Employee Recruitment

Recruitment can be seen as a fact finding exercise geared towards minimising risk. Often when selecting for a role, we are trying to put together a picture of the candidate to ensure that they are a good fit for the role and organisation. The risk of getting this exercise wrong can be quite detrimental to an organisation. Apart from the wasted recruitment costs, poor selection decisions can cost a company the achievements of its goals, its staff morale and its reputation. Over the past couple of years I have been working with a number of clients to improve the way they select staff.  In the process, I have developed some key guiding principles which have assisted clients with increasing the hit rate of hiring the right person for their organisation:

  1. Have the employee recruitment process aligned to the key competencies of the role.
    When recruiting for a role, have a clear understanding of the skills and attributes required for the job to be completed successfully now and in the future. Knowing this will assist with selecting the right recruitment tools to measure these competencies and ensure that the recruitment process is targeted.
  2. Have a robust and varied recruitment process.
    Too often – due to cost or time restraints – organisations rely on just one or two selection tools, such as resumes and interviews, to assess the suitability of the candidate. This limits the amount of data that can be collected when assessing the candidate against the key competencies for the role. Incorporating other appropriate selection tools, such as written applications, behavioural interviews, assessment centres etc., into the process increases the richness of data obtained. This creates a more holistic understanding of the candidate and provides more reliable data to use for evaluations.
  3. Increase the hit rate of your selection process by using valid and reliable selection tools.
    Too often, standard recruitment processes rely on recruitment tools (resumes, reference checks and unstructured interviews) that have been shown to have significantly lower validity when predicting on – the – job performance. This can lead to poor selection decisions being made. By incorporating selection tools with higher levels of validity, such as psychometric testing and assessment centres, organisations are better placed to make the right hiring decisions.

Getting the facts right!
 

Anjali Nimbkar, Management Psychologist