Screen smarter, Hire better14 Nov 2017
For this article, we will only look at the selecting or screening part of the process, because this is where decisions are made that can either mean a win or a big loss for your organisation.
In the Aged and Community Care sector, the commonly applied screening process looks something like this for a popular frontline care role with, say, 90 applicants:
This probably doesn’t come as a shock, but the resume often doesn’t say anything about the applicant’s personality, values, work behaviours and motivation, unless they specifically included this, which is the exception to the rule. And did you know that hiring someone based on their resume alone has a predictive validity of just 0.2 (if that, as this number can be lower depending on the study*)? This pretty much means that the resume poorly predicts an applicant’s success in the role, however the first cull is often based on this piece of information alone. Think about all the talents that you could miss out just because their resume. Thereby, the resume screen is a huge time consumer/waster especially for those popular entry-level roles!
We are seeing some large levels of turnover in the sector, which has an industry average of around 25%. The cost of turnover is approximately 20% of that employee’s annual salary, making replacing staff very costly so something you want to get right from the start.
So how can we find out more about our (frontline) applicants, their personality and work behaviours early on in the process and not solely base our first cull on what they know or can do?
Enter behavioural screening. We know that psychometric assessments are not revolutionary to the screening process, but it is proven and ever-evolving. We have now entered the era of the 6th generation of psychometric screening and are seeing a shift in focus from testing skills and aptitude to finding people with the right personality and attitude for the job. Because if you select those people who are more likely to have the right personal attributes and work-attitudes for the role, then you already have a head-start to reducing the number of people you will eventually fire for “who they are”. Studies* show that using behavioural and cognitive assessments in combination with a validating interview has a predictive validity of .76. That’s pretty much as high as it gets.
So, let’s see what the recruitment process can look like when adding behavioural screening.
Example – reduced turnover