Understanding the candidates that you interview is a tricky endeavour. HR folk go through a lot of information to sniff out who is the best fit. To make things more challenging, candidates have gotten smart on how they present themselves—they write good résumés, give the right answers during interviews, and even give references that will say the things you want to hear.
So how do you impact your organisation by making the talent acquisition process better and more spot on? Where are the gaps you can fill—as a HR practitioner—to make the hiring smoother and to enable better decisions?
Establish key traits and qualifications needed for the role
Before embarking on the screening and selection process, establishing the things that you are looking for will place all stakeholders on the same page; to look out for the common set of parameters. These parameters can be sub-divided into 2 areas:
This area covers the “K” and “S” areas in the KSAO (Knowledge, Skills, Abilities, Others) equation. What are the hard skills needed for this role? This can range from software knowledge, technical skills and/or academic/training exposure the candidate has.
This can be gauged from their certifications and work history, then validated through questions during the interview.
These areas should be established beforehand and listed out for all stakeholders, so that everyone involved are on the same page. Remember, rubbish in, rubbish out. What could help is developing a checklist with all the qualifications needed; this list could have spaces that can either be ticked, or rated according to a scale.
This covers the “A” and “O” areas in the KSAO (Knowledge, Skills, Abilities, Others) equation. While the “K” and “S” areas are important, this only tells if the candidate can perform the tasks required of them and how well it can be done. However, what is more important a lot times, are the soft components of the candidate. Abilities such as leadership, task management, communication skills, etc. could be things that the role may require. Consider these items and jot them down. The “Others” category speak about the tangible characteristics of the candidate like ambition, responsibility, cohesiveness, etc. These should be noted down as well.
Place these traits (“A” and “O”) into a list and peg them to scales that can be rated against, and share these with your stakeholders.
Once again, remember, rubbish in, rubbish out.
Deploying Tools to enable the process
Once the parameters are set, you should have tools in place that can enable the process to be done in the most efficient way. This is where technology comes in.
There is a multitude of software out there that enables the process and allows decision-making to be more efficient. Tools can include video interviews (especially important for Competency Based Interviews), automated reference checking, and importantly collaborative tools in an integrated platform that allows all stakeholders to score all the data points, review the results and capture the discussions and decisions made.