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Archive for the ‘Recruiter Experience’ Category

January 9, 2013

Sport Scouts Observer Performance, Corporate Recruiters Can Use Tryouts Too

Wendell Williams wrote an interesting article on ERE addressing seven common flaws in corporate recruiting practices. It presented a good sports recruiting and skill demonstration analogy.

Yes, recruiters are faced with the challenge of gaining insight to performance potential of someone they have never observed.

“HR recruiters in the corporate world don’t use tryouts, so they don’t really know whether candidates can do the job.”

Some organizations do.
The use of job-specific simulations, as a form of talent audit is a growing practice.
Organizations with high-population jobs find it easy to build a business case for the development and validation of simulations for pre-employment assessment of talent.
This in effect allows candidates to take elements of the job for a test-drive, thus producing a work sample that predicts on-the-job performance. In essence, they deliver a virtual job tryout.

Job Tryout - Can you cut stone?

In committing to the development of in-house, job-specific simulations, an organization resolves the seven counterproductive practices Wendell describes.

Companies who use simulations enjoy the same results of talent scouts in sports. They only invest the time to observe (screen/interview) those individuals who have produced evidence (stats) of their talent.

Companies using job-specific simulations have HR analytics to report a range of outcomes such as a 50% reduction in interview to hire ratios and consistently document the quality of hire as compared to the current workforce.

Readers interested in an overview of the technical merits of simulations for selection can read about a session from the 2012 Society of Industrial Organization Psychologists (SIOP) Conference Here

September 5, 2011

Virtual Job Tryout Demonstrations at Taleo World

Shaker Consulting Group will be conducting demonstrations of the Virtual Job Tryout for participants at Taleo World.  You will see how we create a candidate experience as unique as your brand, an evaluation experience as challenging as your job.

This is our sixth year as a sponsor/exhibitor at Taleo World.  It is a great opportunity for us to connect with our existing clients on the Taleo platform.  It also allows us to showcase our simulation for pre-employment testing to other Taleo clients.

If you are attending Taleo World, stop in and see us at Booth 23.

If you would like to read what some of our clients are saying about the Virtual Job Tryout, check out this sample of testimonials.  The decision support from candidate results enhances the recruiter experience.  Your recruiters identify best-fit candidates faster and build a workforce that delivers superior results.

We look forward to seeing your in San Francisco.

August 22, 2011

Recruiter Rights Vs. Candidate Experience

Rayanne Thorn of Broadbean sets out a call for recruiter rights over candidate experience in her blog post.

Recruiter Rights begin with recruiter responsibilities.  Sourcing that creates unnecessarily high applicant to hire ratios, candidate evaluation methods that rely on subjective word search and resume data review technology, and posting methods that present jobs to geographically distant populations are examples of recruiter self-inflicted wounds.

Resume spam is a function of technology looking for a solution versus recruiters designing a candidate experience that adds two-way value to the information exchange.  Most applicant technology interfaces are incapable of offering an assessment of candidates that differentiates job-fit capabilities in a meaningful and valuable way.  Beginning candidate evaluation with resume data is a GIGO proposition.

Gerry Crispin and I, plus a small, but growing list of people see a more candidate centric process as raising the rights and responsibilities of both parties in the business process called staffing.  Placing a more engaging and meaningful candidate experience into your process can reduce unwanted through a percentage who self-select out, and by providing data that compares candidates in a more useful manner.  Candidates and recruiters who have been through a meaningful experience offer testimonials that document the win-win.

The new Candidate Experience Award is about the entire, balanced approach to staffing process improvement.  Recruiter Experience AND Candidate Experience.

Come visit us in booth at 351 the HR Technology Conference.  Learn about the power of a Candidate Experience that improves the Recruiter Experience.

March 28, 2011

Alchemy and Algorithms – Recruiting by Ego or Evidence

Alchemy attempts to take common materials and transform them into something rare and valuable. I don’t think anyone has succeeded in this endeavor to date.

Algorithms Can Be Derived from HR Analytics

Unlike alchemy, algorithms can turn raw goods into gold.   The raw goods can be candidate evaluation data and the gold is on-the-job performance.  However, many recruiters have not invested in the data collection and analysis required to create an algorithm.  As such, they make decisions based upon anecdote and conjecture.

Stock traders want to predict future prices and values of individual companies and broader indices.  Recruiters want to predict future behaviors and on-the-job results of candidates. Algorithms are used by the best-in-class of both of these disciplines. And the results they achieve are documented by superior outcomes.

