While at a recent luncheon, I heard four influential business leaders engaged in a serious conversation about how an executive candidate with an Ivy League university degree was “more qualified”. They were further convinced that candidates coming from local prominent families could help advance their organisations’ business agenda through their connections and networks. That really took me by surprise!

After decades of observation within my profession, I have witnessed my fair share of hires based on such (unorthodox) assessment methods. True enough, the clear majority of such hires failed to produce the intended impact and/or business result. Some organisations have even been investigated by regulators or the authorities in high-profile cases for alleged improper business dealings or ethical issues stemming from these “family ties and connections”.

If you’re a senior manager tasked with building up a high-performing team, you may wonder whether there is a winning formula when it comes to hiring assessments. I recommend revisiting the “fundamentals” of the candidate, and not solely rely on the firm-handshake-and-eye-contact theory.

One way of doing this is by assessing candidates based on four dimensions. First is their experience or track record, in relation to things such as functional skills, international assignments, crisis management, start-ups and business turnaround. Second is their competencies – does the candidate have a strategic mindset, good decision-making processes, sharp business insight? Third, their motivators – are they power-hungry, status-conscious or challenge-seeking? Finally, look at their traits, such as whether they are assertive, composed, risk-takers, dependable, optimistic, etc.

A good way to get insight into all the above is to have candidates describe the “how” of both their achievements and failures. You will be able to gather insights, verify and validate their competencies and experiences, and ascertain their drivers and traits all at once.

Building a team based solely on academic credential or pedigree will not guarantee you results. Examining a candidate’s motivators, traits, competencies and track record are the key ingredients to having a positive impact on your organisation – and in turn, your career.

This article appeared in the Classified Post print edition as Pedigree perils.