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.
Assessment tools have to pay off
And they do. However, we certainly won’t make any unrealistic promises. What’s realistic, on the other hand, is the expectation that when using expert processes, you can achieve an average annual increase in performance by 6% with the new employees hired as a result. As no organization can afford to keep on employees in the long run who contribute less than they cost, this increase means a financial advantage amounting to at least 6% of the employer’s gross earnings. Assuming that an individual remains employed by the organization for an average of 5 years, that adds up to at least 30%.
Using an HR assessment process based on empirical analyses will not only let you maximize the benefits, but also minimize the costs of the selection process. As a result, the cost of using diagnostic tools is definitely amortized long before the end of the five-year period of employment.
Perfection isn’t always your best bet
You’re certainly lucky if you find the ideal person for a job or training programme. However, in our experience, it may sometimes be necessary to lower your expectations to less than perfection – and it will increasingly be necessary in the future, based on continuing demographic change and the related challenges alone.
Nonetheless, there is no need for a gloomy outlook. The individual competence profile of each applicant gives you specific indications of what difficulties to expect with new hires, and what strategies in terms of on-the-job training, personnel development and leadership are recommended to head off these difficulties. It helps you identify potentials, and thus to develop them better and more efficiently.
The employer branding effect
To identify the candidates who will be the best fit for your organization in a group of applicants, you have to have enough interesting applicants in the first place. This is not a problem for many well-known large organizations that use effective marketing strategies to make their employer brand irresistible to potential new hires. Others try to get potential applicants interested in their website, for instance, or to attract them via social media. However, for a potential employer to be considered attractive, interested applicants have to be offered genuine benefits from these interactions.
One good way of providing such benefits is offering psychologically based guidance or advice. For instance, potentially interested candidates can gather information on what profession or career could be an especially good fit for them, or whether a job with an international orientation really meets their needs and matches their skills, or what kind of effort they will have to expend in a profession, and what they can expect in return. If job seekers feel that visiting an organization’s website really helped them gain insights into these issues, they will tell their friends about it on social media. The result is employer branding with no extra investment needed.