Future of Pre-assessments and Selection Process for Hiring

Introduction

Hiring involves various processes such as pre-assessments and selection practices. The operations are necessary for ensuring that every person who has been hired will provide creativity and enhance excellence that the company or the business demands in future. Pre-hiring valuations measure the candidate’s intellectual abilities and technical skills as they relate to the job that they apply. Pre-assessments predict future behavior rather than describing a preference. The selection process involves identifying the specific skills, qualities, and knowledge required and desired in an employee. The method may pertain to the necessary skills such as particular certification or desired personal attributes such as ethical standards. Future evaluation of these processes of hiring is hence essential to the companies and businesses that engage in such practices.

The future of pre-assessment

Companies have been performing candidate assessment tests in the hiring process, but the evaluation may be more necessary in future than in the current businesses operations. Employers are concerned about losing applicants who possess the required and essential qualities and skills in multiple employment prospects. The candidates are willing to spend time in completing the assessment test, especially those that requires much time but the employers are bolder with their process as there are many people in the market (Hendrick & Raspiller, 2014). The assessments are being perceived as standard thus the companies and businesses will experience shorter and more integrated valuations in the hiring process. Pre-assessments will also be more readily available in future to midmarket companies that are not applying them currently (Hendrick & Raspiller, 2014).

The format of pre-assessments in the hiring process will evolve and improve in the future. Sandhu, 2016, illustrates that there will be a slow movement as compared with the current test which will be towards more simulation-based assessments hence providing the applicants an opportunity to perform the job or what it requires in a practical environment. The future of pre-assessments in hiring will include corporations implementing them for use beyond employment (Sandhu, 2016). The capability is available today, but the unique clients are “forward-thinking” about the issues relating to the progress of the companies that are adopting the practice.

The Human Resource professionals should ensure that the candidate’s or the applicant’s personalities align with the positions that they will, in future, be required to manage. Personality assessments and behavioral analysis are the efficient techniques that the employers will adapt to serve this purpose (Hendrick & Raspiller, 2014). The Human Resource professionals believe that the personality tests will be useful in predicting job-related behavior (Sandhu, 2016). The future assessments of hiring will include evaluation of candidate’s features and behavioral analysis. The purpose of adopting these techniques will be to ensure quality workers in the companies who can manage the businesses as required.

Trends that are shaping the future of pre-assessments in hiring

The changes that are occurring in the businesses such as advancements in technology will alter the pre-assessment process in hiring. The modernization includes how people adopt connectivity and information to support social interactions and businesses. The technological trends will be impacting on the products that will be offered in the pre-assessment process of hiring in the market.

Collective intelligence, which involves the use of the internet to access input from multiple persons, aggregate the data and report on it, is one of the advancements that is affecting the future of pre-assessment. Determining the effectiveness of pre-hire assessments has been challenging as a result of collecting post-hire performance data. Collective intelligence will provide a technique of accessing the performance data that is required to determine effectiveness in the pre-assessment process of hiring (Handler, 2013).

Entrepreneurial culture in the markets is resulting in the creation of more companies. Pre-hire screening and assessment improve as a result of the development of more businesses and corporations in the market (Handler, 2013). The existing pre-evaluations may be desirable, but the innovation and development of companies will result in advanced assessing practices. The future companies will thus be expected to ensure respect for the test development and validation.

Social connectivity which implicates the progress toward intelligence and levels of connectivity is also shaping the future of the pre-assessment process in hiring. Connectivity is continuing to sourcing and searching for job easier through networks such as Facebook and social graph search (Handler, 2013). The companies will, in future, be integrating the assessments to be part of the corresponding intelligence operating the system.

Credentialing is also a trend that will affect the pre-assessment process in future. The challenges with credentials are ensuring that they are viewed as credible. The online movements such as Mozilla open badges initiative are providing the ability to add evidence of certifications gained via online learning venues (Handler, 2013). The companies performing the pre-assessments will have a challenging role in delivering a reliable and accurate method for measuring and certifying subjects which are mastery.

Gamification and increased levels of interactivity is a trend that is shaping the future of the pre-assessment process of hiring. The analytics and data interpretation related to gameplay is the primary challenge that is affecting this trend (Handler, 2013). The solving of this problem in future will result in companies’ usage of games that will be adopted as predictive tools in the pre-hire assessments.

