Meeting imminent applicants is consistently the standard for recruiting – however is it enough?
We've been utilizing more approval of late to decide whether an up-and-comer is who they say they are. Though uncommon, we have been astonished to understand that an applicant's schooling was not legitimate, or that their reference was really organized with a companion. Whenever the situation allows, we're recommending that additional means be taken to completely get a handle on a competitor's experience, realness, execution and character.
Create a matrix or grid by order of importance of what you are looking for including career experience, hard skills (technology, software, languages), soft skills (personality, communication, eye contact), compensation, etc. Fill in the matrix with what the candidate brings to the position, and do the same for each candidate. This will provide an easier comparison after your first-round interviews are complete.
It’s easy for a candidate to say they are fluent in a language when in reality they may not be able to carry a conversation or compose a letter. To test language proficiency, employers may conduct:
These are pre-set questions designed to get the candidate speaking so the assessor can gauge their level of comprehension and oral accuracy when responding. The person conducting a verbal assessment would need to be fully fluent in that language and have a guideline to rate the person being tested.
Prepare your own written test package that is short and telling, eg: ask the candidate to write a letter in the required language addressing a specific relevant topic. Our firm can administer the tests you prepare that are unique to your firm as requested.
These are tests that are auto-generated and graded by an outside resource. This is a great option for languages where you may not be able to easily assess by relying on another team member.
In addition to testing for hard skills, such as software and language, prospective employers may choose to test for personality traits or emotional intelligence. Three common evaluations:
We encourage employers to check on the accuracy of a candidate’s academic background. Rarely but occasionally, candidates exaggerate their education or claim degrees they don’t have.