Select an effective selection procedures
When all potential candidates for a vacancy have applied, the real selection can begin. This can be a fairly easy process, or via many intermediate steps, depending on the position and the organisation. The structure of the selection process largely determines its inclusive character. So, think carefully about every step you take. Is every step really necessary? Or are you putting up additional, unnecessary barriers?
You, too, were once recruited for the position you now hold. Think back to your own selection. How did it go? And how does it relate to the job you are actually doing now?
- Look at your CV and covering letter again. With what you know now about your job, did accentuate the right qualities?
- How did the interview go? Who interviewed you? Are these the people with whom you are effectively working today?
- Did you take any tests? Do you feel that they effectively tested what you now do on a daily basis?
- Based on your own experience, try to find three points for the improvement of future selections conducted by your organisation. Then discuss them with your board, management or a colleague in a leadership position. Do these colleagues recognise these points for improvement? Do they find the points feasible? Why - or why not?
Research shows that we process images 60,000 times faster than text. Have you thought of introducing your candidates via a video next time? This replaces the covering letter with a video of the applicant lasting no more than 60 to 90 seconds. With today's smartphones, almost everyone has the ability to record a good quality video.
To avoid job seekers just presenting a summary of their CV you could, for example, ask them to film how they start their day, or tell you about their hobby. This lets you get to know the applicants very quickly, get an idea of who they are, and experience their enthusiasm and passion.
6 selection procedures
Below are 6 tips for making your selection process more inclusive:
CV and/or covering letter
A CV and covering letter remain the most frequently used tools in the first round of selection. Many organisations say that a covering letter is no longer relevant, though the CV remains a requirement. As a recruiter you look mainly at work experience and additional skills, which often makes a covering letter superfluous. Below are several tips that can help you process the information.
Written test
When writing proficiency is not a criterion for the job, this form of assessment is redundant. Unnecessary written tests are still used too often. It is therefore advisable to draw up a language profile for the vacant position, in advance. Make it very clear which linguistic competences a person needs in order to perform a function in terms of speaking, listening, writing and reading.
If you need further insight into a candidate's language skills, have a language screening or a language assessment carried out.
Practical test
To check whether a candidate has the practical skills to do the job, schedule a practical test. A more inclusive alternative, that also gives a clearer picture of practical skills, is Open Hiring. This is an innovative recruitment technique whereby a CV, cover letter, interview or other selection steps are not necessary. The first candidate who comes forward gets the job.
Psychosocial tests
Psychosocial tests such as intelligence tests or personality tests are often culturally coloured. It is more interesting to choose nonverbal intelligence tests to get a quick picture of general intelligence. Raven's Progressive Matrices (RPM) is a selection test designed to measure cognitive functioning, non-verbal and abstract reasoning. The ability to think clearly and solve problems is measured by filling in progressive matrices. The Raven's 2 therefore measures cognitive abilities based on aptitude rather than experience, which also applies to most intelligence tests.
Interview
During an interview your questions should focus on the necessary competences for the job and the extent to which the candidate fulfils these requirements. Prepare for the interview by developing a competency model. This model lists the necessary competences, the degree of mastery required, and the relevant behavioural indicators.
How best to approach the interview itself? Read more in the building block Have a positive, objective job interview.
Gamification
You can also choose to change the focus during recruitment. Many companies are opting for online games and artificial intelligence instead of CVs, in order to attract potential candidates with potential. In this way, they eliminate unconscious bias.
Competency library
The TMA-methode (Talenten Motivatie Analyse) offers a complete competency model with 53 competencies on strategic, tactical and operational levels. Use the competency model in your organisation to create profiles that function as a yardstick for positions and roles.
The competency library identifies various competencies. For each competency, the tool also provides behavioural examples, an indication of developability, a number of interview questions, development activities and coaching recommendations.