Category Archives: PAP

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Implementing Background Checks and Pre-screening into Interviews

Most organizations perform some background checks and pre-screening before individuals walk into their first interview. This is necessary for most and sometimes mandatory. But, how do you use that data to improve the quality of your interview?

In most cases, recruiters can analyze data from background checks and prescreening to ask better questions, get more information, and form a better opinion of who the candidate is.

Perform Comprehensive Pre-Screening

Pre-screening should include background checks, contacting references, and so on. It should also incorporate personality and competency tests to see who the person is, what they can do, and how they will do it.

While not every role will require comprehensive screening, doing so will allow interviewers to create a more comprehensive picture of who a person is before they come into the interview. You should (at the least) test for personality and soft skills such as communication or EQ, which can be delivered in several tests or rolled into one.

Ask Questions Related to Assessments

Most assessments will turn up information that can lead to further questions. Reviewing assessments like answers given by previous employers and background data will allow you to form pointed questions that can help you learn about a candidate. For example:

  • Reference data: “So, we called your previous manager at your last job and he said you’ve had some issues with conflict in his team, what’s your side of that?”
  • Background data: “What convinced you to switch from marketing to finance? Are you happy with that choice?”

Why should you create specific questions around background results? Generic questions based on responses often don’t tell you a lot about an individual, their choices, or why they are in your office. Instead, you’re likely to get very prepared responses. Asking specific questions about data they’ve given you, in line with the information you need, will help you to improve the total result of your interview.

Question Prepared Answers

Candidates now have the tools to prepare for nearly any type of interview, often based on the organization. Having behavior and competency information for a candidate gives you the opportunity to actively question prepared answers based on those assessments.

For example, if a candidate suggests they would respond in a specific way, you can ask how that compares to their test results showing X behavior. This can force an individual to give more honest answers, because they won’t likely have time to prepare for this sort of questioning. Nearly everyone expects they’ll be asked “How would you respond to X situation”, but following their answer with something like, “Your personality profile suggests you prefer to avoid conflict, how do you manage that in a situation like the one we’ve just gone over?” would prompt an answer that hasn’t been prepared for.

Integrating assessment and personality testing into the interview process will give recruiters an easier way to determine who an individual is, how they react, and what they can do. It also allows recruiters to see how well that data matches up to personality shown during interviews, so they can create a bigger picture with more data to make a final assessment.


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When to Let Go of Poor Performers in the Workplace

Performance reviews have long been under-fire for practices of ranking individuals into top, middle, and bottom tiers. However, these tiers or other setups showing individuals who consistently perform under set standards can help your organization to improve and succeed. Traditionally, individuals who consistently underperform are simply let go, as they are either fired or do not receive contract renewal.

Modern HR practices typically require a much more human-friendly approach, where you should offer opportunities and tools to improve. Understanding these tools and approaches will help you to understand both how to improve performance and when to give up and let go of someone who simply is not responding to efforts.

Poor Response to Coaching

Coaching and mentoring can greatly improve performance for many. Here, leaders can simply step in to determine what’s gone wrong and why. This may result in the individual being moved to a more suitable team. It may result in their roles changing. It may result in them being pushed into personal development or training to improve specific factors.

Poor performance can result from myriad factors such as stress, poor home-life conditions, poor work-life balance, overwork, a bad manager, a poor fit with team, lack of crucial knowledge or skills, lack of motivation, and other factors. Coaching can help with any of these.

No matter what direction coaching takes, it’s important to monitor results. If someone fails immediately, it may be the fault of the coach. However, if the coach is good, there is a certain point when further investment is likely futile or no longer a good investment. Here, you should set a budget based on the cost of hiring and onboarding a replacement to the same or a higher level of performance and work within that.

No Interest in Development

Individuals who do not respond to or show interest in personal development cannot improve or change. This is important because most remediation efforts for poor performance eventually result in development. Individuals who lack skills for their current role have to be trained. Persons in a role that is changing outside of their ability to perform have to be trained. Individuals who can’t communicate well have to be trained as well.

