Rocket-Hire Blog

HR Recruitment: Now Trending

November 3rd, 2014

The 7 Top Emerging Trends in Recruitment Today

by Eric Friedman

From pop culture to news, we’re all interested in what’s currently trending, and the world of HR recruitment is no different. Emerging technologies, tools, and processes are changing the recruitment paradigm and forcing us to reevaluate our strategies. We all want to keep up, but changing strategies every two seconds can be in and of itself a bad strategy.

Jumping on the bandwagon just because something is trending is never the best way to go. When evaluating trends, think about whether the new approach meets your specific recruiting needs. Taking the time to really evaluate the latest developments so you can apply the ones that best fit will help you stay ahead of the recruitment game and secure the top talent your company needs to be successful.

Here are the seven main emerging trends in recruitment that are definitely worth evaluating:

1.     Social Talent Networks. With the expansion of social media, companies are using platforms like LinkedIn, Twitter, and Facebook to promote their brands and create a talent network where they can engage with potential candidates, as well as fans, employees, and even customers. These viral service communities connect many people to your brand and can effectively attract candidates.

2.     Applicant Tracking Systems. Tedious though they once were, applicant tracking systems are quickly becoming easier to use and more valuable to both recruiters and candidates. Emerging ATSs that can manage the entire recruitment process are excellent data platforms for all of your recruiting and analysis needs. Through ATSs, recruiters can now do more, from conducting pre-employment testing to filtering candidates, as well as combining biometric data and proprietary algorithms to better match candidates to jobs.

3.     Division of Labor. Companies are looking for more highly specialized skills in their candidates, and they’ve taken their search global. The competition for top talent among companies has led some to divide the talent acquisition responsibilities between recruiters, who are specialized exclusively in identifying, pursuing, and assessing potential candidates, and hiring managers, who are primarily responsible for the hiring process and work with recruiters on talent sourcing.

4.     Video Resumes and Interviews. Video allows candidates to present themselves more thoroughly than any paper resume can. Through a video resume, candidates can showcase their personality much more clearly, plus they can prove that they’re able to work with technology and understand its potential. For recruiters, video can cut down on the time and cost associated with recruiting by allowing them to pre-screen candidates instead of spending time on the phone or in a face-to-face interview.

5.     Improved Candidate Experience. Job seekers have to jump through a lot of hoops these days to land a job. If candidates find it nearly impossible to apply for a job on your career website, or if they never hear back from a hiring manager or are treated poorly during their interview process, it reflects badly on your company. Hands-on management that improves the candidate experience has become paramount to acquiring top talent.

6.     Get Mobile. Smartphones are changing the recruiting game and will continue to do so for the foreseeable future. Failing to have a mobile-friendly website with a full-on career page, including job applications that are easy to read and fill out on a smartphone, is basically recruitment suicide. Mobile recruitment solutions can facilitate and speed up recruitment, and are more visible to the increasing number of candidates who use their smartphones to search for jobs.

7.     Assessment Science. Pre-employment assessment tests help recruiters determine which candidates have the necessary skills, knowledge, behavior, and the best cultural fit. Based on scientific studies, these tests are usually engineered using I-O psychology to assess the skills needed for each job. The increased use of pre-hiring assessment tests proves that they’re a useful tool and validates the trend’s skyrocketing popularity.

Analyze your recruitment process in detail, and determine whether any of these trends could help you do better. You may already be implementing some to an extent, but maybe the time has come to expand your efforts or combine them with other strategies. Remember, improving the recruitment process will help your company outperform its peers and excel in your market.

Have you incorporated any of these emerging trends into your recruitment strategy? Which ones do you think are game-changers, and which are more likely to fizzle out?

ERIC FRIEDMAN

Author

Eric Friedman is the founder and CEO of eSkill Corporation, a leading provider of online skills testing for pre-employment assessment and benchmarking. Eric has degrees in Psychology and Business, and a fascination with matching people with roles they’re best at, and that they enjoy.

A company built on exceptional talent from Internet technology, test development, and iterative product development, eSkill leads as an independent assessment company helping HR departments with relevant and accurate job-based tests.

