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Assessing candidates the right way

We’ve seen many managers and peers mentioning that the employees they felt during the interview to be sure bets did not end up being the best performing ones. There are instances where the recruiter felt a difference in the employee’s performance and expectation in a week or less. This is an indicator of improper or partial assessment from the recruiter which becomes common especially if the recruiters have a bias for communication.

One of the consistent and most common requirements from employers across has been to find candidates with good communication, the focus on language skills becomes so directional that they end up not evaluating the candidates on other important parameters. We’ve identified and realised that it’s better to take a behavioral interview to take an informed decision and to remove the biases they may have.

There has been multiple researches on this, the most famous being done by spencer and published in his book. Behavioral interviews can have a correlation factor of 0.61 between assessment and job performance while the general interviews (non behavioral) have a correlation as low factor as low as 0.05-0.19 with job performance

The better the fit between requirements of a job & competencies of the job holder, the higher job performance & job satisfaction will be.

Our feedback from successful recruitments has helped us with the insight that the most common factor that companies value in employees post recruitment is their achievement orientation and navigating ambiguity.

We’ve seen that after a few months of employee’s performance in a new company, the recruiter usually comments about these 2 competencies and appreciates or complains about the positive or negative on these parameters if the hygiene factors are in place.