Human Resources
Are you getting candidate selection right?


Are you getting candidate selection right?


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Jan 23, 2017 | by Eleni Lobene


If you are asking this question, you’re on the right path. Why? Well, suboptimal hiring decisions and practices are costly to any organization… in the ballpark of $8,000 per day1 (Harvard Business Review). If you want to improve candidate selection and efficiency of related processes, we recommend that you take a careful look at your pre-hire testing. As Seymour Adler, Anthony Boyce, Ernest Paskey, and Paul Rubenstein of Aon Hewitt assert: “Proper assessment is a game-changer.” But, again… why? And, how?

First, high-quality assessment can support a number of goals, ranging from reducing turnover, to improving performance, to increasing engagement and productivity. These improvements are backed by extensive data and such return on investment should be available for any assessment you consider using. State-of-the-art assessment also can improve candidate experiences and impressions of the organization, allow for increased efficiency around recruiting, facilitate standardization of processes, and support a stronger and more unified culture, all while helping to ensure diversity of hires. Further, assessments can be leveraged to improve onboarding of new hires by providing insights about strengths and areas of opportunity.

While the benefits are numerous, how do you go about picking the assessments that you need? You must begin with identifying the traits that are critical for success on the job both today and in the future. These traits may include a wide range of knowledge, skills, abilities, and other characteristics—such as personality. Assessment is complex and we recommend working with an Industrial/Organizational Psychologist to systematically and scientifically determine what those technical skills, work styles, social skills, emotional expressions, and other tendencies may be.

Next, appropriate assessments should be selected for measuring these identified traits. The types of assessments that are available range from structured interview guides, to computer adaptive tests, to immersive simulation experiences. The right assessments will not only measure the competencies or traits you are interested in, but it should also be branded to reflect your organization. Candidates want to know what it feels like to work for you, and of course, you want to know what the candidate would be like working for you. The full beauty of assessment is realized only when both of these aims are achieved. As such, we also recommend carefully considering how you close the feedback loop with your candidates. How do you ensure that even those who are not hired leave with a positive impression and feel that their time was appreciated? We have tools and recommendations to support these important objectives as well.

All this considered, we have only begun to address the tip of the iceberg.

Eager to know more? Click here to check out this brand new white paper “Getting Candidate Selection Right: The Undercover Element for Booming Your Business” by Seymour Adler, Anthony Boyce, Ernest Paskey, and Paul Rubenstein.

Why Getting Employee Selection Right Actually Matters

 1. Menon, Tanya, and Leigh Thompson. “Putting a Price on People Problems at Work.” HBR.org. Harvard Business Review, 23 Aug. 2016. Web. 8 Dec. 2016.

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