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.
Why don’t we start by acknowledging the big elephant in the room? It’s reference-checking. A lot of companies don’t bother with reference-checks on their candidates, or they think they’re doing them well already. The feeling persists that the reference-check only confirms information the hiring manager or recruiter can see on the resume, and that there’s also a fear of legal risk.
That’s a shame, because when reference-checks are executed well, they are absolutely vital for your hiring decisions.
A question I’m often asked by clients is centered on how they can quantifiably measure the quality of their new hires. But how exactly do you extract a reliable ‘hard’ measurement from relatively ‘soft’ data? Ask the right questions, and ask often, might be a good way to start.Read more
Pre-employment testing and assessment, when done right, add tremendous value in the hiring process. Industrial/Organizational (I/O) Psychologists have collected more than enough aggregate data to show that our methods are far more predictive and useful than other methods like the unstructured interview. Yet every company still leverages the interview and not every company leverages testing and assessment to support hiring decisions. As noted in previous blogs it is critical to know what test is being used, why it is being used and how the results are being used in order to attain maximum value.Read more
I can remember the first time I received a call for a reference on a former employee. I was early in my career working as an assistant manager at a shop in the mall and happened to be next to my general manager as I took the call. Once my GM heard the nature of the call, he snatched away the phone to handle it himself. “Yes, the employee worked here from April until September. Yes, I’d hire them again. No, I can’t give you any further details about that employee.”
That’s what I overheard from outside that conversation. Once he hung up the phone, my manager then gave me a quick development talk, explaining the potential legal issues and the exact process my company had for reference checks.
The ability to learn on the job, much less be identified and developed for a future leadership position, can be difficult for employees, regardless of classification. Every company claims it plans for the future, but the reality is that the mindshare required – the domain and business expertise and the leadership that drives it – usually slips away with the best intentions of having the learning and development as well as the succession plan in place.Read more