Assessment, recruiting, personnel selection – do I have to use tests do do it right?

by Harald Ackerschott, posted Jul 06, 2018

Aptitude diagnostics supported by psychological testing procedures, online assessments or technologically even hipper procedures are a topic that has recently received exactly the attention it deserves.

Assessments of new hires are among the most important decisions made in an organization.

But I am often asked: „Do I have to introduce tests now?“ „Can I only make good decisions with based on psychometric testing?“

We run an online test ourselves, but I know well, not everyone always has to use our industries products. I only have customers for whom we really create added value. Our tests are not a commodity, they bring a real competitive advantage! Our selection methods create value and shape cultures.

But clearly: You can also make good personnel decisions without tests.

Some time ago I got my hands on the „Work Hack“ collection from Sipgate, which contains a very nice description of how to set up a process that does not use tests and this process for the selection of new colleagues was pretty convincing:

The team that needs a new colleague makes the decision!
It sifts documents and does interviews itself. The team, not a manager!

On the level, where the work is done, there is also the know-how, which is needed. So far so good, sounds quite friendly.

And then it gets really serious:
The trial period is used consciously and actively to check the performance. Several meetings are held at defined intervals in order to follow and document developments. Towards the end of the probationary period it is decided again, quite consciously and in the same team, whether the newcomer really makes a significant contribution for the common goals.

And here are the consequences:
If the decision to hire shows to be wrong from the point of view after the probationary period, it will be corrected and the conversation to separate from the new hire will be conducted by a member from exactly the team that had decided to hire.

This approach convinces me!

All involved in this process experience a complete learning cycle from information collection and processing, decision, monitoring of the effects of the decision to the confirmation or correction.

In this way, each of them can gain concrete experience, recognize their mistakes, take responsibility for their mistakes (i.e. conduct the separation talks) and learn from their experience in aptitude diagnostics and personnel selection.

Information in passing for insiders in this area: This procedure is also fully compliant with the German quality standard for aptitude diagnostics, the DIN 33430.

Thank you all at Sipgate, good approach!

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