The reason both of these professions use algorithms is to identify meaningful relationships among complex data sets.

Variables that drive company performance and market fluctuations are complex. And, there is likely no doubt in your mind that variables which drive people’s performance are complex, very complex. In fact you might assert people are unpredictable. If that was really the case the workplace would be chaos. And that is just not true. There are some predictable elements.

Algorithms are special equations, expressly for the purpose of teasing out insights and conclusions from complexity.

When used well, the outcome of algorithms increases the probability of making a correct decision more often than not. An algorithm based upon pre-employment testing brings a sophisticated level of HR Analytics that can dramatically improve your quality of hire.

Algorithms were used to determine the premium for your auto insurance, your credit score, the offer you received for a vacation package, and the books recommended for you in on-line shopping. In each case two or more large data sets were analyzed to determine the nature and significance of relationship that exist between and among the variables.

Big Bucks for Equations.

In a current algorithm competition $3 million is being offered for the equation that takes large data sets of health care and lifestyle information and calculates the likelihood of an individual being hospitalized sometime in the future. The underlying assumptions are two-fold. You could be charged a higher insurance premium based upon your probable path to the hospital, or you could be given a specific preventative intervention to reduce or eliminate the necessity of being admitted for medical care.

Why a competition?  The analysis and mental energy required to derive the equation is significant. Asking one individual to undertake the work may take a long time. A competition can attract the intellectually curious and competitively driven statisticians. Having a solution sooner than later is valuable.

How much would your organization pay for an algorithm that predicted your customer’s behavior?  Or possibly a more accurate question is how much has your organization already paid in an effort to better understand and predict your customer’s behavior. Go ask your chief marketing officer.

Ego or Evidence?

Best-in-class recruiting professionals use algorithms.  (We can introduce you to some of them.) Each hiring decision is supported with evidence.  But, just like the challenge in the competition, developing algorithms require thoughtful effort.  When I describe the process of developing a recruiting algorithm, I get two reactions.  One says,”That seems like a lot of work.” The other states. “That seems like it can add significant value to our process.”

Algorithms are derived from analyzing large data sets. Three data sets are required for transforming recruiting raw goods into job performance gold:

  1. Candidate Evaluation data – pre-employment assessment
  2. Behavior/Competency Evaluation data – supervisor ratings
  3. Productivity Evaluation data – objective metrics of on-the-job performance

Recruiting professionals working at the leading edge of candidate evaluation capture 200 to 300 data points from candidate evaluation. The data encompasses work history, work style and work samples.

Similarly, job performance, as defined by 100 to 200 data points from ratings and metrics for each individual provides a robust description of the complexity inherent in any job and the company culture in which it occurs.

When a recruiting professional embarks on capturing this level of data on their staffing process and its outcome as job performance they have the raw goods for the algorithm that predicts the future and answers the essential question – which candidates are more likely to be successful on the job.  Working with this type of information delviers a very powerful recruiter experience, adding both efficiency and effectiveness.

Differentiated Workforce

And, that ability to differentiate among candidates is competitive advantage. Michael Porter the strategy guru at Harvard states competitive advantage comes from business processes which are difficult to replicate.  In their book The Differentiated Workforce, authors Beatty, Becker and Huselid assert competitive differentiation comes from efforts that align jobs with strategic capabilities. (see page 10).

Using an off-the-shelf assessment, and generalized validity is defined as a ‘Me Too” strategy, one that is easy to replicate.  An algorithm which predicts candidate performance in your organization is impossible to replicate. Call us to explore what it might take to transform your candidate experience into competitive advantage and a strategic business driver.

It’s not alchemy, it’s algorithms. And they really do turn raw goods into gold. Employees who perform at gold star levels.

February 24, 2011

Patty Van Leer on Helping Candidates Make an Informed Career Decision

Candidates are decision makers too. Patty Van Leer of NAS Recruitment Communications understands that.  I had a chance to speak with Patty at Taleo World.  I asked her what we can do to help candidates make a more informed career decision.  She offers three clear suggestions on what can be done to the candidate experience.  Click PLAY below and hear what she has to say.  Then scroll down to read more.

A good deal of the media in the talent space focuses on how recruiters and hiring managers make their decisions.  Very little is directed at the candidate.  However, Patty’s suggestions are grounded in core elements of best practices for selection system design.  Let’s look at each of her recommendations a bit closer.