If someone is not interested in learning and improving themselves, they cannot increase or improve performance. You can typically gauge this before development begins but should do so as it proceeds as well.

Lack of Personal Motivation

Personal motivation is the key to self-improvement and it is one (hard to measure) factor that will make or break the success of any initiative. Without motivation, an individual cannot respond to coaching, cannot push themselves through development, and will not be able to engage with or become passionate about work. You can take on several strategies to boost motivation through empowerment, stress reduction, training, and offering opportunities, but it is up to the individual to respond.

Like with coaching, motivation training should stop at a certain point when it becomes clear that the cost of doing so will exceed the cost of replacing the individual altogether.

Most people will train, develop themselves, and strive to do better when given the opportunity to do so in an understanding environment. People respond well to coaching, are able to make changes to their schedules and work methods and can learn new skills to improve performance. On the rare occasion that individuals do not respond to these methods or the cost of delivering them far outstrips the cost of hiring a new employee, you should let poor performers go.


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How to Preserve Institutional Knowledge and Prevent Brain Drain

Brain drain is a situation where organizations are faced with older staff leaving and retiring at a faster rate than new employees reach equivalent levels of skill and expertise. This can be a problem in organizations of all sizes.

While especially relevant to fast-scaling startups who often outpace their own ability to onboard effectively, brain drain impacts even massive companies with tens of thousands of employees.

Preventing knowledge loss often means creating preventive strategies, effectively onboarding people, and hiring to incorporate new expertise while retaining existing knowledge.

These tactics will help you preserve institutional knowledge across your organization, so that the workforce remains productive, valuable, and capable of delivering on strategy and vision.

Implement Succession Planning

Succession planning is one of the most valuable strategies to prevent brain drain, because it ensures you always know who will take the place of existing skilled or valuable persons. This often means developing a matrix to highlight your most value-added or key employees, using competency frameworks and job profiling to determine why they add value and how to replace them, and then generating succession planning based on predictions of their likelihood of leaving the role within x amount of time.

This strategy approaches brain drain from the idea that it will happen, you have to plan for it, and you have to have people ready with the right knowledge, skills, and behaviors, to prevent drops in performance when key people do leave.

Create Mentoring Programs

Lack of proper onboarding is very common in new and old companies alike. Here, new people are often hired on, very quickly introduced to their roles, and then left to be productive under a manager or Scrum leader with no real follow-up or intensive mentoring.

When more experienced individuals do leave roles, these new people are left with very little idea of how or why things are done the way they are, no idea of backlogs, and no real way to add value without changing processes, reverting items, or making a lot of mistakes.

Introducing mentoring programs as part of onboarding helps subvert this issue by ensuring existing employees always pass their knowledge, documentation, and organizational insight on to new people. While most people don’t want to make time in their role for mentoring, it is an important part of a role. The faster you’re hiring, the more time experienced people should be making for mentoring.

Focus on Employee Retention

While replacement strategies are important, employee turnover is still one of the most crucial contributors to skill loss. If you slow down how quickly employees leave, you slow down brain drain, giving your other strategies more time to take effect.

Here, you should focus on employee satisfaction, employee empowerment, fitting individuals to their roles and teams, and creating an environment people want to work in. While you’ll always have individuals who don’t fit, employee retention will make it easier to reduce losses in other places throughout the organization.

Brain drain will slow productivity, decrease profit, and force the organization to change direction or focus as individuals with crucial knowledge leave an organization. Adopt strategies to share knowledge throughout the organization to prevent losing key employees as quickly, and have a plan in place to replace key individuals when they’re ready to move on.


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3 Ways to Boost Employee Engagement to Improve Productivity and Reduce Turnover

40 years ago, almost no one cared about metrics like “Employee engagement.” Today, most HR departments are painfully aware of the difference engagement can make. With research by the Korn Ferry Group showing that companies with engaged employees are up to 2.5 times more profitable than those without, most of us are right to be concerned.

