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During the duration of the interview candidates lie and their resumes can also lie and depict many people to be the perfect prospective employees with the potential sought after by hiring managers. While interviews are a tool to assess how well candidates manage stress and complex communication and whether there is a fit between the candidate and the company, the truth about interviews is that they have limitations – they are essentially a flawed assessment tool. Hiring managers always indicate the skills and traits required by the post advertised, unfortunately many of these traits can be faked during the interview, which makes recruitment expensive and a waste of time. Employees who succeed in landing a job under these circumstances are soon discovered through the quality of their work and fired to join the lines of the unemployed.
Many companies have taken this behaviour of candidates seriously and they now insist that for all candidates applying for senior and executive positions must undergo psychometric and other tests to assess trustworthiness. These tests are done only on the final candidates as it is a costly and time-intensive process. There are a range of different tests and assessments, though they have the same type of results, there are shorter assessments available but the depth of the data or output are significantly not as comprehensive to provide the employers with a total picture of the prospective employees strengths and weaknesses. The type of assessment may depend on the level of the post and the sensitiveness of the position advertised, for instance, if the position requires a person who understands the key drivers of the company and who would work on and have access to sensitive company information a comprehensive type of assessment test may be vital. The primary assessment tool in this regard would be the competency-based assessment which would identify thought management, influence, adaptability and delivery. The second process is an assessment centre which is developed to assess the same competencies within a working context. Detailed competency linkages are made to assess the personal fit of the candidate against the competencies found in the specific job. The assessments are quite comprehensive and deal not only with competencies around the specific job but about individual traits and behaviours. This gives the employer a comprehensive picture of the candidate which complements the interview reference and engagement process. These tests not only disqualify people, they can also be used to indicate how a candidate’s skills can be strengthened once they are employed. The weaknesses that are identified do not necessarily rule out candidates but rather help the employer to form guidelines for support structures such as mentoring, job shadowing, training and development when the candidate is hired.
Justice Mandhla is the author of What they did not teach you in school: Life Long Learning Tips to land a job straight out of school and he spends a great deal of his full-time writing day researching and writing about job search strategies.
See more at http://www.mystudent4life.com/
Many companies have taken this behaviour of candidates seriously and they now insist that for all candidates applying for senior and executive positions must undergo psychometric and other tests to assess trustworthiness. These tests are done only on the final candidates as it is a costly and time-intensive process. There are a range of different tests and assessments, though they have the same type of results, there are shorter assessments available but the depth of the data or output are significantly not as comprehensive to provide the employers with a total picture of the prospective employees strengths and weaknesses. The type of assessment may depend on the level of the post and the sensitiveness of the position advertised, for instance, if the position requires a person who understands the key drivers of the company and who would work on and have access to sensitive company information a comprehensive type of assessment test may be vital. The primary assessment tool in this regard would be the competency-based assessment which would identify thought management, influence, adaptability and delivery. The second process is an assessment centre which is developed to assess the same competencies within a working context. Detailed competency linkages are made to assess the personal fit of the candidate against the competencies found in the specific job. The assessments are quite comprehensive and deal not only with competencies around the specific job but about individual traits and behaviours. This gives the employer a comprehensive picture of the candidate which complements the interview reference and engagement process. These tests not only disqualify people, they can also be used to indicate how a candidate’s skills can be strengthened once they are employed. The weaknesses that are identified do not necessarily rule out candidates but rather help the employer to form guidelines for support structures such as mentoring, job shadowing, training and development when the candidate is hired.
Justice Mandhla is the author of What they did not teach you in school: Life Long Learning Tips to land a job straight out of school and he spends a great deal of his full-time writing day researching and writing about job search strategies.
See more at http://www.mystudent4life.com/
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