Provide a better definition of the job opportunity

Realistic Job Preview (RJP) is a structured, balanced, and candid approach for describing the job.  Well developed RJPs portray the challenges and rewards, demands and satisfiers, expectations and opportunities both in the job and the company.  When done well, RJP can contribute to an exceptional candidate experience and help the candidate make a more informed decision.

A well designed RJP serves two purposes:

  1. Reduce unwanted candidate flow
  2. Increase commitment and retention with new hires

RJP can help candidates achieve a deeper and more thorough understanding of the job.  This will trigger a select-out reaction from a small portion of the candidate pool.  Research suggests this might be in the single digits: +/- 5 percent.  These individuals made a well informed decision that this is not the job for them and withdraw from the staffing process.  This in turn reduces early turnover or false starts and saves a great deal of recruiter time.

RJP establishes performance expectations and defines in advance a range of demands that will be faced on the job.  After the new employee honeymoon is over and the full brunt of performance demands arise, well informed employees say “I knew this was coming, it is not the whole job and they told me it was going to occur.”  They also know those less rewarding or challenging aspects of the job will pass.  The result is an associate that is willing to work through the tough issues and remain committed.

The negative consequence of UN-balanced or UN-realistic job preview is also two fold.  The first is new hires who realize they have accepted a job they are not interested in either quit or perform poorly.  The second is the ‘bait n’ switch’ reaction.  New hires feel the company was not forthright in describing the opportunity. This undermines trust and also contributes to poor engagement and lower levels of productivity.

The proliferation of streaming web video and personal video technology has made it easy to create images and stories from the workplace.  When done poorly the R in RJP is left off and the video becomes Hype, not Help. 

Help Candidates See How They Fit the Role

A long standing and common recruiting practice is the workplace tour.  What better way to give someone a taste of the job than a look around?  This allows candidates to see the work station, feel the energy of the environment, observe and maybe interact with prospective co-workers.  A tour however is a far cry from experiencing the job.  Tours are also very time-consuming and may be disruptive to work flow. 

Another long standing recruiting practice is the temp-to-perm hiring model.  Individuals are given an opportunity to go through training, learn the skills and processes for the job.  They provide a work sample over weeks or months to demonstrate their capabilities.  If a new hire does not “work out,” they get terminated and a replacement is moved in.   This remove and replace is actually a form of staffing waste and rework.  If the new hire seems to learn well and perform effectively, they may get moved from contingent to full employee status.

This process is one of the most accurate methods of getting the best read on person-job fit.  It is also one of the most expensive and lengthy hiring methods.  One of the unintended consequences is a new hire perception that the organization is not well equipped to make hiring decisions.

An effective alternative to temp-to-perm evaluation can be a job simulation for pre-employment testing.  An individual completes a series of exercises that mirror or even recreate a range of on-the-job tasks, demands, and typical interactions.  Some simulations are more generic examples of job performance while other might be highly accurate recreations of elements of the job.

Simulations allow you to collect a broad range of work samples, work history, and work style data in about an hour.  The results from simulations used for pre-employment testing can be almost as accurate as temp-to-perm methods of determining job-fit.  Simulations by their nature give candidates direct feedback about job-fit, in part due to candidate reactions to the nature of the exercises.  Overly complex, uninteresting, or under-challenging reactions can help the candidate make a more informed decision.

 Explore Culture Fit and Hiring Manager Fit

Hiring managers have a lot to do with how culture is perceived and experienced in an organization.  However, culture is bigger than any one individual.  Culture is palpable, yet elusive.  Companies work hard to describe their culture.  Some companies are good at articulating and living their culture with clear intention.   

Culture is driven by the behaviors that are valued and rewarded.  As such, culture can be conveyed and evaluated through culture fit or values clarification and compatibility exercises. The mere act of discerning importance among a range of culture attributes is a powerful self-reflection for a candidate. 

Candidates and recruiters/hiring managers can use the results from a culture fit exercise to dialogue along the lines of culture expectations, career motivators and fit.  Hiring managers who are culturally self-aware and willing to candidly disclose their alignment with corporate values can provide the candidate with insights regarding their expectations for culture fit.  That conversation can help a candidate make a more informed decision.

Career Change Motivators

In addition to the three factors Van Leer mentions above, providing candidates an opportunity to assess their underlying reasons for desiring a career change can foster a very dynamic dialogue.  The Virtual Job Tryout can contain such an exercise.

