Finding the right talent takes up more time and resources now than ever before. Unfortunately, average time to fill has increased by 50% in the past five years while there has been almost no improvement on quality of hire. Too often, talent identification uses subjectivity, gut instinct and ineffective, unreliable methods.
Most recruiting executives recognise that the way they use assessment needs to change. In fact, upgrading assessment and selection capabilities is a top priority for two-thirds of recruiting leaders. Most organisations already use aptitude tests as part of their recruitment process, but this is not enough. Assessments need to enable discussions to drive business results, not just test competencies to fill a role.
Download the white paper
In this paper, we propose that a critical shift is needed to understand and achieve business results associated with talent assessment programmes. Specifically, we propose that a shift in role is needed for HR professionals responsible for talent assessment programmes—a role that is characterised less as process owner and more as talent advisor. This shift includes embedding talent strategy as part of business strategy and positions assessment as part of talent strategy that facilitates objective, data-driven decision making and indication of return on investment. The transformation from process owner to talent advisor requires the recruiter to become familiar with the levers that increase the strategic nature of talent assessment programmes. This paper introduces 10 best practices that underpin strategic talent assessment programmes.