Recruitment is the most crucial activity of any HR and yet, after so many years, it remains a guesswork. You go through hundreds of candidatures, shortlist a few to interview and then settle at the best of the lot for making the offer. But is this process data-driven and void of biases? No. All the participants are just going by their gut-feeling. Some you drop because you feel they are skilled enough for the job, some you let go of because you feel they will not fit in the company’s culture, and some you just eliminate because you feel they don’t have ‘it’ in them for the long haul. So, the final few candidates who you make an offer to are those made it through your filtration of instincts. None of this is a full-proof method of knowing whether the candidate will be the employee who becomes an asset for the company.
Amid all this uncertainty, technology can help- just as it has helped in several other fields. You can now predict whether your new hire is an employee-of-the-month material or needs-improvement material. And, it is important that you do that. Recruitment is an expensive process- both in terms of money and efforts- and it is only natural to expect the new candidate to be the right fit.
1. Create a checklist- Analyze the job requirements and develop a list of must-haves in a candidate perfect for the job. These critical attributes will determine how you eliminate the candidates and eventually filter down the ones who meet the criteria. Please ensure that you are not looking at only the skills and experience required but also the soft aspects of one’s personality to make them culturally fit-in with your company.
2. Use assessment tools- Now that you have developed the critical attributes research on methods of testing candidates to evaluate their fit with your checklist. Make sure that all the participants (HR recruiters, coordinators, interviewers, etc.) are aligned with the objectivity of your checklist so that there are no gaps. One of the biggest challenges of having a large panel is to ensure uniformity of evaluation- and there are several tools available that do that for you. Assessment tests have evolved to become more inclusive and accurate even when testing a candidate’s soft skills. Psychometric tests can also be easily administered using tech-backed tools to help you understand the candidates better.
3. Empathize with the candidates- Everyone, while being interviewed, will definitely put-up some sort of veil and at the same time be nervous about the entire process. It is imperative that you help candidates feel at ease and this will help them get rid of any pretenses they might be putting-up unintentionally.
4. Organize regular reviews- Develop a well-designed review process for the new candidates while they are still in their probation period; do not wait for the end-year reviews to know if they are performing well. Organize a review meeting between the manager, new hire and the HR in 30, 60 and 90 days of their joining to see if they are able to perform well.
Several predictive models can also help you know well in advance about the future performance of a new hire. These are just a few points that can help you ensure that this crucial process actually ends up delivering the dream-team to the company and helps lay down the foundation of a sustainable success.