To learn more about Eric and eSkill, visit the company website at www.eSkill.com, or contact him on LinkedIn.

Adapt or Die: Competencies Required for Survival as an I-O Psychologist

July 24th, 2014

This blog was written by Dr. Charles Handler and originally appeared in SIOP’s Publication “The Industrial/Organizational Psychologist- July 2014″

The pace of technological change that is happening right now is very rapid. Individuals are improving their quality of life via the adoption of new technologies very quickly and this is forcing organizations to play catch up. Many of these technologies have a direct relation to how organizations engage and work with people. Despite this, it is clear to me that I-O Psychologists are at risk of being left out of the equation. I don’t think this is due to a lack of interest on our part. Quite the contrary, I believe I-O has a core foundation in the social mission to make work better for both individuals and organizations. This transcends any specific technologies. The scary part is that we have to understand that we are not in control of how technology is forcing change, and that to remain relevant we must adapt both our mindset and our toolset.

The rapid changes we are experiencing are making data (big or otherwise) the star of the show. Electronic communication and commerce are generating fertile ground for insight. The cruel irony is that data has been the star of our show for decades, and now once it is finally valued in the mainstream, we are at risk of losing our ability to work with it.

We are feeling this increasingly strong pressure because the nature of data is changing. My background and early training is in Psychometrics and statistics. While it is not my main focus at this point in my career, I know more than enough to be dangerous. But as I have watched what is happening, I have become increasingly convinced that I am not equipped to handle what is coming. I understand the tools and techniques required to handle relational databases and the “V”s that are the earmark of big data (High Volume, High Velocity, High Variety, High Veracity), in concept. However, I am completely lost when it comes to any related tools and techniques. This has been a source of increasing discomfort for me and so it was a chilling epiphany of sorts to hear many other I-O Psychologists who are light years beyond my quant abilities report the same feeling. It seems to be a point of agreement that I-O grad school is not focused (or equipped) to teach us the skills needed to work with the type of data that organizations are starting to adopt as a core business process. In fact command of this stuff is a whole different discipline.

So what are we going to do about this disconnect?

I think the solution begins with revisiting our roots. Now more than ever, we have to understand who we are as a field and what our main differentiator is. This will be essential to our ability to articulate our value proposition and to effectively lobby for our seat at the table.

I believe our main value proposition as I-O Psychologists lies in our ability to understand people via reliable and accurate measurement of the core traits that make them who they are. Hot shot data scientists may be able to manage massive data sets and connect dots to provide organizations with valuable insight, but what they are not trained to do is to properly measure things about people.

Despite some really cool advances in robotics, organizations are still composed of, and run by, people and they rely on people as their customers. Without the ability to measure and understand people, the real insights in clouds of data will remain hidden and the ability to implement positive changes for people and work will remain limited.

Our seat at the table will be offered and honored if we position ourselves correctly. We are scientists who know how to use data to gain insight about people. How can one have “people analytics” without the ability to properly measure things about people?

But to make our mark, we will have to go beyond our core foundation in understanding people and work. Our full value will remain untapped if we are not able to be open to a much deeper level of collaboration than we are used to. The big picture around this is that in order to survive and thrive, I-O Psychology needs to embrace a multidisciplinary approach that will require us to be but one element of a larger team of researchers and scientists working together to gain insight and take action based on what we have learned.

What is going on right now is going to force us to change our mindset about how we work in organizations. At present, most of us are used to working on projects where we are driving the data collection process. Job analysis, validation studies, engagement surveys, performance management, learning- these are all tools that we have closely guarded as our domain. These processes are what generate the data we value to help drive impact in organizations. The reality is that the sources of data that contribute to and define these processes are broadening. Like it or not, we are going to find ourselves slowly losing our ability to drive the data collection and interpretation process.

For example, I didn’t hear crowdsourcing mentioned once in any of the sessions I attended, but I believe crowd sourced data will be a major force that shapes the future of our field. Crowd sourced or not, there is no denying that data will be coming in hard and fast from a multitude of sources and we will not be able to do anything with it on our own. We are going to have to adapt or we will be left in the dust.