Through a forced ranking process, candidates are invited to consider and contrast an inventory of job specific career aspirations and motivators.  The result is a top down list of most-to-least desired outcomes from a career change.  Recruiters can then use this prioritized list to explore and position the opportunity in relation to the candidate’s expectations.  This gives both parties greater insights to making a well informed career decision.

If you are interested in learning more about how all of these elements can be delivered in a seamless and highly engaging candidate experience, call to talk.

January 30, 2011

Do We Need Internal Recruiting? Ask the CFO.

Kevin Wheeler posted an article on ERE that got the recruiting community fired up.  He asked, “Do we need Internal Recruting at all?”  His premise seems to rest with effectiveness, accountability and differentiation that a recruiting function may or may not deliver.

With 32 comments as of this post, it ranks near the top of the charts for getting folks riled up.

Here are my two cents, with a few more details than what I posted on ERE.

The dialogue is all good.  It may be like the question about cars, is it better to buy or lease?  And the answer is: It depends.

Kevin’s main point may really be rooted in economics.  When an internal team has the same mandate to measure, track and report economic impact that an external provider does, there is most likely performance parity.

Unfortunately, the issue lies with the fact that many CFOs and CEOs do not hold internal recruiting teams accountable to document contribution and deliver continuous staffing process improvement.  And without a mandate for economic accountability, the accounting infrastructure to document contribution is often lacking.  A vice president of sales or manufacturing would never be allowed to operate with the poor economic reporting and accounting infrastructure that is deployed for the business process of recruiting.  As such, it is common for internal recruiting teams to use ATS based reporting, thus relying on activity based measures instead of economic measures.

Henry David Thoreau gives us words to ponder for this situation: “It is not enough to be busy, so are the ants.  The question is, what are we busy about?”

One gauge we use to explore the economic accountability of a recruiting team is how literate they are about job-specific performance metrics and how quickly they can access data sets of performance metrics.  Ask a staffing professional, internal or external, if they measure and report on the cost of time to proficiency (total investment from sourcing to self-sufficient performance) for the position with the highest hiring volume.  Ask who owns the budget for staffing waste.  The answers to those questions reveal a great deal about the accountability expectations set by the CFO and CEO for recruiting.

Reporting on days to fill, requisitions open, requisitions per recruiter, and opinion-based quality of hire while good to know are a bit like busy ant metrics.  Recruiters with economic accountability use HR analytics to document and report reductions in staffing waste and rework, increased yield in new hire productivity, reduced time to proficiency, increases in job family average performance metrics and the like. 

From my experience, corporate resources flow to those who build a good business case and then document return on investment.  Outside providers have to do this to earn repeat business.  The best internal providers do so as well. Here is an example of how Key Bank documented high ROI from using pre-employment testing as a form of measurement rigor to reduce staffing waste.

January 7, 2011

Virtual Job Tryout Overview – Improving the Candidate Experience

The nature of our experience economy has caused the population in general to expect more from every form of interaction.

  • More engaging – provide me with an experience that draws me in.
  • More informative – feed me information in a manner that is easy to digest.
  • More interactive – give me a role to play.
  • More rewarding and satisfying – help me walk away thinking I am glad I took the time to do this.

Candidates expect the same qualities from the employment experience too.  Ideally, they want to look inside the job, try their hand on some of the tasks, experience the decision making and problem solving they will face on the job.   And, the great thing is that you can do that now.

The Virtual Job Tryout is a custom simulation for pre-employment testing.  Key elements of your job are recreated in an interactive on-line environment.  Candidtes get to take the job for a test drive.  In doing so, they learn a lot about the job.  And, the work sample they provide allows you to learn  a great deal about them at the same time.

Send me an e-mail  joe(dot) to recieve a link to a Virtual Job Tryout demo.  You can learn more about how the Virtual Job Tryout is working to improve the candidate experience, extend the company’s brand message into the market, and provide recruiters with evidence-based decision support.  

You can deliver an exceptional return on investment while delivering a candidate experience that create fans.

December 14, 2010

iPad Winner!

Shaker Consulting Group is pleased to announce the winner of our 2010 Virtual Job Tryout® Customer Survey Apple iPad drawing, and it is Kate Mitchell, Retail Staffing Manager for Starbucks Coffee Company. We want to thank all of the survey participants, and let you know that we are busy pouring over the responses so that we can continue tweaking the recruiter experience to make it even better (while naturally sipping our favorite Starbucks beverage!).

