For a number of years I found myself highly sceptical of anything to do with assessing candidates. Numerical, verbal, abstract reasoning, OPQ, Wave, all of the different processes. My scepticism came from not understanding how to use them and, what I had thought, the ease at which you can manipulate the outcome.

No longer is this the case.

Assessing candidates and applications has been proven as the right course of action, numerous times by multiple sources. A simple search on Google for; “why should I assess candidates?” generated a huge number of responses. Ranging From “12 effective ways to assess candidates soft Skills” by Dr John Sullivan to my colleague and TMP’s very own Kirsty Nolan’s “Getting the balance right: Gamification vs traditional assessment”.

What brought me onside was the shift from assessing technical ability to exploring whether or not the candidate is going to fit within your organisation and vice versa, in a motivational and behavioural sense. The penny dropped and I’m there. I’m onboard.

It’s important right? Important to understand if the candidate you’ve invested time, effort and money interviewing is going to be a success in your company. You’ve checked the CV, you’ve checked the references (for what they’re worth, that’s another story) and you’re confident that you’ve got the one. Yet time and time again I hear clients speaking to me about how they have hired candidates who just don’t seem to fit in, or do not seem engaged with their work. Then they ask how they could have missed this in the interview process?

The answer inevitably lies at the start of this process. Clients are still typically interested in the technical aspect of the candidate - can they actually perform in the role, especially if a specialist or rare technical skill is required. The excitement takes over, the fear kicks in and they’re offering the role to the candidate. This panic is usually because they don’t want a competitor makes an offer which the candidate accepts, and you’ve lost out to that unknown company down the road.

This leads to overlooking if the candidate is going to fit into their organisation and whether or not they are going to bring that level of engagement to their new colleagues, clients, managers and the wider business. Then 6 months down the line they find themselves going through a performance management process. Galling still is that all this can be avoided simply with a straight forward assessment at the start of the process.

The right behaviour and motivation coupled with the right technical ability and you’re on to a winner. I’m now telling everyone I speak to, my clients, my friends, even my family, that you have to have all three to achieve that great hire. Especially as it is now so easy to do, adding an online behavioural and motivational assessment at the start of the process.

So, before starting your next piece of recruitment think about how you can get that holy trinity of assessment to give that great hire. Alternatively give us call and we’ll help you become a believer!

Thanks for reading.

Sean Hardingham

Client Relationship Director