My intention in this article is not to be Draconian. In fact I believe our field is entering into the best of times and that we are positioned to take our field to new heights. I am not alone in this opinion. Most of us are proudly aware that the Bureau of Labor Statistics has identified I-O Psychology as the fasted growing profession.

However, in order to fully realize our potential and make sure we don’t go the way of the 8 track tape, we are going to have to embrace some new competencies. These will not replace our existing technical knowledge, but speak to the mindset needed for our success moving forward. The basic sketch that comes to mind includes the following:

Collaborative spirit- Valuing and welcoming the chance to work with others

Multidisciplinary mindset- Working effectively and inexorably with other disciplines

Wide open thinking- Remaining open to any and all ideas as potential sources of valuable insight

Acquiesce- Understanding that our agenda and mindset may not always come first

Sense of urgency- Championing the ability to drive research that can keep up with the pace of change

Embracing technology- Prospecting for and incorporating the latest technologies from outside our field

Humanism- Valuing people and the human experience above all else and seeking to understand how to better the lives of all humans

Collectivism- Understanding the interdependence of every human being and valuing the information that can be gained via the interactions of humans with one another

I view this model as a simple sketch that is open source. It is a starting point for the generation of discussion and ideas amongst all who care to comment. As with all competency models, regardless of the labels we use, there is a common underlying truth. In this case the truth is that while we cannot discard our roots, we had better start growing some new branches.

The Multigenerational Workforce

March 13th, 2014

by Eric Friedman, eskill Corporation

Companies today are seeing the most multigenerational workforce in modern history. Four generations comprise today’s workforce: Traditionalists (born before 1945), Baby Boomers (born between 1946 and 1964), Generation Xers (born between 1965 and 1980), and Millennials (born after 1981). And they’re working together in a wide range of positions across an array of industries and companies. Just take the number of millennials managing retirees with 40+ years of experience who are returning to the workforce—an age and experience gap never seen before in the workplace.

Each generation represents a different culture and set of values, which HR departments should understand in order to ensure that their workforce is productive and managed effectively. First, let’s look at the main characteristics of each generation.

Traditionalists are a generation influenced by the Great Depression, the roaring 20s, and the two World Wars. They are patriotic and loyal, with a deep faith in institutions and organizations, which makes them more likely to stay at one company for their entire careers. Many have either been in the military or come from military families, so they hold a great respect for authority.

In the workplace, they’re motivated by doing a job well, they’re concerned about who will do the work if they don’t, they understand the need to work long hours, and they tend to put work ahead of home life. They believe in paying their dues and proving themselves in order to advance their careers.

Baby Boomers have a different set of values that were shaped by their influences: the television media boom; the Vietnam War and the Watergate scandal; the human rights and women’s movements; and the era of sex, drugs, and rock n’ roll. All of these experiences shaped them into becoming a more idealistic generation, with a deeper sense of fairness and equality, yet still maintaining a sense of competitiveness. They’re not as loyal as Traditionalists and they tend to question authority much more. They’re optimistic, since they grew up with more educational, financial, and social opportunities than their parents.

In the workplace, their main motivator is money and upward mobility. They’re likely to work for one company as long as they’re moving up and getting promoted. They’re not afraid to work long hours, they’ll often put work before home life, and they also believe in paying their dues to move up.

Generation Xers are the first generation to spend less time with their parents and more time home alone while their parents worked. They grew up to be more independent, autonomous, resourceful, and self-reliant. They are also a generation that saw a significant growth in technology—the computer went from the size of an entire building during the Traditional generation to a desktop appliance for the Gen Xers. They’re highly adaptive to change and technology, and, unlike their predecessors, they are distrustful of institutions and are not impressed by authority.

In the workplace, they believe in following their passions in their careers and are motivated by freedom and fun. They place a more equal importance on work and home and feel that they should have more control over their workflow and hours.

Millennials are a unique generation, heavily molded by expanded technology, diversity, and an upbringing that made them believe they were special and worthy of praise. They were also raised on technology, more so than any other generation before them, and are very cyber-savvy. They are more realistic, they appreciate diversity, and are more globally concerned than earlier generations. They’re also multitaskers, which can tend to make them seem easily distracted.

