Splitting Assessment into its Stages

Assessments take many shapes and sizes, buy I think the word tends to lead us towards written tests or maybe interviews. If you really think about it, assessment really begins as soon as you have been given the assignment. You generally have an idea of the talent you are looking for, and know you are making decisions based on inputs…that’s assessment 🙂

When companies ask us to look and revamp their recruiting process, we allow assessment to umbrella across the process, not simply as a step.

Here are some general places where you use assessment (and may not even know it) and you have the opportunity to define for your clients which one you used to assess appropriate experience or competence.

Visual Screen – you look at a profile or they answer questions you send/provide

Verbal Screen – you ask high level ?s and listen

Interview – structured probing and deep dive ?s

Back door reference – you ask someone else about the candidate

Public Access – third parties publicly verify what you need (webpage, white papers)

Reference Checks – you ask someone they have you to ask

Tests – measure specific traits or skills

Benchmark – you measure them against competition and compare

There are 8 different types listed here. They all use varying processes, and in some cases you use one more than once, we typically use screen and interviews in varying degrees. But that’s only three types.

Map the experiences you need, the competencies needed in the job, the desired education and skills, and then match them to these 8 types. In some cases you will use two types of assessment to verify one thing, like having two people asking the same question.

Next time you start hunting, think about these assessments. It will change your outcome, reduce the time you spend searching, and get you better quality of hire.

Growth & Innovation – a part of the employer value proposition

People have all types of influences and considerations when evaluating a job. Our “Four Corners” documents several dozen aspects of the employment value proposition.

One is Growth and Innovation. A company has the ability to distinguish itself by having a growth and innovation plan (and actual actions) and relating that plan it to current and potential employees.

How are you growing? What’s your plan? Better than competitors? What industries are you moving into and why? What new processes, technologies, tools, or inventions is your team using?

If you are not discussing these things with your own employees, then they are perceiving those items on their own, which may contribute to retention issues.

And if your not discussing these things with candidates, then they are trying to find out on their own. Only problem is since your not talking about it, it may mean others have not heard anything about your company in regards to growth or innovation, so now even the street says your doing nothing. Not the validation you want.

Meanwhile your competitors in the talent market place are talking about how they grow and innovate. Where do you think top talent will go when the offers are similar? Where do you think your employees will go when they don’t hear about growth internally?

It’s Spring time in the US. Start bragging about your garden 🙂

The House Call – Recruiter’s Nightmare?

So you get a phone number and call it in order to find a potential candidate. You assumed the number was an office or mobile. Then a voice picks up on the other end and says “HI!”…in a four year old voice. I am pretty sure that’s not your candidate.

You just stumbled on a home phone number, and now little Joey wants to tell you that he’s eating blueberries. Now what? Well, if you are well planned, you KNEW this may be a home phone number, and you are ready for it. In fact, you actually enjoy calling the house during the day, and trying to reach candidates. And why not? More people are out of work, some people don’t always list their phone numbers as a home number, many people work from home, and some people have devices that forward from one number to another.

Back to Joey. This is not the time to panic. Here are a few things you can do to accomplish your goal which should be reach the prospect. First off, don’t assume you can break into a 30 minute discussion with anyone while they are in their home. Its not the same environment as the office. In fact, you should consider it like you caught them in a security line at the airport. You know there is somebody who is eventually going to tell them to get off the phone abruptly. Your goal to arrange a call back or get their attention so you can talk to them later on their terms – either at home or in the office.

If Joey answers: Answer “Hi! Blueberries are fun…can I speak to Mr./Ms. Smith?” THEN SHUSH. Its likely you will hear a “daddy/mommy…phone for you”.

If/when an adult (any adult) answers – first off, assume nothing. This could be a sibling, child, parent, ex, whatever. Whatever your business is, its business, and its for the target’s ears only. Imagine if you called into a house and the couple is going through a divorce, and you start talking about opportunities for employment. You hate to see that drawn into court. Simply ask if they are available. If no, ask permission to leave a message and have it passed. Here is the formula for the message:

“My name is (first last). I work for (company). I am working on a recruiting assignment, and understand that X is in the (industry/market). I was hoping to network a bit, and see if they could help. This is the number I had. Would you mind if I left a message to have him/her call me back when convenient? (this is the permission – stay quiet now) Thanks – here is my name again and my number (slight pause in case then need a pen/paper). My name is first name is “First”, my last name is spelled “L-A-S-T” and my direct number is XXX-XXX-XXXX. Did you need me to repeat that? (pause, they will likely read it to you or ask you to say it again). I really appreciate your help, and look forward to X’s call. Have a great day/night.”

Home numbers can be a viable way of getting people’s attention, and certainly can set you and your opportunity apart. But be aware that many people separate business and home, and may see it as an intrusion. Then again, calling them at work on their time is also an intrusion, so its simply about a point of view.

200 Words: Following Trends

Trends come and go. Fashion has taught us that for sure. Should have held on to those Tom Cruise Top Gun aviators – I had to buy a new pair 🙂

But trends tend to not improve functionality. A new tool or new version of a system rarely improves efficiency. Think about the last few versions of Microsoft Office or even the new IPad. The functions maybe more convenient, but for most it’s likely going to be negligible improvements.

As you consider technology to drive efficiency, make sure you have changed the environment to leverage technology upgrades to the fullest e.g. If your team all uses skype or video chat already, then maybe the iPhone 4 or iPad 2 is a good idea, as you could face to face anywhere, not just in an office. But if your not video chatting…

Pull that thinking to your technology for your operations, talent and project management. We find that many companies don’t use mist of their systems tools, but they are quick to update or switch.

Don’t amplify the trend of under utilizing a system and then upgrading…try using the system first 🙂

200 Words: Role Clarity

Working with a small operation (100 ppl) that is experiencing fierce competition and struggling with growth. Like most companies this size or smaller, people are wearing different hats and working harder than ever.

Being cross functional is a valuable thing, but it does mean crossing functions i.e. you have to have the actual functions defined. There is an inherent danger in this economy of merging jobs and losing function integrity.

Merging customer service, account management, and sales is a common one, especially as economies slow. But keep the integrity of each function, even if one person is doing the job of three.

What are the customer service processes and competencies that need development? How about sales? Are you marking activities into these functions and measuring results?

Or is it now a big mess? Take a step back and make sure you can see your teams operating to advance functions, even if you don’t have functional leadership.