However, by actually performing the assessment – we, as managers and HR professionals, gain quite a few additional advantages, a broad application of organizational issues.
Adapting the Assessment Requirements to the job Definition and the Needs of the Organization
The ability to define the desired range of scores for each characteristic, and the weight attributed to each cluster of characteristics in accordance with the job definition, gives managers and HR personnel the ability to calibrate the selection process – and thus more accurately sort candidates from different occupations – and this in accordance with the systemic considerations. Accurate sorting results in accurate matching.
When it is determined that a certain characteristic is critical to success in the position, the weight that will be given to it will be great, and its level will significantly affect the suitability of the candidate for the position. These are mechanisms that are unique to each individual, and they increase the accuracy and predictability of the Assessment process.
Monitoring the Status of the Internal Organizational Process
The summary report (generated automatically upon completion of the assessment ) allows the addition of references from the various parties that take part in the assessment process. References of this type provide the ability to trace the decision-making process, as well as sharing the relevant factors in the organization with the status of the process.
This is another means for streamlining the recruitment processes and also for adapting the assessment process to the organization’s internal recruitment process. Also, this is how convenient and discreet intra-organizational communication is created between the decision-makers in the organization.
Presenting Questions for the Interview and Continuing the Selection Process
The summary report presents the issues to focus on in the selection process, which is of course based on the candidate’s answers in the assessment. The chapter includes specific questions for the interview, based on the candidate’s answers during the assessment. These questions serve three main purposes:
- Streamlining – the follow-up interview will focus on the most significant issues that came up for further testing. In this way, it is possible to reduce the duration of the interview without giving up checking the more critical areas for the exam. This way you can optimize the further sorting process.
- Standardization and fairness – the use of a structured set of questions in the process increases the standardization of the process in its entirety, thus ensuring a more reliable and valid process. Thus, the influence of the interviewers’ skill level and the differences between them is reduced.
- The feed comes back to the process of mapping the requirements – through continued deepening and further examination, the recruiting agents in the organization learn to more accurately identify the characteristics that predict suitability for the position and the organization, and this also for their specific desired ranges. This accuracy optimizes the selection process over time and also helps in better reception of job candidates.
Analysis of Overall Findings for the Purposes of Identifying Organizational Trends
Adam Milo’s online assessment also allows group reports to be produced, thus supporting internal organizational development processes, employee promotion, identification of trends in teams, and more. This, by evaluating the personality characteristics, skills and abilities of the individuals who make up the team and the organization.
Aggregation of comprehensive data regarding teams/ranks is a significant and important server tool for managers and HR personnel to identify trends, adjust training requirements (in areas of “hard” skills such as English proficiency or “soft” skills such as modes of transportation) and improve interactions between the various interfaces and more.
Employee Promotion / Long-term Hiring
The assessment can also be a standard in internal promotion processes or long-term hiring, both in order to sort and identify the most suitable employees for the various positions, and in order to identify gaps and adapt a personal development plan for employees to them.
An assessment for male and female employees can indicate patterns of specific strengths and weaknesses for them in order to identify their suitability for a variety of career paths in which the organization allows development avenues.
For example, if the organization wants to promote male and female employees to positions that also include a sales aspect, using a sales skills test can help the management or the HR personnel to identify the existing patterns and adapt the feedback and training content to them, so that they allow growth in these aspects over time.
Support in various organizational consulting processes, by mapping the information and mapping the skills of the employees. Similar to the identification of individual gaps, the assessment can also help identify more general gaps. From this, form an infrastructure for building training and kosher programs for the employees.