experience are often less important than the potential value that the candidate can bring to the company.

Hidden Abilities

This theory points out the potential competencies that make the candidate the best choice for a particular position at your company.

- Skills: Something one can do well, such as computer programming.

- Knowledge: What one knows about a particular topic, such as computer languages.

- Value: The image of an individual in a collective; it shows what is important and reflects their values, such as a hard-working programmer or a dedicated leader.

- Self-perception: Reflects a person's identity, such as how they view themselves as a smart and funny computer geek.

- Traits: A person's personality. It shows in the way we describe the person (for example, “she is trustworthy” or “he is easy to adapt”). These traits are behaviors, habits that we recognize in them.

- Motivation: Unconscious thinking directs us to actions to achieve success (e.g., a sense of accomplishment and wanting to make things better).

Iceberg Theory in Recruitment

Unfortunately, a resume can only tell you about a candidate's skills and knowledge based on a candidate's previous education and work experience. These two features are the tip of the iceberg – the part that is visible above the water. It makes it easy to determine 20% of a person's capacity. The remaining 80% consists of latent competencies such as contribution values, self-perceptions, characteristics and motivations. This is the tip of the iceberg and it is difficult to assess the potentials

Talent identification.

According to iceberg theory, the factor most clearly demonstrated by the candidate is the knowledge and skills needed for the job. However, that is still not enough to bring success to the position, it also depends on the motivation, ambition and personal values of the person.

For example, if you are looking to hire a sales manager, besides finding out the skills, experience, and sales achieved, find out the candidate's "iceberg" by asking questions that provoke interest. evaluation of values, characteristics, personality, motives, etc. themselves in management.

The more information you have about the potential value a candidate can bring to the company, the better your chances of selecting the right person for the position.