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15 years ago many firms would have been satisfied to recruit all but their most specialist staff by placing one advertisement in a national paper and then choosing from replies. However, nowadays most companies would rather pay consultants to comb through the candidates, choose a few to fit a criteria list that can be immense in size. The candidate might then be interviewed by the recruitment consultant before entering the doors of a potential employer’s office.
More may then follow. Possible recruits might then have their handwriting analysed; complete psychometric tests, written exams and even weekends away. Most companies are reluctant to reveal details on how they choose their employees and surveys show very different results. As recruitment costs on average thirty three percent for senior management, choosing the right person is crucial. The risk of making a mistake will lose you time and money and even the company’s reputation if that destructive. Therefore, the more money put in to make the right decision, the less likely that mistakes will be made.
Interviews
The interview has been proven to be poor in predicting behaviour and success in jobs and yet it remains the most popular procedure. However, many small firms recruit by an unstructured interview which is more of an informal chat. Despite the imperfect effectiveness of the interview, there are ways that it can be improved.
An executive search consultant advises companies to use structured interviews. In these candidates are asked standard and specific questions that should focus the interviewer on establishing whether or not the possible recruits have the necessary skills. This enables more emphasis on the applicant’s ability to do the job rather than how much the interviewer likes them. One common question for a structured interview would be: “What are your standards of success in a job?”
Many companies still use unstructured interviews, but structured or unstructured, interviews are not good as a selection device. It is unlikely that the best applicant will get the job because people tend to recruit in their own image. However, a trained interviewer is more likely to avoid mistakes such as treating the interview as a power trip, and research has shown that candidates are more likely to accept a job offer from a trained interviewer.
Psychometric tests
Psychometrics has become essential in minimizing recruitment risks and in career management. These tests enable individuals to be addressed on their own merits as they increase objectivity in the assessment of candidates; employers can assess their skills and characteristics that may have been undetectable through other methods.
There are two main types of psychometric test:
- Level A tests
These are often referred to as tests of maximum performance and relate to ability and amplitude. The skills measured are in areas such as verbal and spatial reasoning. Work-based tests such as decision-making are also used.
- Level B tests
These measure typical rather than maximum performance. There are no right or wrong answers. The tests are designed to find information concerning behaviour in particular circumstances; for example, leadership qualities, reactions to stress and problem solving.
Industry experts such as Saville and Holdsworth provide recognised psychometric tests which are advised. Before beginning Level B training testers must be trained to Level A standard. In addition, British Psychological Society best practice recommends that applicants have detailed feedback from a qualified tester after any psychometric testing.
Fraudsters can be caught out by asking the same question in more than one way. In fact, candidates cannot possibly prepare for psychometric tests.
Assessment centres
Large firms will sometimes use a combination of selection procedures all at the same time. This is usually carried out in-house and called an assessment centre. These centres for assessment were originally used by British and German troops as a recruitment tool during the Second World War. Nowadays most large organisations such as Marks & Spencer and the BBC use assessment centres as the central part of their recruitment process for senior management.
Companies with assessment centres may also ask for group discussions, role plays and presentations as well as the interviews and psychometric tests. These sessions last between half a day and two days. The assessment centres mean that follow-up interviews are not required because all necessary information about the applicants can be obtained during their time at the centre. Consequently assessment centres result in a shorter recruitment process. |
