Improving the Quality of the Hiring process in your organisation

Effective hiring is crucial to the success of any organisation, and hiring skills are the most critical skills for leaders. A talented and motivated team is essential for driving organisational success. By hiring the right people and creating a high-performing team, leaders can help their organisations achieve their strategic objectives and meet their targets.

Employees want to work with talented and motivated colleagues, and a strong team can improve morale and employee engagement. Therefore, leaders with good hiring skills can create a positive and productive work environment that can lead to higher employee satisfaction and retention. In addition, leaders with good hiring skills can attract a diverse pool of candidates and ensure that the hiring process is fair and unbiased.

To be effective in hiring, managers need to have a range of skills, including the ability to identify and attract top talent, assess candidates’ skills, experience and potential, and make effective hiring decisions. They also need to communicate effectively with candidates and build relationships that can lead to successful hires.


There are several reasons why people may not evaluate candidates accurately during the hiring process. These would normally include the following:

  1. Unconscious Bias: Hiring managers may have unconscious biases that impact their decision-making, such as stereotypes or preconceived notions about certain groups of people. These biases can lead to subjective evaluations that do not accurately reflect a candidate’s qualifications and experience.
  2. Poor Interviewing Skills: Hiring managers may need more effective interviewing skills, such as structuring the questions, the ability to ask open-ended questions, actively listening to responses, and probing for deeper insights. These skills are necessary for them to be able to assess a candidate’s fit for the role accurately.
  3. Lack of Objectivity: Hiring managers may be influenced by factors unrelated to a candidate’s qualifications or experience, such as personal connections or a desire to hire someone similar to themselves.
  4. Groupthink: Hiring managers may be influenced by the opinions of others in the hiring process, leading to a collective bias or conformity to the group’s opinions.
  5. Limited Information: Hiring managers may need access to all the information they need to make an accurate evaluation, such as a complete employment history or a comprehensive understanding of a candidate’s skills and abilities.


A lot of leaders make huge hiring mistakes by decisions based solely on gut feeling or first impressions. These hiring mistakes result in huge costs for their organizations. Often such decisions are biased. Biases can significantly impact hiring, leading to a lack of diversity, discrimination, and other negative outcomes. Many biases can impact the quality of hiring, including:

  • Confirmation Bias: This is the tendency to seek out and interpret information in a way that confirms pre-existing beliefs or expectations. This can lead to hiring managers making assumptions about candidates based on first impressions, limited information or experiences rather than evaluating each candidate objectively.
  • Halo/Horn Effect: This is the tendency to form a positive or negative impression of someone based on a single trait or characteristic. This can lead to hiring managers making decisions based on one positive or negative attribute of a candidate rather than evaluating them holistically.
  • Availability Bias: This is the tendency to rely on easily available information rather than seeking a diverse range of perspectives. This can lead to hiring managers relying on their networks or making decisions based on superficial characteristics rather than seeking out a diverse range of candidates.
  • Implicit Bias: This is the unconscious tendency to associate certain traits or characteristics with certain groups of people. This can lead to hiring managers making assumptions about candidates based on their age, race, gender, or other personal characteristics rather than evaluating them objectively based on their qualifications and experience.
  • Affinity Bias: This is the tendency to favour candidates who are similar to oneself, whether in terms of background, experience, or other characteristics. This can lead to hiring managers overlooking qualified candidates who need to fit their preconceived notions of what a good candidate looks like.

It’s important to remember that reducing bias is an ongoing process and requires ongoing commitment and effort. Organisations can make better hiring decisions that benefit the organisation and its employees by continuously evaluating and improving the hiring process.


There is no single best method for evaluating candidates during the hiring process, as the most effective approach will depend on the specific needs and requirements of the organization and the position. However, there are several talent assessments and interview methods which, in general, have the highest predictive validity and can help organizations to evaluate candidates:

  1. Cognitive Ability Assessment. Cognitive ability refers to a candidate’s capacity for learning, problem-solving, and decision-making and can be measured using a range of assessment solutions, such as aptitude tests or intelligence tests. These have high predictive validity for job performance, meaning they are good predictors of a candidate’s ability to perform the job tasks required, especially for complex positions. We recommend the PI Cognitive Assessment™.
  2. Behavioural Assessments: Behavioural assessments measure a candidate’s characteristics and how they are likely to behave in certain working situations. We recommend the PI Behavioral Assessment™.
  3. Work Samples: Work samples directly demonstrate a candidate’s skills and abilities. This method involves giving candidates a task or project similar to the work they will be doing on the job and evaluating their performance.
  4. Structured Interviews: Structured interviews involve asking candidates a set of predetermined questions based on the job’s requirements. This approach helps to ensure that all candidates are evaluated using the same criteria.
  5. Assessment Centers: Assessment centers are a combination of evaluation methods, such as group exercises, case studies, and interviews. This approach can comprehensively evaluate a candidate’s abilities and how they may perform in the job.
  6. Skills Tests: Skills tests measure a candidate’s proficiency in specific job-related skills, such as software proficiency or language skills.

In 1998, two psychologists, Frank Schmidt and John Hunter published a landmark meta-analysis on the effectiveness of assessments in predicting job performance. Their research, which analyzed data from over 85 years of studies, has had a significant impact on the use of assessments in the hiring process. Schmidt and Hunter’s research focused on the relationship between job performance and assessments, such as cognitive ability tests, personality tests, and job knowledge tests.

The researchers analyzed data from over 600 studies and found that assessments were highly effective in predicting job performance, with an average correlation of .51. This means that assessments accounted for approximately 26% of the variance in job performance, making them one of the most effective predictors of job performance. The researchers also found that assessments were more effective than other selection methods, such as unstructured interviews, with an average correlation of only .38.

One of the most significant findings of Schmidt and Hunter’s research was the importance of cognitive ability tests in predicting job performance. They found that cognitive ability tests had the highest correlation with job performance. They also showed that combining cognitive ability assessment with work samples, behavioural assessments, and structured interviews will allow organizations to create a comprehensive and objective evaluation of a candidate’s qualifications and experience and make more accurate and informed hiring decisions that benefit the organization and its employees.

With the high stakes, it’s important to use all the tools at your disposal to ensure that you make the right hiring decisions. That’s where the service of our company comes in. Our service offers a range of tools and techniques to help you improve the quality and accuracy of your hiring process. Don’t hesitate to get in touch with us using the form below.

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