Selecting the right talent for your organization requires thorough evaluations and accurate measurements. Today’s companies use a variety of assessment methods to determine a candidate’s skill level, competencies, and behaviors in a variety of work scenarios. Discover the types of assessments being used for candidate evaluation and how to create your own assessment strategy to select the right talent.
Recommended Assessment and Selection Tools Resources
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In Aberdeen’s recent Pre-Hire Assessments: An Asset for HR in the Age of the Candidate, we learned that there isn’t a one-size-fits-all, pre-hire assessment approach to fit in with every company’s talent acquisition process. ...Read more
With a new wave of millennials entering the workforce, and the continued growth of the economy, the competition for quality talent is heating up. However, while the level of talent is increasing, sourcing that talent is becoming far more difficult. A recent analysis of the U.S. labor market indicates that 42% of key U.S. markets exhibit undesirable sourcing conditions for employers.
Todays HR leaders are pressured to investigate and use predictive analytics. Yet, there is often little or no direction about how to begin. One area that is primed for using predictive analytics is the talent acquisition process. Join this webcast for practical guidance to understanding what predictive analytics is, how to get started, and some areas to begin using these approaches in your organization.
Aligning your consumer and employer brand may result in 36% greater shareholder return over five years according to a joint Lippincott and LinkedIn paper, but it will require a new and well researched approach to realise these benefits in Asia. ...Read more
Recruiting strategies and technologies are advancing at a rapid pace, and if you're still planning for today you might get left behind. Watch this webcast for a peek at the trends that are coming in 2016 and how to get started today.
In a blog post, workplace engagement expert, Kevin Sheridan, took issue with the notion that “employee engagement” has run its course and has instead become a routine “check-the-box” exercise. He suggests, rightly, that perhaps we should start holding the people checking the box accountable for defining, encouraging, and measuring engagement at their organizations. When a process that involves people becomes thoughtless and perfunctory, it guarantees bad results. A case in point is reference checking. Organizations that consider reference checking to be a worthless, low-value activity get worthless, low-value feedback—or worse, no feedback at all—about potential new hires.
Talent acquisition is, fundamentally, a people process. Join this webcast to learn how to improve engagement and culture during periods of rapid growth, by ensuring that acquisition remains about the people and not about the procedures.
You’ve probably noticed by now, the people who work at Google are pretty smart. They’ve figured out a way to connect searchers with exactly the information they’re looking for—in a matter of milliseconds. Imagine if it was that easy for job seekers to find your jobs on Google. Spoiler alert: it’s not.
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