Another Small Step for Better Recruitment – Also Worth a Try

Selection Criteria Based Profiling

Introduction

It is in the vested interest of all parties in the recruitment process to have a simpler, quicker, quality process with better hiring outcomes. Here is an additional suggestion for improving the hiring process which can be readily implemented at low cost, low risk, and should be part of good HR practices. That is: raising the profile of selection criteria in the application process with greater use in responses, assessments and supporting changes, i.e. Selection Criteria Based Profiling.

Selection Criteria Based Profiling is where we create a profile of what we want and importance based on the selection criteria, which is then used across the hiring process. At the stages in the hiring process, matching is against this profile, whether it is skills, expertise, experience, behaviours, values, and accreditations and certifications based on priorities. Using the Selection Criteria Based Profiling approach makes sense as we have spent the time to define the selection criteria, it simplifies the response process, adds an assured step to the application screening, sets up the assessment and interview process, as well as other advantages. Please keep reading for further details and comments welcome.

Bettering the use of Selection Criteria

When hiring, we often make a considerable effort around selection criteria for a role, because this is what we are seeking and what is important to us. We use the selection criteria in assessments, prioritisation, and decision making. Selection criteria are a statement of our prioritisation, of what is important to us, and of what we value. Yet, we have seen applications for roles where addressing the criteria is omitted. We have used systems which do not specify and require addressing selection criteria. We have been in interviews where we see the selection criteria overlooked.

If selection criteria are important, then selection criteria form the basis of the hiring process with matching, assessment, and decision making occurring against selection criteria. Now, it is a relatively simple step to take the selection criteria and to form a profile and then apply across the hiring process. A selection criteria profile encompasses the role, the values, the behaviours, the skills, expertise, experience, and any accreditations and certifications, and with a prioritisation and levels required. This selection criteria profile is a statement of what we seek, the importance placed, and forms the basis for applications, screening, and assessment through the hiring process and across the stakeholders. This is Selection Criteria Based Profiling.

The same applies for permanent roles or contract roles, for junior roles, and senior roles, as well as for less skilled and more skilled roles. This is a mere improvement of the uses and application of selection criteria, with some minor additions.

Selection Criteria Based Profiling is: -

• used partially now in good practices but it is in the profile use and consistency and persistency of application to enhance outcomes where opportunities exist.
• a natural extension of Outcomes Based Position Descriptions ?(https://www.dhirubhai.net/pulse/one-small-step-better-recruitment-worth-try-keith-sherringham-lawoc) but are not dependent upon Selection Criteria Based Profiling being used.
• frequently missing within many hiring processes and templates, including candidates not required to address selection criteria in applications.
• often overlooked in the setup of systems including the entry of selection criteria in creating role descriptions and adverts, addressing selection criteria in candidate responses, or matching against selection criteria in various stages of screening.

Using the Selection Criteria Based Profiling approach is benefit to applicants, screeners, interviewers, recruitment agencies candidate representatives, and in approvals and endorsements.

The Response

The response by a candidate to a Selection Criteria Based Profiling role (even if only the selection criteria of the profile can be used) can be along the following lines:

• Covering letter – A well written short covering letter addressing role applied for, pick the top three selection criteria and a provide an example (short description only needed). Having selection criteria based on behaviours, values, and performance are appropriate. This can be used for screening for a first pass with a matching against the profile.
• Criteria – A matrix of the key criteria with worked examples (one paragraph for each sufficient). This shows the applicant knows what is needed, has what is needed, and understands the role. This can be used as part of the screening.
• Resume - A summary resume of outcomes-based work in employment history over the last 5-years, say, is still part of the application. Used for supporting details and for addressing concerns around employment stability and experience with similar clients.

The alignment with Outcomes Based Position Descriptions ?(https://www.dhirubhai.net/pulse/one-small-step-better-recruitment-worth-try-keith-sherringham-lawoc) makes the process so much easier for all. Again, this puts the focus on the applicant to avoid the copy and paste approach, enables a prioritisation rather than a shot gun approach, and provides an inherent quality assurance in the process for all. For those in hiring, the process is simplified, less applicants to screen, focused quality, and outcomes based, and the profile based matching blends to automation, yet alone helping in assessing the AI generated.

The Benefits

Some benefits beyond “better overall hiring outcomes” are as follows, though many other benefits exist and can be readily realised:

• The Selection Criteria Based Profile applies across the hiring process.
• An inbuilt assurance and quality function is inbuilt throughout the required stages.
• The Selection Criteria Based Profile captures expertise for use by others and is a factor in risk management of the hiring process.
• A library of profiles can be developed to help with recruitment, especially in similar roles. This library can also aid the process where new roles are developed.
• Serves as a tool for prioritisation, behaviours, and values which are important but are easy to overlook in a busy environment.