At the same time, engagement offers room for improvement. Whether your organization already has a relatively engaged workforce or one that focuses on clocking out and going home, you can take steps to improve engagement and business results.

Importantly, employee engagement is never about perks, about specific rewards, or about one-time actions. Engagement only happens with consistent long-term results that drive change.

Link Vision and Strategy to Daily Work

Most people clock into work, perform an allotted number of tasks or work towards specific goals, clock out, and go home, all with no real idea of what they’ve contributed towards or achieved. This can be highly demotivating, especially over the long-term, where individuals often see no real change.

One important way around this type of demotivation is to ensure everyone always knows what they’re working towards. This means linking organizational vision and strategy (or big goals) into smaller goals, broken down into daily work. If everyone can easily see what their work is contributing towards and hopefully how close that goal is, they’ll be more motivated and therefore more engaged.

Empower Individuals and Teams to Own Their Projects

While traditional waterfall organizations don’t often support employee empowerment, doing so can greatly increase engagement. Here, you create cross-functional teams that can handle every aspect of a project they’re working on, assign ownership to that team, and allow people and teams to work towards results in a manner of their choosing. Doing so allows experts who know how to do their own work to optimize, take ownership, and engage with their work in new ways. What does ownership mean? One team will design strategy for, choose how to create, create, launch, and finalize any project. They’ll take full responsibility for its success or failure.

While this can create some risk in that everyone is not following the same standardized processes, you can implement with controls and general guidelines for processes in place to ensure everything is handled to the same (or better) level of quality than before. Why does offering ownership increase engagement? People get to be proud of what they’re working on, to improve it, and to work on it in their own way.

Encourage, Recognize, and Share Creativity and Passion

Not everyone in your organization will be creative, passionate, or engaged. But, when you do see these behaviors, it’s important to stop, recognize, and share them. Doing so can mean something as simple as having Scrum leaders stop to congratulate individuals on a job well done. It can mean improving performance scores. It can mean celebrating teams meeting new targets and goals.

Whatever you choose to do, it should involve specifically offering recognition when you see the traits you want to foster, encouraging them with open workspaces and flatter hierarchies, and creating space for individuals to fail and try again within those goals.

Teams are engaged when they have ownership, room to be creative, and space to communicate and share ideas effectively. If they know what they’re working on, why, and are responsible for the end-outcome, they have that much more motivation to engage with their work. Over time, this will improve productivity and increase employee satisfaction, both of which will cut down turnover and add to real business results.


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Using Employee Assessment for Succession and Development

Employee assessments are typically performed on prospective candidates, during annual performance review, and any time when additional assessment is called for. Assessment can offer organizations valuable input with which to make decisions regarding recruitment, salary, bonuses, and retaining individuals.

Employee assessment is also more often used for applications including personal development and succession planning. These applications enable organizations to utilize existing data for investment, providing they have the structures in place to map how assessment results relate to future roles and capabilities.

Using Job Profiles

Job profiling is the process of mapping required behaviors, competencies, skills, and personality to success in a role. Creating job profile frameworks, typically with the support of a competency framework, allows you to see specific factors such as behavior and personality that contribute to performance in a role.

Most organizations achieve these frameworks with an “out of the box” solution in a framework designed on industry averages, which is then updated and tweaked across the organization to reflect unique role requirements in the organization. This second step is typically achieved through a combination of interviewing, reviewing performance results, and discussing job requirements with teams and people around the role.

Mapping Assessment Results to Job Profiles

Job profiles list a series of behaviors, actions, and skills that contribute to performance in a role. You can easily graph these results out, and then simply match individuals with similar results to see who matches required traits. Here, it’s more important to pay attention to soft skills such as behavior and personality, which are more difficult to train.