We are very grateful to receive so many positive comments about the Virtual Job Tryout, and Kate herself reports that the Virtual Job Tryout is a critical competency-based pre-employment assessment in her hiring process that allows her staff to assess leadership/team management and customer service capabilities. In addition, her recruiters now spend less time in the interview and get a much better understanding of candidate strengths and limitations than what they were achieving with resumes and screening questions!

Thanks again to Kate and all the rest of our end users, and watch this space for more customer insights into the Virtual Job Tryout in the near future (click the tag ‘surveys’ to quickly find related articles).

December 2, 2010

Are You a Passive or Active Recruiter?

So much digital dust has been sprinkled over the candidate side of this question.  But, as a recruiter, where do you reside?

Candidates who are not engaged in looking for a career change, and who wait for an e-mail or phone call to consider a job are often called passive.  Using that same logic, are recruiters who use post and hope, and wait for candidates to fill up their applicant tracking system passive recruiters?  That might be considered an unfair or inappropriately simple definition for passive recruiters.

What criterion transforms a candidate into the active camp?

Applying for one job?  Three or more jobs?
One job in the last five years.  Five jobs in the last year? 
How about those candidates who develop a spray and pray resume distribution machine, ah yes, those are truly active candidates. 
How about creating a profile on LinkedIn or other social media? Does investing energy to be visible to digital detectives constitute active?
How about candidates who set up a job agent to alert them of the ideal opportunity?  Does that count as active?  Or is that really passive, waiting and hoping the ideal job miraculously shows up in their in-box?

I offer a few ideas for consideration on the topic of passive recruiters.

Passive recruiters:
Rely on resumes and social media profiles to screen candidates
Only use the demographic profile and contact information section of their ATS/CRM
Measure sourcing effectiveness by candidate volume/traffic
Begin an interview without written, competency based questions
Use fundamentally the same methods of candidate evaluation for high volume hiring and one-off searches
Worry about requisition load and back-log

On the other hand, active recruiters engage in very different activities when it comes to managing the business process called staffing.  Active recruiters understand the staffing process is ripe with metrics that document yield, performance variation, and contribution to the business plan.  Active recruiters partner with finance, accounting and database specialists to measure, monitor, and improve the yield or results from their business process. Active recruiters document the return on investment from their use of corporate resources – people and dollars.

Active recruiters:
Perform a Pareto Analysis of their current and future hiring requirements to appropriately allocate resources to the demand
Develop Realistic Job Previews for their highest volume jobs
Implement the weighted-scoring candidate screening questions in their ATS
Use objective candidate evaluation methods such as simulations and assessments to get better candidate data and quantify applicant qualifications
Deployed some form of objective pre-employment assessment for jobs with over 100 incumbents
Conducted in-house validation analysis for all jobs with more than 100 incumbents
Calculated (not estimated) the cost of on-boarding, or investment in time to proficiency for the one to three jobs with the highest volume of hiring in their company
Documented the cost of staffing waste and re-work from 90 day turnover for key positions with early retention challenges
Conducted a new hire performance variation analysis to document trends and outcomes in quality of hire measures
Developed written interview questions for each competency they evaluate
Deployed behaviorally anchored rating scales for evaluating candidate interview responses
Document quality of hire and yield by source from social media

The list goes on. 

Each of these items represents a effective practice for staffing process improvement, supported with research.  Active recruiters go beyond opinion and anecdote, they want evidence, documentation of impact and favorable trends on their metrics dashboards.

And remember the words of Henry David Thoreau :
“It is not enough to be busy, so are the ants.  The question is, what are we busy about?”

If you would like to learn more about optimizing your level of active recruiting, give us a call.

October 21, 2010

Realistic Job Preview – Unrealistic Expectations?

Conversations about realistic job preview are on the rise.  In the past six months I have had an unusually high number of discussions with corporate talent leaders about methods to help the candidate make a more informed decision.  I have even conducted a few video interviews for this blog on the topic.  Why this interest in realistic job preview?  Talent teams want to address a problem realistic job preview will not solve – to stop unqualified candidates from applying, to stop the flood of resume  spam, to reduce the flow of applicants.  Realistic job preview (RJP), while an important tool in the recruiting process, will not reverse the deluge of applicants the sourcing engines have created.