In the workplace, they are much more likely to switch jobs—even careers—often, and are motivated by their own personal fulfillment. They are willing to put in the hours, but not necessarily in the office; telecommuting is big with them. They expect constant praise and feedback from their managers, and to be involved in corporate decision-making. They also crave change and challenges, so they thrive in those kinds of situations.

Understanding the core differences in values, motivations, and priorities of each generation can help companies manage this diverse workforce. Each generation has a different level of engagement and expectations when it comes to their careers. A good way to look at it is that having many different experiences and values on staff can contribute to a more complete picture, because you can accomplish tasks and develop strategies that go beyond just one way of thinking.

Here are some ways to help manage your multigenerational workforce more effectively.

• Establish a workplace mentoring program to encourage younger employees to learn from the experiences of older employees, and for older employees to be more open to new perspectives.
• Consider offering different working options like telecommuting, reinforcing the importance of getting the job done over how it gets done, and providing the kind of flexibility employees of different ages can take advantage of.
• Understand that different generations learn and absorb information differently, and try to accommodate their needs by providing information in different ways, like PowerPoint presentations and handouts for older employees and more interactive web-based tools for younger ones.
• Provide skills training, leadership development, and career advancement opportunities that can help younger employees guide their careers and older employees learn new skills.
• Facilitate open communication, since this is of the utmost importance to make sure that everyone, regardless of age or tenure, feels heard and knows that they are part of the team.

ERIC FRIEDMAN

Eric Friedman is the founder and CEO of eSkill Corporation, a leading provider of online skills testing for pre-employment assessment and benchmarking. Eric has degrees in Psychology and Business, and a fascination with matching people with roles they’re best at, and that they enjoy.

A company built on exceptional talent from Internet technology, test development, and iterative product development, eSkill leads as an independent assessment company helping HR departments with relevant and accurate job-based tests.

To learn more about Eric and eSkill, visit the company website at www.eSkill.com , or contact him on LinkedIn.

Legal Trends: Employment Selection Systems – How Risky is Yours?

March 16th, 2012

With a doctorate in I-O psychology, one side of me is a trained ‘talent selection system designer’. A big part of what we learn in grad school, and then apply in the real world, is the legal compliance side of testing. There are a raft of regulations to consider (i.e. the EEOC Uniform Guidelines and OFCCP compliance) to help companies avoid discrimination through testing. And I’ll tell you from experience, most companies are very concerned about keeping their legal risks low (they’d love them to be ‘nil’, which is difficult if not impossible) when planning a selection process or system to implement. Read the rest of this entry »

SHL Poised to Feed The Hunger for Analytics?

February 7th, 2012

Some interesting news recently about SHL whose parent private equity firm is working with Morgan Stanley to determine the next chapter in their rapidly changing history.

It was just over 10 years ago that I was working for the first online assessment company, a scrappy Aussie run start-up named ePredix.  Since then a dizzying series of mergers and acquisitions have seen the once tiny firm folded into the larger global entity of SHL and positioned to possibly lead the assessment world into the next era.  I believe this era will be the golden age for pre-employment assessment.  Why is this? because the dawn of big data is upon us and it is going to change everything.

For years we I/O Psychologists have tried to convince organizations that predictive science can make hiring a profit center but when asked to prove it, we are seldom given the opportunity to collect the data that we need and often falling back on the “trust me, I’m a Dr.” strategy to gain buy in.   The data required to fuel Business Analytics engines has matured to a nice state of ripeness and it is about to give pre-employment assessment a brand new set of very sharp teeth.

I would not be surprised if SHL finds a new home with a major firm who is looking at the big picture regarding data and predictive science for the business world.   It is possible that the next step for SHL could provide them with even more intellectual and monetary capital than deep-pockets rival firms such as Pan/Talx (an assessment company owned by Equifax who is investing heavily in adding HR analytics capabilities to reach across the enterprise).