Importantly several types of people can often succeed (and to the same degree) in a single role. Your job profiles should encompass what success looks like and why that is success, so that you can look for it in others.

Using Gap Analysis to Determine Development Direction

Employee assessments in hiring are most-often used to directly match individuals to required or wanted behaviors and traits but some of those skills will be missing. A gap analysis can help you determine what and where candidates need to improve. If you’re planning succession and development, you should be significantly more concerned with personality and behavior traits such as personal motivation, emotional intelligence, etc. These traits are difficult to train but greatly impact leadership and creative roles. If someone shows great promise in areas that contribute to a role but are not necessarily hard skills, you can flag them for further development.

This process should always involve:

  • Analyze what’s missing from the profile to completely fill out the role
  • Discuss options with candidates and determine motivation and interest
  • Offer development opportunities in line with the role
  • Offer coaching or mentoring in-line with the role
  • Monitor progress and continue to map personality to job profiles

For example, if someone’s assessment profile maps to success in a role such as branch director but they lack key skills and don’t have the broad range of experience necessary to make good decisions. Here, it would be a relatively simple decision to set aside room for personal development, to broaden their experience with assignments in other departments or branches, and to assign them a mentor or coach who could help bridge gaps relating to personal development.

Internal development can save time and resources over sourcing leaders and technical experts externally. Managing internal succession planning and development also allows you to better select the desired traits and personalities of individuals promoted into roles, allows you to control their work culture, and gives you more room to choose, because having internal people ready doesn’t necessarily mean you can’t still hire externally.


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The cost of recruitment – are you maximizing your ROI?

Recruitment is costly. Companies spend on average USD$4,000 on attracting and hiring a new employee – $4,000 that could be better spent elsewhere – especially if that new hire turns out to be a new disaster.

Join us, as we take a look at the hidden costs of recruitment, and how you can maximize your return on investment by securing the best talent for your business.

The trust costs of recruitment

No matter whether a long-serving employee has decided to retire or your business is growing fast and requires additional headcount – you know that searching for, attracting, and retaining the top talent is going to be costly. But do you know how costly?

Obvious costs

Recruiting for junior positions, senior roles, and everything in between generates certain predictable costs, including:

  • Print and online advertising;
  • Attending job fairs and networking;
  • Legal fees;
  • New equipment costs; and
  • The final salary.

Hidden costs

What many managers and recruiters fail to take into account, are the hidden costs involved in recruitment, including:

  • Time – anyone’s time spent away from the business sifting candidates, arranging interviews, attending interviews, and onboarding new employees.
  • Performance – any delay in recruiting the right person, will result in a dip in performance for their team, or the costly hourly rate of a temporary worker.
  • Engagement – losing a team member and taking on their workload while you recruit a replacement will impact upon the wider team’s employee engagement – resulting in reduced performance or other notices being handed in.
  • Reputation – while your competition is gossiping about why someone left your company, candidates are also talking about your recruitment process (warts and all).

So, how do you go about reducing these costs and maximizing your return?

Maximizing your recruitment ROI

Ultimately, you want to recruit the top talent in the quickest and cheapest method possible. This requires:

Maximizing your time

Is your time best spent advertising vacancies, sifting through applications, and arranging interviews – or is it better spent elsewhere in the business? If you can generate more profit and business impact than the cost of hiring an external recruitment agency, then it’s time to outsource.

Minimizing the time to hire

Taking a long time to hire no only elongates your recruitment spend, but it also risks losing potential candidates to your competitors. Reduce your time to hire by using automated hiring selection tools to speed up selection and remove bias, becoming DISC personality certified so you can carry out profiling yourself, and creating a recruitment competency framework to streamline your interview questioning.

Attracting the right candidates

Too much time and expense are wasted during the recruitment process on candidates that just don’t fit the position. Change this by attracting the right candidates through clear competency-based job descriptions, by using strong branding that demonstrates your company values, and by pre-screening candidates using background checks and Skype interviews.

