Best practices for using talent assessments as logical decision making tools
How to empower your decision makers to trust their emotions in making hiring decisions
How to use both logic and emotion to move your hiring process from good to great
How to train your Decision-Makers to understand the value of using both logic and emotion when making hiring decisions
In From Good to Great, author Jim Collins famously extols the virtues of factoring in the "whole person" when undertaking decisions about individual employees. Critical human capital decisions are made every day and each of these choices springs from a deep-rooted source, be it logical, emotional or a combination of the two.
Behavioral assessments arm decision makers with actionable data that quantifies the unique behavioral drives and needs of employees and candidates. However, the data from said assessments can be complicated and difficult to interpret. Analyzing this data through a strategic lens brings valuable insights into focus and help piece together what would otherwise be a complex puzzle. Making human capital decisions based on intuition alone can be misleading and biased. It is really when intuition is mixed with objectivity through analytics that HR can begin to create trust and become a respected advisor in human capital management and decision making.