The progress towards a world where predictive data is used to increase the accuracy of decision making across all areas of business is inevitable.  It remains to be seen if SHL will take a big step forward to become a vital cog in moving pre-employment assessment into the big time.

I personally can’t wait to see what happens.  While there are many possible options, many of them potentially less exciting than my pie in the sky rant, don’t be surprised if something monumental is born in the near future.

 

 

 

 

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Talent Management: 5 Reasons Why Choosing an Assessment Vendor Can Be Hard

January 17th, 2012

Wordle: Assessment Vendors 2012Now that we are halfway through the first month of a new year, we can turn away from celebrating the holidays, reading predictions and making resolutions – and get down to work. For many organizations the first quarter starts with a bang as a fresh fiscal year infuses departments with budgets to buy new and shiny tools or services to implement new processes.

Be honest – you know this is true.

For HR Talent Managers the new year brings a chance to find a solution to the ever-challenging needs of the organization to put the right people in the right roles at the right time, in order to achieve business outcomes. And the only sure fire way to find the right people for a job is through talent measurement, aka assessment.

No need to go into details about the benefits of well-designed assessment processes, because you likely wouldn’t be here reading this if you didn’t agree. So, cutting to the chase – it’s not all that easy to find your perfect match in the world of assessment providers.

Choosing an assessment vendor can be hard because:

  1. Assessment is a complex topic and understanding it can be confusing.
  2. There are literally hundreds of assessment vendors and it is hard to tell which ones are good and how they differ from one another.
  3. It’s not just about choosing tests – you need to build a process first.
  4. Despite what your vendor may say – not every assessment strategy is effective in every situation.
  5. Assessments do not live alone in a neat box, but instead need to play well with your organization’s other talent technology. Uncovering whether or not a vendor is capable of integrating with your systems can be time and cost consuming.

If  you find yourself lost in this confusing labyrinth of a ‘vendor selection process’ with no map, instructions or magical abilities, you should consider using our own Buyer’s Guide to Screening and Assessment Systems v3.0

As you can see by the 3.0 appended, this is the latest addition of a popular tool we first published 10 yrs ago. This newest edition provides even more expert, objective details about talent measurement vendors. We cut through the smoke and mirrors to help you make informed decisions, ultimately saving you time and money.

Check it out now, then you can get on to achieving other pressing business goals.

 

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“Everything in the future online is going to look like a multiplayer game”- Eric Schmidt (CEO, Google).

July 20th, 2011

So, besides causing serious concerns about personal privacy, when has Google ever been wrong?  I am sure they have had a few projects that have not worked out but few can argue that they have been a major driver in the evolution of the web.  I was almost moved to tears by Eric Schmidt’s words because they are in-line with my thoughts about the future of assessment.  As new technology has become available it has been applied to solving problems and creating opportunities in all walks of life, from banking to shopping, to dating to hiring.  Why should we expect this trend to stop now and why should we expect that hiring and pre-employment assessment will be exempt from this truisim?

While the world of assessment still has one foot firmly in the horn rimmed paper and pencil world from which we came, we are slowly marching towards a new era where complex relationships in data will fuel amazing levels of insight and the ability to support decision making.  A big part of this march forward will involve the simulation of reality in a manner that is highly interactive, educational, and relevant.  What the specifics of this will look like are unclear as we have still to wait for the technology that will allow it to happen.  It’s pretty exciting stuff and it’s going to happen faster then you think.  Just turn the clock back 20 years and think about what luddites we were faxing things back and forth and storing our info on those big floppy discs that have 1000 times less capacity then my USB ink pen.

Please do note that I do not advocate removing humans from the decision making process.  I still see the role of game like simulations in the hiring process as collecting data and providing insight based on it.  As long as it comes to decisions about people and their lives, we humans need to remain involved.

