KeenHire Blog by Margaret Graziano

Establishing Performance Criteria For Your Talent Acquisition Department

Wow! As the market begins to rebound I am amazed at all the nation wide openings for internal Human Resources roles. Most of these roles no longer carry the Human Resources title; the most popular title I noted I see is Talent Acquisition Director.

What amazes and concerns me is, in none of these job advertisements for Talent Acquisition Director; absolutely none of them have the key performance indicators and specific measureable intended outcomes clearly delineated in the ad.  In the cases where there is no Human Resources leadership in place I understand a lack of clarity in role expectations, however in hundreds of cases the companies doing the hiring have well established HR executives and HR leaders and still no clear expectations listed. 

If companies really want to impact their ability to hire and retain ‘A’ players they must clearly outline the specific measurable results for those expected to deliver.  ‘A’ players want to win and area attracted to challenges.

Any company taking the initiative to hire a Talent Acquisition professional for the purpose of owning the recruitment role and impacting their ability to build and grow  their talent pool must also understand that you get what you expect. If you are not clear on what you expect you can not expect people to deliver just because they hold the title and have a resume that says they know how to recruit. 

A solid Talent Acquisition Director has typically spent their career working in organizations that paid for performance, rewarded proactive behavior and expected innovation and creativity on a daily basis. 

 I am going to give an example of some key performance indicators a well-crafted Talent Acquisition Director Role might include. While these are only an example I think you will get the concept of clearly articulating role expectations.

 Time to Fill – Talent Acquisition Director is expected to build and maintain a pipeline of at least 25 qualified potential software engineer candidates at all times therefore impacting their ability to fill open positions within 20 business days.

Quality of Hires - It is expected that 85% of all Talent Acquisition Director’s new hires are achieving intended outcomes at their 90 day, 6 month and 12 month performance review.

Employment Brand Management – Talent Acquisition Director is continually delivering a high quality recruitment and engagement experience for candidates involved in our companies hiring process resulting in increased high quality applicant referrals and high marks on new hire surveys. 

Customer Service – Hiring Mangers are delighted with the level of service and attention their recruitment needs and business unit receives from the Talent Acquisition Director.

They key to building a strategic HR department is to be the change you want to see.  If you want the Talent Acquisition Director role to deliver and truly impact your businesses ability to grow and compete then you need to consciously hire the right person. In order to hire the right person for the Talent Acquisition Director you must be specific about what you expect the role to produce. You must be clear about what you expect the role to deliver and what excellent performance looks like. 

Once you are specific about what you expect it will be that much easier to identify the person who has the competencies and ability to achieve those results. At KeenHire our proprietary conscious hiring process begins with creating the KPIs for each role and is completed by clearly detailing the behaviors, competencies, values, motivators and emotional intelligence it takes on a daily basis to perform effectively in the role.

Conscious Hiring-Maximize Your Hiring Effectiveness!

An Effective & Operationally Efficient Talent Delivery Model for Astute Employers

 

The Premise

Fundamental to building an organization with the best resources is implementing a hiring process that attracts the right people, screens and assesses that those people have the right stuff to do the job in the right way and engages the right people to come on board ready to hit the ground running! KeenHire Conscious Hiring training enables you to learn interviewing strategies and helps your company succeed.

 

Companies with a very specific purpose and mission require a strategic Talent Acquisition plan and a carefully defined new employee selection process to get them where they are going. Business leaders of these organizations know that the success of their organization depends on the quality of the people inside. A Conscious Hiring process takes into account the purpose and result base for each employment position in the company, then it looks to your business philosophies, company mission, vision and core values. Only after the core business objectives are considered is an astute employee screening, selection process and interview strategy implemented.  KeenHire Talent Management’s Conscious-Hiring process trains and enables you to identify the right people for the right roles while causing early engagement of the right people throughout the hiring process.

A fundamental aspect of a Conscious-Hiring process is systematically integrating and on boarding each new hire into your organization.

One of your only competitive advantages is the how your mission critical, key contributor and next level leaders solve your company's business issues, execute your companies mission, run the operations and interact with your customers.  In a nutshell the success of your company hinges on its ability to recruit, interview, hire and retain its employee talent base wisely.