This is in addition to the benefits outline for Outcomes Based Position Descriptions ?(https://www.dhirubhai.net/pulse/one-small-step-better-recruitment-worth-try-keith-sherringham-lawoc).

The Implementation

Creating the Selection Criteria Based Profiling need not be complex or time-consuming. It is a matter of a small extension of what should already be occurring as good practices. This is about a slightly different approach within an existing process. Many would comment that this is required anyway. While it can be done by templates alone, some small technology changes would be of benefit.

Implementation needs to be driven by hiring managers and internal HR for their vested interest, but recruitment agencies can influence because it is good for them. What is required includes:

• A little extra effort upfront in writing position descriptions.
• Some education of hiring managers and internal HR.
• Process for selection criteria, extending to a profile, and approvals.
• Use of the profiles in screening criteria from applicants.
• Revised feedback and request handling processes.
• Perhaps a web page and some guidance on how to do this, the process, and what makes a good selection criteria profile, with worked examples and templates.
• Awareness to agents of what is needed and how to use and what to look for. Good agents want this anyway and it is up to the agencies to service you better by following through.
• Better application instructions in job adverts for responses from applicants.

Other suggested changes include:

• Revising position request systems to include compulsory fields for selection criteria as part of the request and approvals process.
• Revising systems for data entry from agencies to include compulsory fields for selection criteria from candidates against those in the Selection Criteria Based Profiling used.
• Revising systems for data entry from candidates to include compulsory fields for selection criteria against those in the Selection Criteria Based Profiling used.
• Auto-population of selection criteria values either when resumes are digested on load or from position descriptions when entered into systems.
• System changes to carry the Selection Criteria Based Profiling across the hiring process (e.g. in initial screening stage a screen for selection matching and rejection is used).

Depending upon the business, follow-through and other changes may be required, but these should not be extensive or complex.

Ask Our Selves

What do we elect to do?

• As a hiring manager, the Selection Criteria Based Profiling approach would take a little extra effort to complete when creating a position description but would be of help in many ways. I can to my manager and make it part of the approvals process,
• I am in HR, my role would obviously be easier with Selection Criteria Based Profiling, whether screening or in performance metrics. I want to use and support this approach, especially with Outcomes Based Position Descriptions.
• As representatives of job seekers, Selection Criteria Based Profiling would help me in representing candidates. How can I encourage this approach?
• As a recruiter in an agency, Selection Criteria Based Profiling makes it easier for me to search a database and match candidates to service clients better. What data cleansing do we need to do?
• As an applicant, I am better informed, can focus my efforts, with better chances of success. How do I use this approach?
• I do HR software. This gives me new opportunities and for use with AI. Let’s look at the business case.

Example Scenario

I am in HR and executive wants a streamlined hiring process so that the gaps in the business can be addressed. I would like to take someone from the team to lead the initiative. How would an approach using the Selection Criteria Based Profiling work?

1.???? Criteria – Determine the criteria for the position including values, behaviours, skills, experience, expertise and any accreditations and certifications required. Prioritise the themes like values being of more importance than behaviours which is of more importance than certifications. The selection criteria are also ranked within and across themes.

2.???? Profile – Combine these ranked themes and criteria into an overall profile for the position being filled. This is best done with reference back to the outcomes and the position description. A profile of the applicant being sought is now established and can be reviewed as required.

3.???? Profile Usage – The selection criteria based profile can be used along the following lines:

a.???? Position Approval – The omission of selection criteria profile or poor details within a profile could delay the sign-off on a role.

b.???? Advertising – The respective aspects of the selection criteria profile (maybe not all of the profile and may exclude ranking or theme priorities) then form the basis of recruitment adverts or emails seeking applicants (whether internal or external).

c.???? Response – Those responding to a role need to address the selection criteria with worked examples as part of the application process.

d.???? Initial Assessment – Screening of respondents who do not address or adequately address the selection criteria can be readily parked.

e.???? Further Assessment – The selection criteria profile can be used in assessment to prioritise applicants for further processing.

f.????? Interview Questions – The selection criteria profile forms the bases for interview questions and response assessment,

g.???? Applicant Selection – The performance of an applicant can be assessed against the selection criteria profile, and decisions made accordingly.

4.???? Use the Selection Criteria Based Profiling alongside Outcomes Based Position Descriptions ?(https://www.dhirubhai.net/pulse/one-small-step-better-recruitment-worth-try-keith-sherringham-lawoc) for best outcomes.

Next Steps

Next steps can include:

• I make the change for myself.
• I seek help and support to implement.
• I am the leader and show it with pride, by lobbying for the change.

Good luck with the implementation, and please enjoy the rewards.

Please Feel Free to Use and Comments Welcome

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