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Rocket-Hire is 10: Reflections on a decade of testing

May 20th, 2011

We are very excited to announce our Tenth anniversary!!!  That’s right, through good times and bad we at Rocket-Hire continue to work hard to promote the benefits of best practices based screening and assessment programs.  For testing geeks like us, the past decade has seen some very very exciting innovations.  It is easy to lose the forest for the trees, as our daily efforts to implement assessment often keep us focused on the issues that still hold us back. In reflecting on the past decade as a thought leader for the assessment world, I have worked hard to refocus on the big picture and zooming out to the treetops has presented a view that is extremely positive and encouraging.  This vantage has reminded me that we have seen some quantum leaps in the testing game that have made the use of pre-employment screening and assessment an even bigger value add then ever.  Here is a quick review of the big picture when it comes to innovation and progress in our industry over the past decade.

#1: Test usage has crossed a major plateau- Ten years ago the testing industry was in total plateau mode.  Uptake was at the same level as it had been for decades with a handful of firms, mostly test publishers and consulting firms offering administratively heavy tests in two modes.  Ten years ago one could either buy a test off the shelf and drop it in place, sometimes doing validation work to support its use or sometimes not; or one could hire a consulting firm to do an expensive local validation study using their own content.  These options and the universal truth that testing required a good deal of resources to administer and manage, cost a butt load of money, and provided a cold war-sih icky feel to those taking the tests; served to really keep testing down.  We are way past all this now!!  Test uptake and the available revenue from selling tests has skyrocketed based solely on our friend, technology.  This technology enabled shift is the #1 big picture trend in the past decade.  This shift has been facilitated by several other important trends (discussed below).

#2: Data shows us the truth- Ease of administration and increased uptake have allowed us to capture millions of data points.  This information has greatly accelerated our understanding of what job performance is and how to accurately measure it.  We really do know how to accurately measure the traits that drive important work outcomes such as customer service and how to predict which applicants are most likely to achieve these outcomes.  This knowledge serves as the basis for increasing speed and accuracy in testing.

#3: Methods of demonstrating validity are changing- Please note, I am not saying that the concept of validity itself is changing.  I am saying that we have increasingly powerful tools to help us configure job relevant assessment content for local situations (thanks to Trend #2-above).  Most vendors have begun to bake a good deal of flexibility into the process and tools used to configure assessment content, building on the data they have harvested and then allowing end users to lightly customize their specific measurement model.  In a way this is the holy grail for validity as we begin to see criterion, content, and transportation of validity strategies merge to show us what content is correct for a given situation.  Isn’t this kinda what Landy (1986) was talking about when he rejected stamp collecting in favor of identifying ways to show how the rubber meets the road when it comes to showing a relationship between predictor and criterion space?

#4: Remote, unproctored testing is here to stay- Like it or not, there is no way to beat the convenience of remote testing.  I have served on more panels then I can remember on this topic over the past decade and all have reached the same conclusion, we do not have any strong evidence that remote testing is a problem.  This does not mean we can ignore the fact that we need to be vigilent.  Again, technology is our friend as we enter the age of IRT driven adaptive testing and increasing security tools such as bio-metrics.  The interesting thing in the decade to come will be the acceptance for remote testing via smart phones.  The jury is still out on this one.

#5: Candidate experience is becoming a key driver- A decade ago it was still common to see 2 and 3 hundred item long tests that asked question with no perceptible link to the job performance domain.  This is no longer the case as we begin to explore ways to increase simulations and games that make the assessment experience transparent and can easily be woven into employee branding.  This will be one of the most significant trends over the next decade as we begin to put the radio buttons of decades old personality tests in the rear view mirror.  If nothing else, the next generation of job applicants will begin to demand this type of treatment, and I really believe that this population is going to begin the redefinition of terms like “job” and “career” forcing us to adapt our hiring and assessment processes.

#6: Assessment is becoming an integral part of the employee lifecycle- We continue to see progress (albeit slow) towards a more unified vision of what talent is and how it fits within the organization.  Assessment has long been used as a tool for succession planning and development.  But there has been no continuity with the information collected during the hiring process.  Most of this time this info is basically industrial waste, going down the drain and taking value with it.  The rise of a talent management mindset has started to help promote a more strategic focus that covers the entire employee lifecycle.