Make no mistake about it, your hiring decisions make or break your business. What you don’t know will cost you: training time, management time and workforce productivity losses, company morale and employee productivity, new sales and customers. The bottom line is if you want a healthy EBITA you must run an organization with the right profit minded, effective and 'can do' people. KeenHire Conscious Hiring training enables you to learn interviewing strategies and helps your company succeed.

A holistic Conscious Hiring process empowers you to hire right the first time, every time.

The Program
•Change the way you think about your employees' impact on your business

•Raise the level of influence and span of control your Recruitment and Employee Selection process  

  has on your company's overall organizational effectiveness

•Learn how to avoid common interviewing traps & mitigate hiring risk

•Hone in on the key elements of building a systematic results based Conscious-Hiring process

•Hire right the first time and increase your employee ROI

 

 The Takeaways

1. Walk away with a blueprint for creating a highly effective Conscious-Hiring process
2. Learn to conduct Role Analysis, the organizational development approach to scoping the role
3. Study a step-by-step process for Choosing Your Talent Wisely and hiring with your head
4. Understand how to use, select and administer psychometric assessment tools
5. Review Behavioral Interviewing techniques; the when, why and hows

The Expert

Dr. Stephanie Marberry, Interviewing Strategies Consultant, received her Ph.D. in Industrial Organizational and Social Psychology from Northern Illinois University.  As an originating partner at KeenHire Talent Management, Stephanie has consulted with small to mid-sized companies in High Touch and High Tech markets to improve their hiring efficiency and effectiveness through the implementation of customized selection systems. Dr. Marberry has a passion for educating others on current HR best practices by utilizing the appropriate scientific tools and methods to identify, select, develop, and retain top talent. Her facilitative training style encourages discussion and application, allowing her participants to gain a clear understanding on how to implement the techniques into their own business processes.

 

Want to Bring a KeenHire Interview Strategies Consultant In-house? Call Today! 1-888-533-6447

 

Registration

Virtual Courses consist of 4 weekly 2 hour sessions on Fridays at 12:00 p.m. pacific and begin on June 18, August 9, September 17 and costs $399.00 per person. Save 30% overall when you register 3 or more participants. Click here to register for Conscious Hiring.

 

Can't make time for training, visit the KeenHire on line store and purchase tools, workbooks, scripts, manuals, assessments, CD's, DVD's, books and more.

Assessments-Know What You Are Buying Going In

 Media from the Wall Street Journal to CNN, and CEOs with whom I’ve spoken, agree that one of the top strategic initiatives of many companies is hiring not only new talent, but also the right talent. It is forecast that by 2012, we will be fully engaged in a high-level leadership and knowledge worker talent shortage.

Given the diminishing available talent pool, and the compelling messages about offshore, lower-skilled labor and processes, I predict that the pendulum will swing and companies will re-recognize the need to invest in hiring and retaining key people. This will allow companies to leverage their opportunities to innovate, compete and achieve their corporate objectives. But where will this talent come from?

 The impetus for this talent “shortage” is that growth-oriented companies are demanding more of their workforce, and are unwavering in their desire to attract and hire “difference makers.” Companies committed to winning the war for talent will not only have to create an environment that fosters growth, development and challenge, but will also need to implement systems and operating practices that maximize their ability to attract and retain the best. 

Given the amount of effort and money that will be budgeted to create extraordinary retention programs, these same companies will need to evaluate and improve their internal hiring practices so that only winners get in the door. In today’s competitive talent market, with candidates demanding top salaries, companies have the right to know what they are getting, and have the right to expect a return on investment with each hire. That’s where assessments can have a huge impact.

Another major consideration affecting the use of assessments, or assessment service companies, is the need to analyze the cost of a bad hire. Besides salary, taxes and benefits, there are an immense number of hidden costs when a company hires someone who does not succeed. 

 COMPARING COST OF TURNOVER TO COST OF ASSESSMENT PROGRAMS

 Company XYZ has 200 employees, of which 40 are sales/execs and 160 are hourly. They are planning to expand by 10%, or 20 people, during the upcoming year.

