Assessment Proving value
Most
organisations want to prove that the assessment tools they
are using do not unfairly discriminate based on factors such as ethnicity, gender or age.
4. A Fair Process. Most organisations want to prove that the assessment tools they are using do not unfairly discriminate based on factors such as ethnicity, gender or age. By reviewing the pass rates on an assessment for different groups and showing that there is no significant difference, the tool can be shown to be contributing to a more diverse workforce.
5. Improves Morale and Motivation. An assessment that places a graduate in a role in which they can perform well and feel fulfilled will be appealing to both the candidate themselves and their future colleagues. This could be measured by looking at turnover rate; or by comparing job application numbers pre- and post- introduction of a ‘realistic job preview-type’ assessment that should sift on motivational fit.
6. Inform Personal Development. Assessments that can be shown to act as a foundation or catalyst for graduates to improve their performance will be particularly welcomed in a developmental context
(and a valuable ‘added extra’ in a selection context). Andrew Cornish, Recruitment Transformation Consultant at BAe Systems advises that this can be assessed via a comparison of performance, speed of promotion and entry into HIPO programmes of new hires using different recruitment methods.
7. Helps Implement Strategy. Assessments that identify graduates who can help to realise strategic and tactical objectives will be highly valued by the business. Designing exercises that measure the competencies, values and behaviours that are relevant to achieving this, as well as choosing appropriate strategic issues for them to deal with, can help to demonstrate this link. An additional benefit is that using competencies and values in an applied selection context can help to embed them within an organisation – both for new graduates and those running the selection process itself.
8. Enhances Brand Identity. Those assessments which leave graduates with a more positive impression of the
organisation and its processes than when they first applied (whether or not they are successful) will appeal to both immediate stakeholders and those in other parts of the organisation. Further, those assessments that, through their appealing design, attract the very best graduates will give the organisation a competitive advantage.
As Lucia Hunt, Graduate Recruitment and Development Manager at Johnson Matthey says, “We hope to enhance the candidate experience by making the assessment event as friendly, informative and fun as possible – we want candidates to leave the centre, and remember Johnson Matthey as a great prospective employer.”
Competitive advantage can be assessed via qualitative feedback surveys or by comparing offer acceptance rates pre- and post- the new process.
Which method you use to prove value will be down to why you need to prove it, the interests of your stakeholders and the availability of data to analyse. n
24 Graduate Recruiter |
www.agr.org.uk
www.sten10.com
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