Why companies make recruitment blunders

Dinesh WEEERAKKODY

One of the conclusions at a recent management seminar was that many companies find the people they hire and sometimes promote are often misfits because recruiters do not know or have the skill to pick people who are talented, possessing the right combination of skills, attitudes and enthusiasm to go out and win.

This situation could be attributed to the general overdependence on the CV interview and often recruiters do not know what skills and characteristics they're seeking. There is now ample research to show that the probability of selecting a good candidate from the general population using the traditional CV data and interview, is as low as 15 percent, Using appraisal and assessment data, the probability is 55 percent, Using selection, assessment and development centre techniques, the probability is as high as 76 percent.

Therefore, if your goal is to find quality employees, you need to know what skills and characteristics you're seeking and have a plan by which you'll find the best candidates.

However, too many businesses make the same mistakes repeatedly, costing themselves time and money in the process because the selection is not focused on the identification of candidates who fit the skills criteria (competencies) for the job.

As a result the Selection will be based on factors that are not critical for job success.

Research suggest that a process of reviewing candidates using a number of different methods to build up a more objective picture of them, compared to using interviews alone is needed to ensure the wrong people are not elevated or recruited.

So to avoid this pitfall many companies are now using a potent but sparsely used technique that can systematically gauge a manager's potential to fill a senior post by linking his track record in the current job to the new position the person is being evaluated.

This methodology can tell you whether an external candidate should be recruited or an internal candidate promoted or merely rewarded with an increment .

This methodology is known as the Assessment and Selection centre method, the tool devises an intensive laboratory to run tests on candidates for promotion, selection, to asses leadership qualities and potential and to identify hidden talent that lurk with them which even the candidate would not know how to articulate to a panel.

Selection and Assessment Centres

Selection Centres are used primarily in recruitment and selection while assessment centres are being used for training and development planning, organizational planning, identification of high potentials and in making promotion decisions. The material and the tests used in both assessment and selection may differ slightly in content, but in practice depending on the need i.e. recruiting or promoting, most organizations would either name it a selection centre or an assessment centre.

A Selection or an Assessment Center usually tests candidates using a number of different activities to build up a broader and more objective picture of the candidates rather than using interviews alone.

For example a Selection Centre would help to gather and analyze facts and data of the candidates.

This will help the Centre panel to arrive at an informed selection or promotion decision. Using the data the company can then provide the successful candidates with a personal developmental feedback report after participating in the Centre, which will assist the new recruit to enhance his personal effectiveness and become effective in the shortest possible time. Therefore running a centre helps a company to clearly define the criteria for promotion, to ensure that the wrong people are not elevated and recruits will be of higher quality and have greater suitability for job.

However some of the disadvantages of using Selection and Assessment Centres would be that considerable time and effort is required and also expertise are required.

An Assessment or Selection Centre may not be the only instrument to measure a manager's potential and current performance. But in terms of comprehensive, objectivity, and role fit, we have found centres to be of immense value to ensure selections are made based on factors critical to job success and the Selection is focused on the identification of candidates who fit the skills criteria (competencies) for the job and has the best chance to succeed.