All of the trends above have combined to open the door for increasing levels of value from assessment based on new levels of efficiency and effectiveness.  I encourage our readers to take a moment to reflect on just how far we have come.  Don’t even get me started talking about what we can expect to see in the next decade.  Almost daily I am seeing testing firms leveraging cool new technologies to help meet the end goal of providing realistic, accurate and efficient ways to predict applicant performance.   Just prepare to have your mind blown wide open.  The strong forward march of technology is going to make all aspects of our lives extremely interesting (and maybe a bit scary?).

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SHL/PreVisor’s Global Assessment Trends Report: The latest word on testing

May 18th, 2011

Every year I really look forward to reading SHL/PreVisor’s assessment trends report. It is an excellent compliment to our own work in trying to get a handle on how pre-employment assessment is used.  This type of information helps all of us to understand the current state of the art for best practices around assessment, showing us how far we have come and how far we have to go.  This year’s report is chock-full of great info about how testing and assessment is used across the globe.  Rather than parrot back details you can read for yourself, I want to highlight a few trends that I find interesting and which are consistent with my own work as an assessment analyst.  Most of the things I find interesting have to do with disconnects between what companies are saying they value and the actions they are using to prove it.

Finding 1: Hiring is coming back!  We have all been seeing evidence of this trend and PreVisor’s data shows that firm indicate that they have more open positions this year than last, and that they anticipate retaining employees will become increasingly harder. To me this means assessment will be more valuable then ever since there will be more applicants for every open position, the ideal situation for assessment’s value prop to shine.

Finding 2: A majority of respondents use some form of testing or assessment and feel it is a valuable part of the hiring process but few are evaluating the value they add.  This is directly in-line with our research indicating a huge disconnect in the fundamental foundation driving the use of testing.  Without proper ROI evaluation, testing will continue to fall well short of its potential.  Companies are also failing to measure applicant reactions despite indicating that they are important.

Finding 3: Remote testing is here to stay.  Despite concerns about security and differences in effectiveness, remote testing is simply too efficient and will not be going away anytime soon. While the use of mobile devices for testing is predictably low, we cannot deny that remote access is king.

Finding 4: A wide variety of tools are in use, and help cover the entire funnel.  There are tons of options for screening and assessment and most of them seem to have a place and time where they are most effective.  Firms considering using testing should take the time to create a strategy that collects useful predictive data down the entire funnel.  Unfortunately few companies take this mindset, instead choosing to slap a testing band-aid on gaping wounds.

Finding 5: While employee development and succession planning are seen as important, few companies have strategies to leverage these tools for increasing performance.  Again this is a huge disconnect and we wonder if companies realize the value assessment can have in helping to create an effective strategy for measuring employee performance.  PreVisor has coined a new phrase “People Intelligence” to describe the idea of measuring and evaluating individual characteristics pre and post hire, and using this information strategically, to optimize the alignment between persons and jobs.

Let’s hope that organizations can learn to be more “people intelligent” and begin to see the big picture.

I strongly suggest that anyone interested in the issues discussed here, download a copy of PreVisor’s excellent report.

Sharing is Caring- A Word About Access to Your Assessment Data

February 7th, 2011

I have recently been working with several clients who have been less than happy with their current pre-employment assessment vendor.  One of the common themes underlying their concerns is the fact that their assessment provider will not allow them access to the assessment data collected from applicants.

While data ownership is definitely a common bone of contention when creating assessment contracts, no one should be denied access to their data.  If your vendor is not willing to share this information with you, it raises a serious red flag.

Most of the vendor whom I have seen using a no share policy use a “proprietary” methodology and suggest that outside data analysts just don’t have the know how to make sense of the data correctly.  This is one reason to avoid vendors with super secret methods.  Vendors should be able to provide test data that can be used in external, 3rd party validation studies. This is important because statistics are easily manipulated and the procedures used are often not explained with enough clarity to allow for duplication.  Vendors have agendas to show their clients results and often this can lead to conclusions that cannot be fully trusted.

Be sure to ask potential vendors about their data sharing and ownership policies and strongly consider steering clear of those vendors who are not willing to share.  Barney the Dinosaur speaks the truth when he says “Sharing is Caring”  It’s hard to believe that a vendor who won’t share, really cares about you as a client.