EXECUTIVE/PROFESSIONAL SALES If turnover for the sales/execs is 15%, then XYZ Co has turned over 6 people (40 x 15%). If the average sales/exec earns $80K, then based on DOL figures, the turnover cost for that group is 6 x $100K ($80K x 125% = $100K).	TOTAL COST OF TURNOVER                 $600,000	TOTAL COST OF ASSESSMENTS
With an average test cost of $300, the cost for assessing all new exec/sales candidates would be $300 x 6 tests.		$1800
HOURLY EMPLOYEES If turnover for the hourlies is 30%, then XYZ Co turnover is 48 jobs. With the average turnover cost at $6500 for an hourly, the turnover cost for this group is 48 x $6500.	$312,000
With an average test cost of $180, the cost for testing all new hourly hires would be 48 x $180.		$8640
PROJECTED EXPANSION Projected 10% or 4 exec/sales positions		$1440
Projected 10% or 16 hourly positions		$3456
	$912,000	LESS THAN $15,400

 

 

 

21st Century Hiring Effectiveness. Times Are Changing. Are You?

90 Minute Webinar Offered By KeenHire Talent Management

This 3 part, 90 minute webinar will cover what you need to know about hiring to avoid legal pitfalls and maximize your return on your people investment.  We have brought together a diverse panel of subject matter experts to discuss one of the hottest topics in the workplace today.

 

Join Diana Maier, Lawyer, Workplace Investigator and Employment Counsel, Dr. Stephanie Marberry, Selection Consultant and Margaret Graziano, a 25 year veteran in Recruitment and Staffing. 

 

 

When: April 20th 1:30pm-3:00pm CST

Cost: $35 per person

To Register: Click Here

 

 

Segment 1: Contractor vs. employees: What you need to know about the legal issues behind having a direct hire vs contingent workforce

 

Diana Maier, Workplace Investigator and Employment Counsel, will cover the legalities of working with a direct hire vs. contingent workforce.  Specifically, Diana will address when/how to classify someone who provides services as an employee or a contractor.  Not knowing the difference between contracting with an independent contractor or worker and hiring an employee is increasingly risky. The government assumes that virtually all workers are employees, and imposes stiff penalties or stop work orders on employers who cannot justify paying someone for services without providing benefits, paying unemployment taxes, and incurring a range of other expenses.  Yet, there are enormous benefits to using contractors instead of employees.

This portion of the seminar will teach you how to use independent contractors or part-time employees while minimizing legal exposure. 

The Presentation

• Learn how and why California agencies are cracking down on individuals and small businesses
• Assess your vulnerability to the rash of wage and hour lawsuits for seemingly innocent small jobs and your exposure to civil and criminal penalties
• Understand the differences between employees and independent contractors, risks & benefits and strategies for using both, and how to justify often subjective distinctions between the two
• Determine your risk of being audited by state agencies enforcing worker-related laws
• Explore actual cases and real-life scenarios of attendees-submit your questions! 

 

Segment 2: Conscious Hiring: The 7 steps to implement a hiring process

 

Margaret Graziano, a 25 year veteran in Recruitment and Staffing, will discuss the importance of maximizing the return on your people investment. One of the only competitive advantages your company has is the how your mission critical, key contributor and next level leaders solve business issues, carry out the company mission, run the operation and interact with your customers.  What companies all too often painfully uncover is that the right systems housing the wrong people always fail and that wrong systems housing the right people often fail.

A holistic conscious-hiring empowers you hire right the first time, every time.

The Presentation

• Learn how to avoid common interviewing traps & mitigate hiring risk
• A process for conscious hiring
• Hire right the first time and increase your people ROI

The Takeaways

• Insight into the value setting up an internal hiring process—and how to do it.
• Specific holistic hiring techniques that save your company thousands
• Learn the power of the 3-pronged selection approach
• A step-by-step process for Choosing Your Talent Wisely
• Role Analysis, why it matters  

 

Segment 3: Choose your Assessments Wisely: The dos and don’ts in utilizing assessments in the hiring process.

 

Did you know that there are some assessments that you cannot legally use to select a new employee? With hundreds of assessments in the marketplace how will you know if you are using a quality tool?

 

Dr. Stephanie Marberry, Selection Consultant with KeenHire, discusses some of the important features to look for when evaluating what assessment to add in your hiring process. Growth oriented companies are demanding more of their workforce, and are unwavering in their expectations to attract and hire 'difference makers.' In today’s competitive talent market, with candidates demanding top salaries, companies have the right to know what they are getting, and have the right to expect a return on investment with each hire.

 

Whether you are looking at utilizing assessments in your placement process, looking to re-sell assessments or you just want to keep abreast of the on-going developments surrounding our industry – it is paramount that you attend this session!