Let me offer a definition so I can be realistic in offering my opinions here.  Realistic Job Preview is a balanced exploration and overview of what happens on a day-to-day basis in a given job.  It will present the challenges, frustrations, demands.  It will present the satisfiers, rewards and motivators.   It is a matter-of-fact approach to present the job for what it is.  This story can often be told in a three to five minutes video.

I made a Boat Hand job preview while at Disney to use in my presentation on Pre-employment Testing in the Experience Economy.  It is very realistic but un-balanced.  It only shows the repetitive and menial aspects of the job.

Many examples of job preview on career sites are equally un-balanced, showing only the glamour, the sunshine, the positive.   I call this hype, not help.  Most jobs just are not made that way, they have balance, so should the preview.  But even if your RJP has balance it won’t stop many people from applying.

Barriers to RJP Impact

There are a number of reasons RJP will not make a meaningful dent in candidate flow.  Maybe your company has been actively working on one or more of initiatives like these:

  • Efforts to become an employer of choice
  • Being recognized as a great place to work
  • Incentive based referral programs
  • Marketing driven employment branding
  • Corporate citizenship and sustainability reputations

The list goes on, and on.  A five minute video will be challenged to counter act the momentum of attraction and the prospect of a job at one of the best places to work.  People come to your site because you have captured share of mind for their career aspirations, they feel they can offer you their best, they want a job, no, a career!

Corporations have invested heavily in building and projecting messages into the talent pools that attract the masses in the hope of finding the ONE.  I call it blinded by star gazing.  While staring at the hopeful STAR in the sky, the entire Milky Way was pouring into the top of the candidate funnel.  The funnel gets clogged.  A galaxy of applicants, (who, by the way, all think they are STARS) get neglected and sucked into the ATS black hole and maybe lose some of their glow from the candidate experience.  Recruiting crumbles under the weight.  A cry of help beams forth from the edge of the recruiting universe – STOP (the flow of unqualified candidates) PLEASE!

Someone suggests: Maybe if we tell them more accurate information about the job, and what it is really like to work here, fewer people will apply.  In particular, we hope it will stop those who don’t want this type of work, those who don’t have what it takes to be successful, and those who don’t fit our culture. Great concept, but it does not work very well.  The two biggest reasons RJP does not get a lot of drop-off in applicant flow are disregard for the R in RJP and the corporate marketing ego.

No Appetite and Hungry Candidates

Most companies do not have an appetite for being realistic. Here are a few real examples.

A firm had more than 70% turnover in new sales representatives in the fourth month.   There were a number of factors contributing to this, but unrealistic communications about expectations was at the core.  When we came back with the script for the REALISTIC Job Preview, the editorial pen struck out most of the REALSITIC message.  The executives said they could not put that message out on the street, no one would want to apply.

A prominent company has over 20 testimonials on their career site that would make just about anyone who reads them want to APPLY NOW.  I have spoken with their recruiters, trainers and experienced performers.  Not one of the testimonials is realistic and by that I mean balanced, in the information provided.  Truthful?  Yes indeed.  This is not about deception, but the compelling success stories lack a clear line of sight to the effort it takes to achieve the success described in each scenario.

Mutual Decision Making

The fatal flaw in pursuing RJP is the assumption that it will impact the recruiting process in a meaningful way.  Make no doubt, I am a proponent of using the principles of RJP.  However, at the end of the day, it is the company that is in the decision seat.  An RJP is a one-way information exchange that educates the candidate.  The recruiter gets no data to differentiate among those candidates left in the pipeline.

The former Ohio State University professor and RJP researcher Dr. John Wanous, identified that indeed RJP was a useful tool to help a candidate self-select out of consideration.  However it was impacting less than 10% of candidates on entry level, simple jobs.  One of clients is achieving similar results with a more complex job.  RJP can help a small percentage of candidates with their career choices.

Alternatively, and even more valued was the RJP’s impact on helping with retention.  After weeks or months on the job, when the tough days show up, the new hires react with: “You told me this was part of the job, there is no bait and switch here, I will stick it through to better days.”

RJP tells you something about those who dropped off.  It tells you nothing about those who remain, those who are still being drawn in by your employment brand and career prospects.

To help recruiters with their choices, the hiring decisions they make, you need to gather more useful information from candidates, better candidate data. That is the role of pre-employment assessments.  And simulations for pre-employment assessment collect more data about an individual that just about any other means of candidate evaluation.  That will be the topic of another article.

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