How to Use Top Employees in New Employee Selection

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How to Use Top Employees in New Employee Selection

Employee selection is one of the most researched elements of the recruitment process. Once you have resumes submitted, conduct interviews, and have qualified candidates, how do you select the best for the role? How do you validate that selection? Employee profiles are one way you can use examples already within your organization – your top employees – to do so.

Using top employees as part of employee selection should involve a multi-step process including recognizing and validating top performers, mapping existing performance to future growth and strategy, and then transferring that information into an employee selection process with skills, behavior, and other assessments to determine how well candidates compare to existing employees.

Assessing Top Performers

Assessing performance inside your organization means reviewing actual employee performance and then determining which factors contribute to that success. In most cases, you can use a combination of existing performance management and individual assessment to collect this data.

  • Who are your top performers? Have you validated that?
  • Why are they top performing?
  • Which behavioral traits / soft skills contribute to their performance?
  • Which hard skills contribute to performance?
  • Which emotional aspects contribute?

In most cases, an employee assessment should include interviewing or questioning the individual, the people around them and around the role, and their leaders. You can then combine this data with existing role-profiles, based on what individuals in and around the role list as needed skills and behaviors for the role.

Mapping Future Growth and Needs

Your organization is likely changing, and if you’re like most, very quickly. This will impact your future needs and growth, which will often impact your roles and needs requirements. Here, it’s important to review top employee assessments and validate them against future organizational changes.

For example, if you’re hiring for a role that is about to change, how well will existing performance hold up? If individuals are able to succeed because of factors that will change in the near future (Think 1-2 years), they might not be able to succeed in the near future.

You also want to consider prioritization. If you know that factors such as adaptability and strong external communication are crucial to a role you could prioritize those factors over more learnable skills such as the ability to use a specific tool. This means that you can use top employees to prioritize difficult-to-learn skills over hard skills, because you know how much they contribute to the role.

Integrating Employee Profiles into Candidate Assessment

Once you’re aware of what success looks like in a role, you can take steps to hire for it. However, you also have to create processes that are capable of recognizing behaviors and skills in candidates. Assessment companies use tactics ranging from competency assessment to structured interviews to culture-fit and emotional intelligence testing to look for traits and behaviors.

If you are using these tactics, it’s always a good idea to have top employees take these same tests and/or interviews, which you can use to directly compare results, validate assessment, and track results to real-world people.

Using top employees in the employee selection process can help you to narrow down candidates, make better hires, and hire for long-term success using validated data. However, it’s important to keep in mind that change rather than more of the same can be valuable as well.

If you’re hiring for top performance, make sure you or your assessment organization is validating results with culture, future growth, and change in mind.

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