Home' HR Monthly : September 2018 Contents 34
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“The more data you collect on someone's
abilities, personality and job-specific skills, the
better you can focus on the candidates who will
be the best fit,” says D'Arcy.
“We're even seeing companies testing
their own best employees to see what is most
correlated with success in their environment.”
Additionally, extensive research shows some
elements of skills-based assessments – but not
all – can be reasonably accurate at predicting
Renowned retired American psychology
professor Frank Schmidt conducted a meta-
analysis of a century's worth of workplace
His findings show that multi-measure tests,
cognitive ability and integrity tests have a higher
correlation with predicted job performance,
while references, personality tests and job
experience have the lowest correlation.
Feet in the door
D'A rcy believes the move towards skills-based
assessments and data has the power to be
transformational for society.
“There has always been this very difficult
situation, especially for candidates just out of
school, where people say you don't have the
experience for the job,” he says.
“To prove that you can do a job via an
assessment allows people to get that first shot.”
That said, while assessments may say one
thing, Windust points out that you can't truly
know how someone will behave and operate
until they're onboard.
“So you can verify if someone can perform
some task, but you don't know how they’ll apply
that in a work situation. You also don't know
about their ability to grow and adapt to change,”
says Windust, whose company uses skills-based
assessments in its recruiting process.
Assessing the options
There's no shortage of skills-based assessment
products out there.
For example, job platform Indeed recently
launched Indeed Assessments, a free tool
(during 2018) that screens candidates for skills
in various roles and industries, including sales,
technology and customer service.
The company says psychologists designed
all the assessments, which can be added to an
employer's Indeed job posting or forwarded
directly to job candidates.
Meanwhile, Windust says that by using
Cognology's Agile Performance Management
System, organisations can profile the technical
and behavioural skills of every employee in
“Using our Talent Profiling solution you can
identify people with potential. So, not just those
capable now, but those with the potential to be
capable,” says Windust.
Not everyone is convinced the death knell for
resumes is nigh, including Nick Deligiannis,
managing director of Hays.
“CVs are not dead,” says Deligiannis,
“but they are also no longer the sole method
of reaching potential employers.”
Deligiannis believes that, going forward,
rather than being handed in as job applications,
resumes will evolve to be an online presence.
“An online presence is just as important as
a CV given that recruiters and employers are
using digital technology and data science to find
suitable talent,” says Deligiannis.
He says this means recruiters can now
proactively find and engage talent rather than
passively wait for the right applicant to apply.
“ We can use digital technology and data
science analytics to reach deep into candidate
pools to prepare shortlists of the most suitable
people, ex trapolate meaningful patterns and
gauge how open to new job opportunities a
potential candidate is.”
And as D'A rcy points out, there are now
libraries of tests out there that are specific to
Essentially, this means that skills-based
assessment results could be posted to an online
resume in advance, allowing recruiters to
search and filter candidates based on
Adds Windust: “For job seekers, this means
they get to compete on what they can do, rather
than how well they can talk about themselves.”
And for recruiters, Windust says it will give
them the chance to “find some hidden gems in
the process”. •••
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