How predictive recruitment applies to mobility

Predictive recruitment is becoming the most advanced method for selecting employees.

At the same time, the mobility policy in business has significantly developed with the establishment of career interviews and building career paths. The employees are in demand for change and businesses want to capitalize on the people who they trained and are a part of the project. The common point between the projects? The need to anticipate people’s ability to succeed in a position in which they have little (or no) experience. Predictive recruitment showed that this was factually possibly.

#1 – Mapping the factors to success

Professions are likely going to change so that it is not necessarily experience that is an indicator of success, but more personal attributes. This is what will primarily make people stay or leave and are able to bring changes to their business.

It is best to move on in three stages:

First, it is to identify the characteristics shared by people in the position (in a successful situation). To measure an objective in this aspect, it is recommended to implement the appropriate techniques, such as tests, for example. This is the same principle as predictive recruitment. Secondly, you can carry out a validation: do the people who are failing lack the identified criteria, or were they not a good fit in their position. When this is the case, you are sure to hold on to the valid factors of mobility. Finally, measure the current change of your business, or the ones to come in the future. What changes are to come? What does this imply of new skills needed to succeed?

#2 – Evaluating potential in employees

If we follow the logic of predictive recruitment, it is not to evaluate the potential in relation to his current position, but rather on his personal qualities. At this level it is essential to validate the learning potential. The best technique to obtain this is through reasoning tests. It validates two things:

#3 – Validate employee involvement

In mobility projects, it is not complicated to know what employees do not want to do. The reverse is unfortunately more complex. What you should know is that future employee engagement will play out on 3 levels:

  • The assigned activities – the HR challenge here is to ensure that they will not find the tasks of today boring, and that they will have access to those they find to be lacking tomorrow.
  • The future manager – employees sometimes require mobility because they become confused by their manager. To avoid the same pattern, we must know what leadership styles draws them in, and what styles are inconsistent with their expectations.
  • The framework – while we remain in the same company during mobility, one can underestimate the existing discrepancies in the way of working between services.

#4 – Conclusion

Predictive recruitment may apply well in a logic of mobility because it is a context where one focuses exclusively on validating the potential of employees to evolve into another position.  Implementing this approach internally has two advantages: it allows people to get familiar with completing tests and exchanging during a career interview, and it allows them to objectively validate the potential of each candidate in a target function.



Simon Baron

Chief Science & Innovation @AssessFirst


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