Career Partners International

How the Career Landscape Continues to Change

Terry Gillis is one of our CPI partners in London, Ontario. Below is an excerpt from a white paper where he addresses how there is a swing in available positions and how the career landscape continues to change. 

Historically, hiring usually migrates to the top of the business agenda as economies rebound. With a changing demographic, organizations are likely to run into staffing problems. Not only will it be hard to find the right people, it will prove increasingly more difficult to find talented younger managers who will replace aging baby boomers if history serves correctly. As the crisis mounts, organizations are likely to react to hiring decisions as an emergency. Outdated hiring practices will further exacerbate the problem that are typically ineffective at getting “the right people on the bus.”

Hiring managers tended to rely on gut feelings derived almost exclusively from the interview process. Not surprisingly, most new hires depart after only three years. A recent study found that without proper integration and onboarding programs, 40% of new hires and promotions fail within 18 months at an estimated cost of $1.5MM per year. Why not use a balanced approach to recruiting that couples traditional employment interviews and reference checks with thorough personal assessments? While candidates may feel overwhelmed by the process, they should take comfort in knowing that, when the decision is made, there is a greater likelihood that it’s the right decision for both parties involved. Assessments should augment the overall recruitment process instead of replacing it.

One is left wondering what are assessment best practices? It is very easy to find numerous assessments on the web, but these can pose some significant challenges to those that use them. When considering the use of assessments, we recommend the following:

  • Take a balanced approach – No one tool can provide the requisite insights for the various positions in your organization. We advocate a selection approach that couples traditional employment interviews and reference checks with thorough personal assessments to increase the breadth of information available when attempting to fill an open position.
  • Don’t rely on one tool – No one tool can provide all the answers, so don’t advocate that it is the only tool you will ever need – a battery of tools that derive a more holistic picture of an individual is more desirable.
  • Use only quality assessments – Good assessment instruments are current, based on extensive research, and have solid reliability and validity. The best have limits on who can and cannot administer and interpret them.
  • Avoid biased instruments – Some tools are inherently biased and may expose you to legal issues. For selection purposes, be sure to choose an assessment instrument that is designed to support the selection process in your organization.
  • Consider outsourcing – Training in the proper use and administration of the assessments is necessary, with many requiring extensive postsecondary education credentials. As such, it can be expensive to properly train staff in the administration of these assessments. Outside assessment providers can be less expensive and time consuming for individuals in your organization.

With a quality assessment process and the success profile for the role clearly defined, you can select the best candidates and shorten the runway to deploying the best talent available.

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