There’s a tendency for recruitment being lowest in the hierarchy of organisational areas but at the same time being one that delivers the highest business value with clear results and impact. Further, firefighting in recruitment is often the standard modus operandi - always being late and never connecting the recruitment, succession or resource strategy with the overall business strategy.
At the same time, even though the recruitment industry is huge measured in turnover, unfortunately, recruitment consultancies don’t do much to raise the bar.
To continue the bad news, the highest possible validity in personal assessment used in recruiting processes predicting job performance is only 40%.
How do we then reach the highest possible job performance predictability in the recruiting process? Interestingly, there are several things you should avoid putting too much emphasis on when assessing candidates. These include:
1. Years of job experience
2. Level of education
4. Emotional intelligence
The best predictors are found to be the general mental ability (GMA) combined with integrity test and/ or structured interviews. All recruitments are unique and it is essential to choose the right methods for the specific process. Nevertheless, things that all recruitment processes need are structure, data, a clear objective and reasoning for why we do what we do.
Lastly, proactively building relationships with potential talent even before they become applicants can enhance validity, as it allows you to validate candidates in more depth before the actual recruiting process starts. Being proactive also gets you out of firefighting mode and into a more long-term strategic mindset aligning the recruitment strategy with the business strategy and future hiring needs.