 

The presentation

• Learn the types of Assessments on the market today
• Understand Validation and what it means
• Be Aware of the 4/5th rule and how it applies.

 

The takeaways

• An in-depth easy to follow introduction into the complex world of personality
• A look into the BIG 10, BIG 5 personality index measurements
• An overview of different Assessment and their features
• A realistic view of what it will take to implement assessments in your company

 

How Can You Improve Performance Metrics and Employee Productivity?

A study of the Corporate Executive Board found that since the recession began, managers have become less effective at defining employees roles and accountability. Before the recession, only 60% of employees said their managers did an okay job of effectively communicating expectations, since the recession that number has dropped to 45%, which considering is quite low.  Before, Front Line and HR Managers told employees how they fit in to the overall strategy and market share objectives, now they tell employees to get to work and be grateful they have a job.  Ouch…….that is pretty short sighted thinking.

The highly interesting part of this is that when employees understand how what they do fits into the overall strategy of the business and the achievement of their corporate objectives productivity can increase by 10% at a minimum. Ten percent of ten employees equates to an additional headcount.

When I lead my Maximize Your People ROI workshop and keynotes I speak a great deal about Jim Collins’ call to action, “Put the right people on the Bus”.  Five years ago I learned two provocative processes for assessing, evaluating & validating job specifications, at Keen we call these Benchmarking and Role Analysis.  Both of these tie Organizational Development and Recruitment processes together and drastically improve hiring metrics and recruiting success rates.

If you want to attract more of the best, you first have to truly understand why some of your employees are high performers. Is it coincidence, dumb luck or a lot of hard work when a key manager assembles a team of high performers?  Or is it a calculated and well-executed strategy?

Experts say that building a high performance work-group does not happen by anything other than a well defined, executed recruitment plan and selection hiring process. High performing teams are not created by accident.  There is always a plan of attack that attracts people with solid competencies, required behaviors, complimentary traits, and shared values.  Companies like HP create programs for this by assessing their top performers and understanding what drives their performance; aspects like competencies, motivators, behaviors, values, work style, and emotional intelligence.  They then build a hiring model that vets candidates with similar winning formulas.

This is what KeenHire refers to as benchmarking.  The Keen team has assessed over 1000 high performers conducted over 200 corporate benchmarks since our launch.  In one company alone, we saved the employer over $1,000,000.00 in poor hiring costs  Download Keenhireclarknatcasestudy because they stopped hiring people who they thought would fit and they started hiring people they knew would fit.  This new age Talent Management stuff really works!

Conducting a Role Analysis on positions that you are filling whether through an internal promotion or a new hire impacts not only your ability to put the right person on the bus, it effects your companies ability to improve workforce production and engagement. When your employees know that you chose them because they had the natural ability to do the job in a way that amplifies the companies mission and vision and they know what is expected as well as how these accomplishments impact the big picture; they are awake and aware to exactly what you are counting on them to achieve on a daily, weekly, monthly, quarterly and annual basis they are much more likely to achieve it. 

The Bottom Line is if you want a more productive, engaged workforce hire the right people for jobs they are well equipped to do, make sure they know what you expect from them and then encourage them to use their natural talents and abilities to get the job done.

If you have professional HR Management, Contract Recruitment staff or In Sourced Recruitment consultants on your team make sure they are trained in these critical hiring selection programs and strategies; if you do not and you need to go outside to Recruiting services require these service providers to offer solutions that enable you to hit your hiring and retention metrics. 

You Are The Sum Of The 5 People You Spend Your Time With

Sometimes that statement makes me cringe. If that statement is a true one, we all best be very selective with who we chose to call our friend and who we chose to give our time to.

I make friends easily. On planes, on trains, in cars, in bars, in courses, on horses, at lunch, upon a hunch, through my boys, because of my sporting toys..... it seems no matter where I go I come back with new friends. The real question for me to answer is, "How do I feel when I am on my way home from being with these people I am calling friends?".

Do I feel energized, powerful and giddy or am I drained and exhausted? Are my friends and business partners feeding my spirit or sucking the life out of me?  Do they give what they take, or do they just take. 

Do we share values, beliefs and commitments? Or do we share partying and fun over cocktails and gossip?

The naked truth at times hurts. Sometimes even people I have known and loved for a decade need to take a back seat because they are stealing my energy, time and in some cases my spirit. 

