Recruitment is a fundamental responsibility of the Human Resources (HR) department. Although HR works in many areas, including employee engagement, employee development, legal compliance, data management and many others, one of the main areas of focus for HR is to attract, select and integrate suitable candidates for the organization.
Recruitment is the process of attracting qualified candidates for a position and Selection is the process of identifying and selecting the right candidate for the position. The contributions of each employee play a key role in sustaining and growing a company. Therefore, it is extremely important to select the right person for the job. In the same way that a square pin does not fit into a round hole, poor hiring can affect overall business results.
The impact on your business when you hire the wrong candidate is often much more than just not hiring a person! Recruitment is not just an operational activity, but a fundamental strategic activity for the business. Therefore, it is necessary to develop a strong recruitment and selection process.
The right process reflects the professionalism of your company and portrays the maturity of your organization in attracting and hiring the right talent. An effective process helps to proactively create a talent pool, helping to meet medium and long-term business objectives.
Recruitment involves multiple stakeholders, including senior-level employees in your company, and can be very costly in terms of time and money. Therefore, it is necessary to ensure that the process is well defined and optimized to meet the needs of all stakeholders.
In view of the individual particularities of each employee, values, experiences and behaviors sometimes differ from one another, which is natural. Seeking to deal with these factors in a more palpable way, behavioral fit brings together elements that help you understand whether potential future employees have the behavioral competencies that fit with the company or function.
In addition, it is possible to predict the candidate’s mode of behavior through the lexical analysis prediction algorithms that the methodologies present.
There are some methodologies that can be applied that build the candidate’s behavioral profile. One of them is DISC, an acronym for four words: Dominance, Influence, Steadiness and Conscientiousness. This theory was developed from studies by Dr. William Moulton Marston, an American psychologist who sought to understand how the environment impacts people’s perception. The DISC assessment tool was developed by researcher Walter Vernon Clarke. The intention was to establish a way to decipher the socio-emotional competences of human beings, in order to predict the behavioral tendency in certain scenarios.
Executors tend to follow two principles: result and speed, generally being more independent and in search of autonomy and freedom in the work environment.
Communicators, in turn, are guided by the value of interpersonal connection. They are communicative, build points and value harmonious relationships in the professional environment.
Planners are disciplined people and value safety. Unlike communicators, they are more introverted. However, as an advantage, they have excellent strategic thinking.
Analysts are in a hurry for quality as a locomotor principle. Because they are well-focused and observant, they are usually good with risk analysis and tasks that require logical reasoning.
L.B.A.L.S. (List of Bipolar Adjectives and Likert Scale) is a psychological assessment tool that measures most of the known personality traits thanks to a complex analysis of self-description expressed with adjectives.
He thus subscribes directly to Gough’s ACL (Adjective Check List), but his analysis of the responses comes from the Functional Method. This distinction is fundamental because it constitutes an important differential and seeks numerous advantages. It is not one more test on the market, but a new way of assessing personality.
The application is relatively fast (around 20 minutes for the 174 items) and the reliability of the scales is very high. The interpretations thus become very reliable when elaborated by trained and competent psychologists. L.B.A.L.S. it has, among others, seven control scales that allow verifying the value of the answers, that is, whether it is worth interpreting the results or not.
These indices make it possible to detect, with a high probability, the answers given by chance (coherence) and the questionnaires filled out quickly without due concentration (intra-personal fidelity). Its particular elaboration eliminates the problem of bias in the variability of the number of responses, as well as the bias of acquiescence. On the other hand, it also allows for easily detecting the respondent’s motivation in the face of the test (mean, modality and variability) and the exaggeratedly favorable self-descriptions (job / social desirability) of the unfavorable.
The control indexes of L.B.A.L.S. they also allow, in some cases and when the results are interpreted by experienced people, to recognize “forged images” or “fictitious personalities” susceptible of being generated in a selection situation. L.B.A.L.S. presents the results in several ways, thus leaving the psychologist the choice of using the settings he considers best. The results protocol provides, for example, the results necessary for interpretation in terms of: the Big-Five model; transactional analysis; cognitive styles of Welsh; Murray’s needs theory; Holland’s theory of professional personality; etc., and in typologies, the Enneagram; MBTI, DISC, etc.
The STAR technique is a method that helps to organize your responses by providing concrete examples that show that you have experience and skills for the job in question. STAR comes from Situation, Task, Action, Result. In Portuguese, the acronym is the same, translated into Situation, Task, Action, Result.
Especially in competency interviews (or behavioral interviews) – those in which the recruiter asks for examples of situations that you have already experienced professionally – the STAR method can be used to structure your responses by providing the information the recruiter is looking for.
In this type of interview, the recruiter’s idea is to understand how you have dealt with certain work situations in the past. The intention is to predict how you tend to behave in the future and to investigate whether you have the skills and experience necessary to fill the position you are applying for.
In the hustle and bustle of everyday life, very extensive and paper-based behavioral assessments discourage the human resources area from applying and evaluating them, especially if other tasks already take up most of their day-to-day activities. However, there are many benefits that these digital tools can provide to the work of the Human Resources area. Here are some examples.
The hiring process is vital to the development of any business, but it is also one of the most difficult. Depending on the type of vacancy to be filled, it may be necessary to have a highly qualified employee and a very specific work profile. If the selection is incorrect, redoing the process is very expensive. Having a behavioral profile of the candidates, even if preliminary, will already help to filter those whose profile does not fit the company. Even if it seems like just a detail, it will make a big difference in the time needed to make the right hiring.
Employee turnover – or “turnover”, as it is also called – refers to the frequency with which your employees are replaced. Some more volatile areas tend to have people entering and leaving the same vacancies frequently, but this means that there is a high cost for the process of hiring and dismissing professionals. In many cases, what causes this turnover is precisely the lack of compatibility between candidate and vacancy. If you invest a little more in the selection process and choose the professionals that best fit each vacancy, you will be less concerned with excess turnover, which will also facilitate engagement.
In addition to helping to integrate the candidate into your vacancy, behavioral assessment work is a great way to identify and retain high-performing professionals. After all, the tests themselves applied can help highlight some of your strengths and how they can contribute to the company’s performance. Being able to find the professionals with the greatest potential within the company is a very difficult task in itself, which increases the importance of this tool. And with a well-defined profile, you will know better how to deal with that individual so that he stays in business.
Knowing whether the professional has a cultural fit and a behavioral fit with the company is as important as understanding their technical skills. Looking at all of these aspects is critical to achieving the best results with that person. Take advantage of the strategy to create a diverse team with complementary skills.