Hiring the right people into the right roles has always been the key determining factor of success for talent acquisition professionals.
Understanding what the job role demands, what the organization needs and what the candidate offers will lead to a strong person-job match. While this is the immediate aim, recruiters are also concerned with ensuring that those hired are capable of growing, developing and moving into future roles.
Talent acquisition and hiring managers must consider six areas as part of the recruitment process.
1. Understand the Skills Needed Today and Those of the Future
Job descriptions and job requirements have a role to play. They provide the structure that brings together the input of subject matter experts regarding the skills, abilities and competencies needed to succeed in the role. They outline the key tasks, responsibilities and relationships for the role.
Such tools work well when making hiring decisions for current roles. Talent assessment tests can further help to define and confirm the required competencies. This is done by designing and carrying out a business validation study. Tests and questionnaire results can be analyzed alongside performance ratings and other key performance indicators (KPIs) to identify the qualities needed for high in-role performance.
However, what skills are needed when the role changes or becomes obsolete in the future? If recruiters can identify future skills during the hiring process, they can begin to future-proof the workforce.
Aon has developed a Future Skills Framework by bringing together trends research from global think tanks, research centers, client insights and proprietary data. It organizes future skills into 18 areas and offers a way to understand how current skills and competencies could be developed, enhanced and deployed in the future.
2. Attract a Diverse Applicant Pool
Organizations have realized that the benefits of a diverse and inclusive workforce go beyond the traditional business case of offering greater creativity and broader perspective. Organizations that hire talent objectively and take steps to reduce human interviewer bias and adverse impact of the hiring process, attract high-quality talent.
They must build bias-free and inclusive protocols into their candidate attraction messaging and their selection processes.
Talent assessment has a key role to play in this. It is objective, can be AI-supported and is capable of rigorous scrutiny and analysis. It allows for human bias to be eliminated and broader perspectives and experiences to be championed.
3. Portray a Realistic View of the Role
Getting the right people into the role requires the candidate to fully understand what the role entails. For some roles, this may relate to an organization’s culture or the very specific tasks or environment of the job.
Employers are sometimes guilty of ‘overselling’ a job in order to make it attractive to candidates. This can backfire if it does not reflect the reality. Candidates may join – and then leave – or may be unsuited to the role and be asked to leave!
A day-in-the-life scenario works well and can invoke a keenness and excitement for the role. Such scenarios can be built into the pre-hire assessment process via situational judgement tests. They offer candidates insight into the types of situations faced, questions asked and the decisions needed once in the role.
A well-thought-through careers page and/or realistic job preview gives a potential candidate a clearer idea of a role’s expectations. An example is easyJet’s Try Before You Fly process.
Furthermore, custom-built or tailored situational judgement tests can be delivered to candidates via Aon’s chatAssess tool. This has a messaging app style of delivery that engages the applicant with video, images and short questions.
4. Engage with Candidates Throughout the Hiring Process
Candidate experience is important. The hiring process needs to be positive and straightforward. It needs to provide regular and consistent communication and offer timely assessment feedback. This means that talent acquisition leaders must design a process to set the organization apart from its hiring competition.
Those who invest in designing a strong candidate experience can improve the quality of their hires by 70%. Candidates who have a positive candidate experience will go on to recommend that company to others. Similarly, those dissatisfied with their experience as a candidate can allow this to impact their own behavior as customers of the hiring company. Therefore, it is fundamental to provide a positive experience and engage fully with your candidates.
As part of the design of any hiring process, Aon works alongside its clients to build an engaging and positive candidate experience.
5. Identify Applicants with the Right Skills, Knowledge and Behaviors
Pre-hire assessment comes into its own when a company wants to identify those applicants with the right competencies needed for a role.
Ability and personality tests, video interviewing and assessment center exercises all have proven to be highly predictive in spotting candidates most likely to perform strongly once hired. Whether very specific skills tests are needed to spot those with very particular abilities or whether more general abilities are required, Aon’s assessment range is a good starting point.
Personality questionnaires and competency-based tools provide easy-to-comprehend feedback to the candidate, numerical and ranking dashboards to the hiring manager and suggested interview questions.
6. Spot Potential for Future Development and Internal Career Mobility
Traditionally, the selection process focuses solely on assessing candidates for an existing role. However, as more firms recognize that today’s candidates are tomorrow’s leaders, they look to identify future potential in their applicants.
While new skills can be learned and current skills developed, there are core competencies that candidates require to take advantage of future development. Agility and adaptation are essential for future ways of working.
Aon has identified three key behaviors for those likely to be successful in the digital work environment.
- The curiosity to embrace, explore and seek out opportunities.
- The agility to adapt as challenges and priorities change.
- The thirst to learn and acquire information and new skills.
These behaviors come together in Aon’s Digital Readiness Model and can be assessed during pre-employment testing through our assessment tests.
We believe that these six areas are fundamental to hiring the right people for the right role. Together they balance an understanding of the requirements for today’s role – and those of the future.
Are you interested in learning more? Download our guide Reshape and Optimize Your Workforce With Assessment.
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