One of my new friends and inspirations is a  man named Michael Nila, Michael is the CEO of Guardian Quest. When we met we discussed everything from spiritual matters, leadership, parenting, sex, business and family.  I was sharing with Michael my dilemma of as I get busier and have less time, how selective I need to be with what I do with my time. He says purging is part of life. Sometimes you see people because of the family connection, other times because of a deep bond and a need to be with that person, other times it is to fill in the space or out of obligation.  The key is evaluate, assess, weigh the pros and cons of having certain people in your life.  Sometimes when there are people who I am around out of guilt or fear they limit who else comes into my life and the time I would have to nurture the right relationships is wasted and misused.  WOW, it seems pretty much like the coaching I give to hiring managers and business leaders on choosing their talent wisely.  When the student is ready the teacher appears.

Michael believes that Magic moments are what ties people together and builds foundational bonds. Sharing things that matter, like life training programs, family events, kids sporting games, life losses, charity events, spiritual awakenings and uplifting adventures. He said that the ability to communicate good, bad, happy, sad, real feelings is critical. As he was speaking I kept checking in with myself for how I was interpreting his words. The thought that kept popping up was shared values. Common bonds, common life experiences, aligned beliefs, similar work ethics and missions in life. 

It is a lot like hiring, right?  You are the sum of the 5 people you surround yourself with in business. Are you surrounding yourself with challenging people who will up the ante or are you surrounding yourself with people who are happy just to have a place to call home?

My conversation with Michael was very timely, actually perfect as I plan for 2010.  I chose ideal friendships, and ideal lover, ideal business partners, ideal employees and ideal customers, people of depth, purpose and passion.  People who will call me to be at my best. 

Cha Ching - Ring in the New Year!

Best of Success in 2010

Margo

Stop Jamming A Square Peg Into A Round Hole

As a manager, have you ever had the experience of trying to ‘make’ an employee change, forcing an outcome from an employee to improve their performance or even worse; have you ever attempted to have them work differently by encouraging them to alter their natural work style, values, behaviors, beliefs and personality so they would perform better in their role, or for the betterment of the company?  

As leaders of people, we often have to deal with ourselves to overcome the syndrome of

“I can fix and change people".  As a peak performer in recruitment, for years I found myself placing the best and hiring the rest. As a small business owner, I was hiring 'C' candidates, because they were more affordable and selling myself on the myth that they would be better if someone just helped them and then I expended enormous amounts of my personal effort trying to overcome their ineffectiveness.  My shortsightedness had me saving money on the front end and spending 3 times the savings on the back end. Until I went  through a basic training from Vistage (formerly known as TEC),   I was not present to the profit erosion that these non strategic hiring practices were causing.

Once having my eyes opened, I embarked on a hiring process development journey. I was committed to fixing my problem and I took courses on organizational assessment, behavioral interviewing, top grading, organizational development, personal transformation and executive coaching.  Over the course of a decade I invested $100,000 in mastering 'putting the right people on the bus'.  After much resistance and many breakthroughs, I finally learned the lesson handed down to me from my first mentor.  "People are whole and complete and have everything they need to be successful, as long as you put the right people in the right role." It is your job to Choose Wisely"

There have been many books, articles, lectures and even case studies written on this subject. Companies like General Electric, PepsiCo, Spielberg Productions, DreamWorks, Google, Microsoft, The Limited and more have all publicly stated that a KEY factor to their enormous success was the people they chose to employ in key contributor, mission critical and leadership roles.

The new game in the business of Recruitment Process In-Sourcing

7 Easy Steps To Becoming An Employer Of Choice

Step 1 – Establish Your Employee Value Proposition

 

Tie your employment brand with your business strategy. Understand why people want to work for your organization and develop a program that attracts more ideal candidates through your doors.

 

Recommended Reading: Attracting Perfect Customers: The Power of Strategic Synchronicity, by Stacey Hall and Jan Brogniez.  

 

 

Step 2 – Establish a 'Cracker Jack' Candidate Sourcing Strategy

 

Do the work to find out where your ideal candidates are right now. Where do they hang out? What do they read? What do they do for fun?

 

Include Social Media tools, this means be a proactive social media presence. Have a credible, passionate, authentic person from your company talk to your ideal audience all the time, whether you are hiring or not. Provide value.  Keep ideal candidates coming back for more, get them on your web site, create reasons for website and social media stickiness.

