So can a selection process be truly objective? Clearly subjectivity can never be completely eliminated, however, it can be minimised by adopting the following steps.
1) Candidate Specification. It is essential to first set out a clear candidate specification to enable objective assessments to be made. The specification should contain the essential minimum selection criteria associated required for the role. It is important to note that these minimum must not bias selection against a person with a disability, unless the reason can be justified because of the nature of the work.
2) Company Information. The selection process is a two way and it is equally important for candidates to be able to make the right selection as well as the employer. To this end the selection process should be designed that the candidates have as much opportunity as possible to find out what they need to know about the organisation and role. For example, it is good practice to provide all applicants will a copy of the job description, terms and conditions, a brief history of the organisation, any further relevant information such as values, key behaviours, strategic intent, and a brief on how the role holder is expected to contribute to the business.
3) Initial screening. Ask all applicants to complete a standard application form to enable initial assessment of their capabilities against the job role’s essential minimum criteria, as well as provide proof of any relevant qualifications. This is the easiest way of initially screening candidates.
4) Second screening – At this point it is useful to subject the candidates to a series of assessments: tests, psychometrics and business problems*. For example if the role requires individuals to solve complex problems, or manipulate data, then tests such as numerical and critical thinking should be used. A personality profile will provide information about how a candidate is likely to behave and interact with others, while giving the candidates a particular business or organisational problem to solve will provide information about their business awareness.
5) Interview and meeting – A short list of candidates should then attend a competency based interview with the recruiting line manager and a peer (e.g. HR Manager). This could be followed by an informal meeting with their potential peers to determine fit with organisation’s principles and culture, as well as test other skills such as impact and influence.
6) Final interview and presentation – A final interview with the Line Manager and the Head of the Function or Business should be held with the final one or two candidates. At the interview the candidate(s) should deliver a presentation which demonstrates their capability for the role and a plan for what they will do in their first 6-12 months in role. This provides a final check to determine which candidate is most appropriate for the role.
Adopting some or all of the above principles will reduce the about of subjectivity inherent in an interview process. In addition, as the wrong recruiting decision can cost between 2-3 times the job role’s annual salary, time and effort spent up front to design an assessment process that will enable the right person to be selected will be a wise investment.
* Note - All methods of assessment must be reliable, objective and guard against bias.
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