Making the right choices

There is nothing more expensive than making a bad hire. Not only do you need to repeat the costs of recruitment and onboarding, but projects are placed on hold, team engagement is further dented, and your morale takes a beating. Make the right hire choice by using employee assessments and job matching data to avoid hiring mistakes and competency-based interview techniques to improve your interviews.

The true cost of recruitment – final thoughts

Recruitment can be costly, but done right, that cost can be returned through increased performance, profits, and engagement. Ensure that you make the right hire by investing in the right branding, assessments, and screening techniques to maximizing your ROI and begin performing at full capacity once again.


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How to Implement Strategic Talent Management

Managing a workforce over time, as organizational needs change, is one of the most difficult jobs handled by HR. Strategic talent management is the process of optimizing recruitment, hiring, and internal development in line with business goals and needs, so that the workforce is always ready to meet those goals.

Although many HR teams don’t implement talent management beyond the basics of acquiring, hiring, and retaining skilled individuals, strategic talent management can offer a great deal of value to organizations.

Identify Organizational Goals

Understanding organizational goals will allow you to understand and recognize the organization’s needs for those periods. Here, it’s especially important to look at expansions, changes in direction, new branches, and growth.

What are drivers and challenges facing these goals? Is the job market very competitive? Could new technology change how work is performed? Is new legislation set to change what your organization does?

Working closely with management will allow you to understand projected growth and direction, so that you can calculate factors such as expected growth, excepted turnover, expected number of jobs becoming irrelevant, and so on.

Identify Talent Gaps

Talent gaps are work-related gaps that prevent you from achieving specific organizational goals. For example, if your organization’s goal is to improve Net Promoter Score by 27% over 2 years, you could gauge gaps relating to customer service quality, how individuals are assigned to clients, and even the personality of individuals in customer service. Similarly, talent gaps can affect future gaps that don’t exist now. If your organization is intended to phase out a major software solution in favor of a new one, you have to take note so you can take action.

Define How HR will Solve These Problems

HR has to define how they will solve goals based on competency frameworks and job profile frameworks. If you know which competencies and skills affect jobs and how, you can train or hire to fill those gaps. For example, with the previous organizational goal of improving the Net Promoter Score, you could then formulate goals like:

  • Implement customer-service training to Customer Service teams
  • Administer follow-up training to persons scoring below 75% proficiency after training
  • Change hiring goals, with a focus on individuals skilled in relationship building

Talent gaps should be validated to ensure you’re actually solving the right problems. This means having a competency framework and job profile framework in place, so you can see which skills contribute where and how, and can hire or train for them to meet needs.

Finally, it’s important to recognize priorities. It doesn’t matter how many goals you set if you don’t have resources or budget to pull them off. Prioritize HR actions based on highest business impact, gain buy-in from management by sharing business results, and follow-up with secondary measures as more budget becomes available.

Measure and Validate Results

Strategic talent management is about validation and long-term results. This means that you have to implement talent management processes for assessment, performance review, ongoing development, competency, job profiling, and so on. These can then be used to improve results, validate that hiring and efforts are on the right track, and will give you something to take to management as proof of process.

Strategic talent management helps HR to ensure that the workforce meets the organization’s goals, now and in the future. While it does involve having a strong understanding of existing workforce, strong solutions in place to measure and monitor results, and a budget, it will help your organization to achieve goals because resources and talent are in place to do so.


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How Should Employee Assessments Impact Business Results?

Employee assessments and performance reviews are an often-resource-intensive endeavor requiring training, time from HR, and third-party tooling for assessment, testing, and monitoring programs. Whether you’re attempting to validate the efficacy of employee assessments, attempting to streamline them to meet goals, or attempting to gain buy-in for improvements from management, understanding how these assessments do and should impact business results will help.

Employee assessments exist to tell you the state of employees and their performance, which can be used to impact numerous business results.