The future of employee assessments

Employers and individuals who performs the assessment process have shown interest in how artificial intelligence, virtual reality, and automation can enhance the prediction of both selection process and assessment methodologies (Boxall, 2014). The panelists, through the ignite session, have predicted the future of the pre-assessment process in hiring and have presented their work to the learners and also the interested organizations.

The panelists have illustrated that the candidates’ perceptions on their experience and the organization through the hiring process are essential in determining the future of employee assessments. The consensus expresses the candidate experience as a key to shaping the employer of choice. Candidate experience will, in future, be more necessary especially if the companies will adopt the labor market  (Brougham & Haar, 2017).

Technological advancements will result in the development of more objectives and reliable hiring decisions. Automation in the assessment process of hiring will result in more focus and subjectivity on objective measures. Organizations will also have a more detailed data dashboards concerning their applicants’ trends (Brougham & Haar, 2017). The employee assessments will thus be fairer in hiring decisions.

Automation in the pre-assessments will enhance accuracy in the hiring process and reduce the burden that most employers and hiring managers encounter today when assessing their candidates (Boxall, 2014). However, it does not decrease the communication that the applicant receives with the company, which can impact on the candidate’s experience.

Selection process

According to Mohammed and Ibrahim, 2013, selection process involves identification of the specific and desired skills, qualities and knowledge in an employee. The method relates to the essential knowledge and skills for a particular position, such as detailed certification or degree, and the desired personal attributes which includes preference to hire employees with moral and ethical standards. Conduction of any necessary ability or skill tests and a thorough background evaluation to ensure the employee possesses the essential qualifications of both the company and the position. Managers and supervisors operate the selection process and they are guided by the human resource management (Mohammed & Ibrahim, 2013). The company or the organization creates selection practices that fit the requirements of a specific position by analyzing the hiring requirements.

Future of selection process

Modern technology has developed and has affected most aspects of human life. The method of selection is more about the human element than of technology. Social media and selecting social software is a technology investment which is expected to increase asset in this process. Managers and supervisors believe that social media marketing will be the most “in-demand” human resource skill in the future and also data analysis and predictive modeling (Chungyalpa & Karishma, 2016).

The computerization and robotics in the selection process will, in future, replace the functions or duties that the managers and supervisors perform in this process today (Chungyalpa & Karishma, 2016). The possibility of attracting the unique specialists will be narrowing, and several jobs will end especially for the technical personnel. The existence of the job boards will continue as the assignments will be automatically submitted from a shared database. The large selection platforms will develop with speed and absorb the market for identifying the candidate’s or applicant’s ability and skills. Improvement of the work by the applicant will require optimization of an incredible amount of data even when the artificial intelligence does not replace the managers and supervisors who are mostly involved in managing the selection process (Mohammed & Ibrahim, 2013). However, the technological advancement will result in a large number of employees losing their jobs if the robots will entirely replace human beings.

The internet technologies, in the future, will enhance the development of the selection process while access to resources will significantly increase resulting to the complication of the managers’ work. Internet selection will improve and facilitate the business process through saving time and increasing accuracy in this process (Mohammed & Ibrahim, 2013). However, the selection technology will not function without the artificial intelligence and innovations working alongside social networks and selection platforms. The companies that will process the databases and minimize the involvement of human beings in the selection procedure will endure if they continue with the hiring of individuals rather than adopting the use of robots (Mohammed & Ibrahim, 2013).

Every individual in the future is predicted to have a device which will contain full information and progress of a person. The invention will exclude the applicant from having to create or write a resume and filling in various questionnaires when they apply for a position in a company (Chungyalpa & Karishma, 2016). The selection platforms containing the applicants’ records will turn into personal consultants searching for each candidate. The concept of the selection process in hiring can also disappear in the future as a result of adopting of these devices.

A technological system cannot determine whether the candidate is fit or qualified for the organizational culture or not and hence the managers and supervisors will be vital in the future. The aggregators will perform the selection of the applicants who are technically qualified and skilled thus the supervisor, or the manager will be required to select a candidate from that list (Chungyalpa & Karishma, 2016). The procedure will not be automated. The application before the real interview will be as a result of organizational fit as the people aggregators will have accessed the technical ability.

Future employment selection methods

The adoption of the social networking websites such as Myspace and Facebook has been widespread, particularly with the current emerging workforce. Employers are applying the personal information available on the social networking websites to create hiring decisions (Kluemper & Rosen, 2013). The research examines the feasibility of adopting candidate personal information which is currently available on social networking websites to improve selection decisions in employment. Design and methodology are the points of concern that the raters evaluate to determine whether the personal intelligence, traits, and performance can be reliable in the organizations.

