Every business, from tiny startup to Fortune 500 company, wants to attract and retain the most talented employees possible. In fact, in a recent survey of our customers, we found that “better quality of hire” was the highest priority for the great majority of employers when it comes to hiring. But as with anything of great value, it often comes at a cost.
For years, employers have struggled with a mismatch between the skills they’re looking for in prospective employees, and the skills that job seekers are bringing to the table. This “skills gap” hasn’t budged and is only exacerbated by relatively low unemployment. According to the Society for Human Resources Management (SHRM), there are now more jobs available (6.7 million) than there are unemployed Americans (6.3 million). This makes finding the perfect employee with the right set of skills even more challenging.
Pre-employment tests are one of the most powerful ways to predict job success and drive better quality of hire. However, candidate assessments are only able to drive these results if the right tests are being administered for your positions.
Technology giant Google recently found itself embroiled in a controversy over accusations of bias in their hiring process. Without rehashing the situation, the short version is that the company faced some debate about preferential treatment towards specific demographics and diversity. The validity of the argument is a story for another time and place, but it does open up one very important tangential perspective — how can employers be certain that unconscious bias is not affecting their hiring?
Companies decide to administer pre-employment tests for a ton of different reasons, from improving quality of hire to reducing employee turnover. The great thing about pre-employment testing is that it’s one of the most predictive factors for job success, especially when compared to other hiring factors. Cognitive aptitude tests, for example, are twice as predictive as job interviews, three times as predictive as work experience, and four times as predictive as education.
Recruiting for executives is no easy task. While hiring for any role comes with its challenges, at the executive level that decision becomes monumental and the potential repercussions much vaster. That said, it is so much more crucial to exercise extreme care and diligence when evaluating these candidates. Otherwise, if done wrong, the cost of a bad hire could be enormous.
The last thing any employer wants to deal with is an employee who routinely fails to follow rules. Disciplinary problems in the workplace can take a number of forms, from absenteeism and tardiness to theft and fraud. These fall under the umbrella of what are called Counterproductive Work Behaviors (CWBs). Anyone who has ever made a bad hire knows the high cost of those hiring mistakes, not just in terms of money but also productivity, morale, and sometimes even your company’s reputation.
Unconscious bias is an unavoidable part of any hiring process, but that doesn’t mean there aren’t ways to reduce its impact on your final hiring decision. Unconscious bias refers to those subconscious attitudes that all people have towards other peopled based on anything from race and gender to wealth and age. It’s important to remember that unconscious bias isn’t necessarily intentional or malicious, but that it can lead to negative hiring outcomes for certain groups, most frequently minorities and women. And there’s a ton of data out there showing how the sum of these biases lead to negative outcomes in the hiring space.
(This article originally appeared on HR Daily Advisor.)
Today we’re excited to announce the official launch of the new HireSelect. This relaunch is a long time in the making, and the updates were inspired by the customer feedback we gathered over the last 10+ years. Everything you’ll find within the new HireSelect was designed with a simple goal in mind: to make it easier for you to hire faster and smarter.