HR assessment methods help put decisions on a very good information basis and provide decision-making support. They are effective and ensure that the fit between a person, with all their talents, competencies and skills, and the requirements of a job is as good as possible.

Moreover, a smart combination of methods, and embedding them in a good personnel marketing strategy, will lead to an increase in candidates who are a good fit for the organization, and to a better corporate image, as applicants greatly appreciate short reaction times on the part of employers.

Online assessments:

  • Are fair and objective, irrespective of a participant’s age, gender and ethnicity (as the computer does not perceive these criteria, which are irrelevant to an assessment of skills in any case)
  • Provide rapid, skill-based feedback in an easily understandable format, which can be used by participants e.g. to move forward with their personal development under their own responsibility
  • Supply results with high validity and thus optimize precision in hiring
  • Ensure comparability of results (objectivity) and a fair ranking of participants
  • Help filter out the majority of applicants who would be a bad fit at an early point in the application process, without losing better applicants

Competence-based interviews:

  • Combine various approaches in one format, allowing the assessment of different traits and skills of applicants in a resource-efficient way
  • Have a provably higher accuracy rate than e.g. less structured job interviews
  • Permit a comparison of applicants’ skills with the profile of requirements and provide information on how pronounced these skills are
  • Are close to realistic by assessing skills and personal competencies based on specific work situations and examples
  • Give both sides an opportunity to get to know the other better

Assessment centres:

  • Give participants an opportunity to demonstrate their strengths in different situations
  • Ensure the objectivity of decisions due to qualified teams of observers and team decisions
  • Enable better predictions of behaviour by means of series of tasks that have great relevance for the future position or job
  • Create a comprehensive impression of the skills and potentials of participants by employing different methods and types of tasks (more in-depth assessment)
  • Create the conditions for targeted planning of sustainable support for participants by means of specific personnel development measures

Development centres:

  • Identify potentials within the company, making targeted development possible
  • Provide differentiated individual feedback on strengths and room for development, and promote self-reflection
  • Communicate the company’s appreciation to participants, indirectly strengthening affiliation
  • Have a spirit of constructive cooperation rather than selection pressure (contrary to assessment centres)

Online self-assessments:

  • Provide concrete benefits to users without requiring anything in return
  • Give participants realistic information on the requirements of a position or job
  • Ensure that energy is not needlessly wasted on applications for positions that are not a good fit; instead, applications can be targeted to the organizations or jobs that are a good fit according to the self-assessment
  • Can usually be taken anonymously and without pressure, and the results are accessible only to the participants