Documentation for Workforce Protection

Employee assessments exist to inform you of employee performance and progress towards performance goals. Documenting this progress and follow-up practices allows you to protect your organization and the employees who are part of it. For example, having routine employee assessments in place allow you to target individuals who are poor performers. You can then take targeted steps to improve that performance:

  • Identify problems. What’s behind poor performance
  • Identify development opportunities. Where can individuals improve?
  • Identify candidates who are performing poorly because they are in the wrong roles
  • Discuss performance issues with individuals and work to find solutions
  • Highlight candidates who don’t improve after 3-9 months of development for possible termination

How will this work to improve business results? Actively responding to employee assessments enables you to lift performance for the organization, improving work turnaround, reducing turnover, improving motivation, and offering opportunities for individuals with problems or misalignment with roles and goals.

Streamlining a Workforce to Achieve Goals

Understanding what your workforce is capable of will allow you to make better decisions regarding work-force optimization, development, and hiring or onboarding to meet future goals. For example, if you know the organization wants to achieve something specific, employee assessment can give you a better starting point with which to begin steering the workforce to meet those goals. This applies even when future organizational goals include restructures or changing departments, because assessments help you understand what people can do and therefore where you can move them and why.

Streamlining your workforce to achieve goals also involves offering development to improve performance, moving individuals who aren’t suited to a particular role, removing individuals who simply aren’t performing or responding, and hiring to fill performance gaps.

Finally, this includes hiring individuals who meet assessment requirements or job profiles to fill specific roles well. If you know what the organization needs to achieve specific results, you can design a recruitment plan and hire for it, whether that includes leaders or those with leadership potential, high-performance individuals, or individuals showing promise in specific roles and categories.

Reducing Employee Turnover

Employee turnover relates to poor employee-role fit, poor reactions to performance, and no room for development. Using performance assessments to identify and improve role-fit, to offer those development opportunities, and to create room to improve performance rather than simply being handed a rating will work to improve employee satisfaction and company loyalty. Both of these factors will reduce turnover which will help the organization achieve goals, including saving money.

Employee assessment interacts with and impacts business goals and results, because the state of the workforce affects an organization’s ability to achieve anything. Approaching any type of improvement in processes around assessments and performance review, including pitching ideas to management, should involve approaching the problem from those business results.


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5 Competencies to Test for When Hiring or Developing Leaders

Competency frameworks allow you to define which behaviors and characteristics contribute to the success of a role. While the unique position and organization will contribute to those vital competencies, there is often overlap in the skills someone needs to be a good leader. Those can typically be discovered through job profiling, testing, and leadership training.

These 5 competencies are often invaluable in leaders, because they impact how individuals approach others, approach their role, and how they can take charge. You will, of course, have to add your own competencies based on the specific role and its parameters when hiring or developing for that role.

Social Intelligence

Social intelligence is often seen as one of the best indicators of a good leader. It covers how individuals recognize, cope with, and perform in various social situations. It explains how an individual will react and behave in social situations with different dynamics. A highly socially intelligent person will be able to recognize, respond, and react to a great deal of social situations, remain sensitive to different social issues, and perform well and with empathy towards others.

This impacts leadership because a good leader must change their approach and leadership style based on the situation.

Emotional Intelligence

Emotional intelligence defines how an individual recognizes, responds to, and controls their own emotions and how they respond in interpersonal relationships. EQ is crucial in leaders because it impacts how they react to others, what they prioritize, and why. An emotionally intelligent leader can build relationships and trust, build loyalty, and respond empathetically to individuals in his or her team. This will improve the quality of leadership, improve individual job satisfaction, and likely reduce turnover over having leaders without it.

Adaptability

Whether testing specifically for adaptability or for a broader competency such as agility, soft-skills like adaptability are crucial for leaders. This is true whether you are either moving someone up into a new role or bringing someone in from outside your organization, as leaders must adapt to new roles and new responsibilities.