 

Be a talent scout. Enroll your team into scouting for additional contributors and mission critical players. Reward your people for quality recommendations.

 

Hire the right recruitment talent.  Select your partners as wisely as you select your teammates. There are a ton of ‘recruitment’ alternatives in the marketplace. Choose a partner who is committed to your end game and will do a great job surfacing, selecting and assisting you in on-boarding top tier people for your organization.

 

Step 3- Conduct a Role Analysis – Let the job talk.

Define performance criteria before you start searching. Sit down and work through the KPI’s, Core functions and specific Selection Criteria with the key stakeholders impacted by the success or failure of the hire. Predetermine the “who” in who you need to hire. What values do they honor? What is their work ethic? For that matter, what are their ethics? What are the non-negotiable competencies, behaviors and emotional intelligence levels required in the role?

 

Recommended reading: The Truth About Managing People and Nothing but the Truth. Stephen Robbins.

 

Step 4- Establish a hiring process that holds your hiring team accountable for selecting the best and eliminating the rest.

 

Create a process and choose to stick to it. All to often a great process is defined and then a decision maker meets someone who strikes their fancy yet clearly does not meet the selection metrics required. The decision maker calls the shots, ignores the very process they implemented and pulls the trigger only to discover that a slick talker with a good story has bamboozled them into paying way to much money for way too little in return.

 

Step 5 – Begin amplifying the employment brand during the hiring process.

When And How To Use Assessments In The Hiring Process

You May Ask Yourself..............How do I partner with my client in choosing the right candidate and selecting the right assessment parameters?
 
1) Responsibility for selecting the tool & the outcomes. Ultimately it is the Hiring Manager’s responsibility to determine what right looks like in that department and what minimal acceptable performance is – a recruiter can not do this, nor can the internal HR department. It is the Hiring Manager, their boss, and the key stake holders who are accountable for the performance and the bottom line and it is their job to document this in the job specification, then it is the recruiters’ job to go find the right fit.  If the benchmark or specs change for one, it must change for all – or you could be liable for discrimination.

2) Benchmarking Existing Performers. Between *9-11peak performers (*as rated by actual measurable results, not by how the manager ‘feels’) in a specific role are assessed and a benchmark is built.  In some companies where the department is rather large they also benchmark another group, they take 9-11 below average performers and assess them and then 9-11 middle of the road performers and assess them. Once the assessments are scored and ranked in a grid like manner a validated benchmark is built. When a company needs to hire peak they use the peak benchmark, when they are hiring average (for what ever reason) then they use the average benchmark.

3) Comprehensive Position Requirements Benchmark. This initial process of building a validated hiring benchmark and is often used when a company has had bad experiences hiring, or when a firm is hiring for a newly created position, or when a company is undergoing a corporate transformation, or under new leadership.  Typically, an outside facilitator, preferably you, leads this conversation. It is best when this is done with 3 key decision makers or stake holders that are directly impacted by the success or failure of this hire. Once the benchmark is created (key specific measurable accountabilities, core functions, competencies, behaviors, traits, values, etc.) and the selection criteria is ranked & prioritized in advance, each stake holder then takes a job report assessment and creates their vision of ideal candidate via an assessment. The best assessment I have seen for this ranks 23 competencies, core motivational values, work behaviors, and personal trainability/coach-ability.  The convergence of these three reports creates the validated measurable benchmark which all candidates are ranked and compared against.

Using Assessments Wisely -Recruiting, Selection And The Future

 As we are well aware, the movement to utilize assessments or behavioral based interviewing tools in the selection process is not only here it is moving forward in full force.

Many of us have been affected first hand by the use of these tools, and many of us have felt the distress of a candidate blowing the ‘test’ and us loosing a placement. It does not have to be that way. Rather than looking at the selection industry as the devil we can look at the selection industry as a chief component in differentiating ourselves from the sea of recruitment options. The inquiry for anyone in the recruiting or staffing space to be in is …”How will this impact my business?”  “Do I need to learn about this?”  “Should I offer this type of service as a value add or as an additional revenue stream?” or “Who can I partner with so I am operating on the selection train and not left at the send out with no placement station?”

In the next few articles I am delving into the use of these tools, how to choose them, how to navigate around them, how to use them and how to leverage them. Additionally, I am highlighting other aspects you need to consider when learning about and inquiring into the use of assessment and selection tools.

Let’s start with Validation & Process.