 Michigan State University Study
Traditional Recruitment Methods Are Too Subjective
If you aren't using an effective Job Match Testing approach as an integral part of your Employee Hiring Strategy, you are missing a tremendous opportunity to reduce turnover, and improve employee retention and morale.
- Most employers use a combination of application, interviews, resumes and employment reference checks. These methods are best described as subjective.
- Traditional recruitment methods are highly vulnerable to data distortion or falsification.
- Resumes are often exaggerated or falsified.
- Interviews are greatly influenced by "first impressions, appearance halo effects or chemistry".
- References are usually groomed or coached.
- Subjective recruitment and hiring methods provide useful, but limited information.
Modern Recruitment Methods Offer a More Objective Approach
- Modern recruitment methods use on-line applications and interviews, integrity screenings and executive profile assessments, job matching benchmarks and background verifications.
- The information collected is highly accurate and reliable.
- Objective recruitment and hiring methods make your hiring process more defendable to any EEOC and ADA challenges.
- Screenings and profiles are not as vulnerable to faking or distortion and halo effects.
- Validity indicators on assessments help to verify the authenticity or candor of the candidate's responses.
Research Shows the Relative Value of Different Hiring Methods
- Interviews alone
14% accuracy
- Reference Checks + Interviews
26% accuracy
- Behavior-based Personality Assessment + Reference Checks + Interviews
38% accuracy
- Abilities + Personality Assessment + Reference Checks + Interviewing
54% accuracy
- Values - Interests + Abilities + Personality Assessment + Reference Checks + Interviews
66% accuracy
- Personal Attributes - Job Matching (job benchmark) + all of the above
75% accuracy
For more information on how you can increase your chances of successful selection and hiring give us a shout! We're here to help and would love to hear from you!
Check out these links for more great info!
Employee Selection and Retention Articles
Employee Selection Solutions
Employee Retention Strategies
Employee Retention Articles
Articles on Employee Selection and Hiring
Customer Experience Creation
Personality Assessments
1-866-988-RAIN
References / Sources:
John E. Hunter and Ronda F Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No. 1, 1984, p. 90; Robert. P. Tett, Douglas Jackson and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A meta-analytical review, Personnel Psychology, Winter 1991, p. 703. Michigan State University's School of Business.
|
