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In this issue...
- McKesson Case Study:
Pilot Assessment Program Cuts Time-to-hire by 50%, Saves $400k for Leading Healthcare Provider
- Article: Dr. Wendell Williams
Why Do We Make Stupid Hiring Decisions?
Four potential problems in the hiring decision-making process
- Tips:
Guidelines for using assessments when hiring
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TIPS: Basic guidelines for using assessments
Objective assessments can be powerful tools when applied to the hiring process. The following is a list of do's and don'ts that may be helpful:
DO
- Ensure you have a clear understanding of the job before selecting an assessment.
- Understand the key benefit you are looking for by inserting an assessment into your selection process. Typically, benefits include higher performance, reduced turnover, or increased hiring process efficiency.
- Use only assessments that measure attributes related to job performance, no matter what benefit you are looking for.
- Review the technical manual for the assessment to ensure that it measures the attributes you want to measure, you are administering it correctly, and you are interpreting the results correctly.
- Train your staff on the proper way to use the assessments and their results.
- Monitor your processes for disparate impact on legally protected groups.
- Use assessments consistently for each job, ensuring all applicants use the same process.
- Monitor the results of your program using pre-established performance metrics, such as turnover rate or sales per day.
DON'T
- Use the same assessments for every job, without doing a Job Analysis for each job type.
- Use assessments that are known to have some degree of disparate impact without doing a proper Job Analysis.
- Establish mandatory cutoff scores without careful analysis.
- Apply assessments inconsistently for a job.
- Create your own assessments for hiring without following the established professional standards.
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