Finding the right talent takes up more time and resources now than ever before. The average time taken to fill vacancies has increased by 50 per cent in the past five years, while there has been almost no improvement on quality of hire. Too often, talent identification uses subjectivity, gut instinct and ineffective, unreliable methods.
Most recruiting executives recognise that the way they use assessment needs to change. In fact, upgrading assessment and selection capabilities is a top priority for two thirds of recruiting leaders. The majority of organisations already use aptitude tests as part of their recruitment process, but this is not enough. Assessments need to enable discussions to drive business results, not just test competencies to fill a role.
Drawing from decades of expertise, we have defined how to establish a world-class assessment function that leads to improved business outcomes and helps transform talent leaders from process experts to talent advisors.
1 Create a foundation of support and centralised expertise. Engage stakeholders by demonstrating the value and business benefits to be gained by reinventing talent assessment and selection in the organisation.
2 Identify and measure attributes that drive business outcomes. Different jobs require different competencies, and predicting success against different profiles usually entails use of different tools or inputs.
3 Provide answers, not test results. Traditional assessments have provided results in the form of test scores and personality profiles that trained users must interpret in light of the role requirements.
4 Capitalise on advanced analytics and big data. Analytics is the discovery and communication of meaningful patterns in data and brings greater sophistication to data investigations, revealing insights that spreadsheets would have missed.
5 Align assessment innovations with technological advances. With applicant volumes and job complexity on the rise, organisations need ways to expedite the recruiting process without compromising quality, accuracy and thoroughness.
6 Create an engaging candidate experience. A candidate’s experience during the recruiting process has direct business impact beyond just the candidate’s decision to join the enterprise.
7 Adopt global best practice – with local flexibility. A standardised global assessment process brings consistency and standardisation to people decisions and enables clients to be truly global in its HR practices.
8 Evaluate the assessment process and effects. Validation is an ethical responsibility in every market to ensure fairness and appropriateness in recruiting decisions.
9 Continually adapt the assessment approach. The talent market is less familiar, rapidly evolving, and more specialised than ever. The best companies build an assessment approach that is future-proof, or at least future-ready.
10 Extend the value of assessments for the enterprise. In many organisations, talent assessment is synonymous with selection. However, the assessment process can provide far more value beyond the recruiting process.
Download our whitepaper to learn how the best companies embed these 10 critical practices at their organisations and maximise the impact of their talent investments.