This guide is part of a progression set comprised of Core, Advanced, and Emerging Candidate Screening and Selection practices.

What it is

A fundamental element of the human resources agenda and capability is evaluating an organization’s talent. This starts with assessing candidates as potential employees using standardized processes, methods, and criteria designed to increase the objectivity and accuracy of decision-making. This requires a deep understanding of the job requirements and an efficient, effective way to match interested job seekers to those requirements, while also meeting regulatory requirements to minimize legal risk.

The assessment process can be viewed as a funnel. At the top of the funnel, a wide net is cast to attract candidates and entice them to apply for the open position. The assessment process is then used to narrow the funnel to identify the best candidates for the job. At the top of the funnel, techniques are used to quickly eliminate candidates who are less likely to be a good fit, while moving those who are potentially solid forward in the process. As the funnel narrows, techniques focus on confirming job qualifications. As the number of candidates is reduced through this process, more time, effort, and cost will be spent to obtain the most accurate assessment of the final group of candidates considered. As a result, the early phases at the top of this funnel focus on efficiently and rapidly processing the larger applicant pool.

The process of assessing job seekers primarily involves comparing the requirements communicated in job descriptions and job postings with the credentials candidates submit via resumes, CVs, and applications. Down-selected candidates are then further evaluated through interviews and, potentially, background and reference checks. By layering these tools and approaches, organizations can efficiently and effectively uncover a job seeker’s interests and motivations, and confirm their experience, knowledge, skills, and abilities against the job requirements, ultimately helping them select the right person for each open position.

Why use it

A practical assessment and selection approach helps quickly narrow the funnel of interested job applicants to a manageable number while not overlooking a potentially great candidate who would otherwise make an excellent fit for the job. Sometimes the comparison is made to the procurement of an expensive tool or machine. At the “core” level of recruiting capability maturity, the process relies on basic technologies (e.g., applicant tracking systems) and recruiter and manager evaluation skills. At the end of the process, a hiring manager is expected to make a rigorous assessment of job candidates as part of an ongoing annual investment to hire the right person for the job.

A well-structured process helps identify candidates with the skills, knowledge, and fit to excel in the job. This leads to higher productivity, better decision-making, and overall improved performance and reduced turnover. In addition, candidates who are a good fit for the role also contribute to the company's overall level of engagement. While a rigorous process can be perceived as a significant investment of time and effort, the benefits of such an approach are clear in the short and long term.

Outcomes

Creating a rigorous, standardized process focused primarily on job requirements will provide a positive experience for job seekers, ensure the best candidate is selected, and minimize legal risks associated with hiring. Fairness and equitable consideration and treatment are not only legal requirements but also best practices from an employment and corporate branding perspective.

At the start of the process, a wide net is cast to attract potential candidates. With the help of standardized processes focused on job-relevant requirements, the candidates most likely to be a good fit for the job move forward in the process. At the top of the funnel, assessments and decisions focus on quickly eliminating candidates who are not a good fit for the job. Subsequent assessment steps will continue to narrow the candidate funnel. Steps in the assessment process should be structured so that the assessments that require the most effort, time, and cost are concentrated on candidates most likely to be a good fit for the job.

Practices at this level

Defining key talent selection criteria and priorities to clarify what job success requires from a new hire.

Developing an understanding and documenting what job success looks like clearly and concisely, which supports candidate attraction and enables consistent and accurate screening by recruiters and managers.

Crafting a standard process for screening applicants to efficiently and effectively identify candidates who potentially best fit the job.

Creating a structured screening process with elements and steps that progressively and efficiently establish candidates’ degree of match to job requirements.

Developing structured approaches for conducting interviews that ensure mutually enduring fit.

Designing repeatable and reliable selection methods that support consistent interview procedures and quality decision-making across departments, functions, and business units.

Executing appropriate due diligence processes to validate candidate credentials.

Conducting background checks on selected candidates to confirm their self-reported credentials, histories, accomplishments, legal eligibility to work, and the assessed match to company culture and requirements.