As outlined by Ram Charan’s Leadership Pipeline, an individual moving into a leadership position from a technical role must adapt to helping others complete work. A leader moving from managing a team to managing a department must adapt from helping others complete work to strategizing long-term goals.

Adaptability is therefore an extremely crucial soft-skill for a leader, because it defines whether they’ll be able to make the shift from their current job responsibilities to a completely new set.

Ethical and Moral Standards

While ethical and moral standards typically comprise several competencies, leaders consistently agree that having these standards is one of the most important things for success. Strong ethical and moral standards allow an individual to perform well in settings where they are responsible for mitigating risk, protecting assets, and building trust with their teams. Doing so is impossible without a strong ethical and moral code in place.

Self-Organizing

Leaders must be able to self-organize and self-direct if they are to perform in any capacity at all. This means that any candidate for any level of leadership must show strong motivation and self-direction. If they cannot motivate themselves or do not show a strong tendency towards self-development, learning, and organization, they likely cannot succeed in an autonomous leadership position.

Leaders exist in numerous roles and at different levels of organization. A leader might refer to an individual who guides a few people in a team or someone who drives business strategy and structure. This will impact what and who you are looking for. However, nearly every leader needs these 5 competencies to succeed in a role that involves guiding others.


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Using Job Match Patterns to Improve the Quality of Hires

Any role requires different skills, personality traits, and behaviors to be done well. It’s important to outline the skills and personality traits that typically make someone successful in a role, especially in a job profile for your HR team. Here is where job match patterns come in as a useful tool that recruiters can use to define which behaviors contribute to job success, and which candidates make the best match.

Integrating this tool into the recruitment process means establishing a framework to measure what success looks like in roles, where it comes from, and why.

Assessing Job Requirements

Most assessment centers will offer a basic library of job requirements based on standards for an industry or role. They should then further define these job match patterns to meet the specific needs and requirements of your organization. This typically means using tools such as performance analysis, role interviewing, and role assessment to determine what contributes.

In most cases, an assessment center will consider factors such as:

  • Existing benchmarks and profiles based on industry standards
  • Performance data from your organization highlighting which persons excel
  • Interviews and assessments to determine which factors contribute to role success
  • Existing job profiles

In most cases, job match profiles are divided into three categories including organizational match (attitude and behavior), skills match (technical skills, degrees, etc.) and job match which includes personality, cognitive abilities, and personal interests. Each of these will greatly affect an individual’s performance as well as their ability to fit into a role or team, which is why it’s often important to restructure job match based on individual teams.

Testing Candidates for Job Match

Once you’ve created a job match profile for a role or a specific position, you can hire candidates accordingly. Here, candidates are tested using tools such as structured interviewing, test assignments, and a range of assessments such as cognitive, competency, or behavioral depending on the role and the traits you are looking for.

Here, you should work with an assessment company to determine which assessments you should be using and why. In most cases, you want a small series of assessments to give the most complete picture of the traits and behaviors you are looking for, so assessments must often be tailored to the role. You can’t ask a candidate to complete assessment after assessment, so you should choose only the solutions that identify the most relevant information.

You can then use this data to match the qualities shown by candidates to those of your most successful employees, to rank candidates based on likelihood of strong performance, and to otherwise match them to the profile you’ve created.

Validating Results

Job match patterns are valuable because they primarily exist to help you find candidates with attributes and behaviors matching those of your most successful employees. However, it’s important to keep in mind that job needs change over time,and you may have overlooked personality traits or influencing factors for job success. Therefore, it is crucial to continue validating the success of your job match profiles with continued performance review and updates. If candidates hired through job match programs don’t perform as expected, the job profile must be adjusted and improved to ensure future candidates meet those expectations.

The bottom line: Job match profiles look at the factors that enable individuals to perform their jobs well, and observing those patterns can greatly improve hiring and retention.


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