Social networking websites have increased its prevalence in collaboration with the large volume of information available to the viewer. Employers are using these websites to assist in the selection process for the candidates and also attending the college career fairs to adopt online technology including both sites and the search engines (Landers & Schmidt, 2016). The employers will feel justified in electronic screening using social networking websites and some might try to learn about the candidate’s personality and whether it would be appropriate for the job. The managers may acquire irrelevant information on Facebook and may apply it inappropriately when assessing the applicant (Kluemper & Rosen, 2013).

Employers can unintentionally learn about the candidate’s personalities such as age and marital status, and other issues that are not essential limits in job interviews hence organizations can be prosecuted for discrimination if these applicants are not hired (Kluemper & Rosen, 2013). The information can be easily located using the social networking websites. The legality and ethics related to electronic screening using these websites are essential for human resource practitioners.

Judges’ ratings of the dimensions of personality, global performance, and intelligence are reliable according to all raters in the study, illustrating adequate internal consistency and interrater contract. The trained raters can also distinguish the individuals who score high or low on personality traits, performance, and intelligence, providing essential evidence that raters can accurately determine the companies’ traits by viewing their social network websites information (Landers & Schmidt, 2016).

The rated personality has been illustrated to predict job performance. Social network websites ratings of nature may be a practical approach as a result of the techniques adopted which are not viable in an employment selection practice. The ranks of character via social networking websites will ensure a context for incremental estimation of job performance beyond the effective self-report approach as a result of the theoretical and methodological differences with the personality (Landers & Schmidt, 2016). The variances in context between a job interview and social networking websites allow for different prediction of job performance beyond what can be evaluated through personality assessments in the employment or hiring interview.

The findings of this research should not be used by organizations to support their use of social networking websites. Based on the lack or absence of the research evidence in this developing generation, particularly regarding the potential for adverse impact and inadequate valid evidence, the organizations should adopt the social networking websites while addressing the selection process (Kluemper & Rosen, 2013). The representatives from different organizations should assess the information which could result in conflicts among the employees. The managers and supervisors should also assess whether the specific social networking information will perform and assist in the selection process (Landers & Schmidt, 2016).

Conclusion

Pre-assessments and selection processes are essential procedures in the hiring of the candidates thus necessary to evaluate. The future of these processes can be of more assistance to the businesses and companies that are developing and innovated. The evaluation for future of pre-assessment and selection processes assists in understanding and improving the strategies developed by the organizational managers and supervisors.

References

Boxall, P. (2014, April 22). The Future of Employment Relations from the Perspective of Human Resource Management. Journal of Industrial Relations, 56(4), 578-593. Retrieved from https://doi.org/10.1177/0022185614527980

Brougham, D., & Haar, J. (2017, February 26). Employee Assessment of their Technological Redundancy. Journal of the Social and Economic Relations of Work, 213-231. Retrieved from https://doi.org/10.1080/10301763.2017.1369718

Chungyalpa, W., & Karishma, T. (2016, February 8). Journal of Enterprenuership and Organization Management. Best Practices and Emerging Trends in Selection and Recruitment, 86-94.

Handler, C. (2013, February 21). Trends Shaping the Future of Pre-hire Assessments. (ERE Media) Retrieved from Recruiting Intelligence: https://www.ere.net/these-5-trends-are-shaping-the-future-of-pre-hire-assessments/

Hendrick, R. Z., & Raspiller, E. E. (2014, September 20). Predicting Employee Retention Through Preemployment Assessment. Community Journal of Research and Practice, 36(11), 895-908. Retrieved from https://doi.org/10.1080/10668920802421561

Kluemper, D. H., & Rosen, P. A. (2013). Future Employment Selection Methods: Evaluating Social Networking Web Sites. Journal of Managerial Psychology, 24(6), 567-580. Retrieved from https://doi.org/10.1108/02683940910974134

Landers, R. N., & Schmidt, G. B. (2016). Social Media in Employee Selection and Recruitment : Theory, Practice, and Current Challenges. New York: Cham: Springer International Publishing.

Mohammed, Y. A., & Ibrahim, H. I. (2013). Selection Process and Employee Competence Outcome: An Important Area for Future Research. Human Resource Management Research, 82-90. Retrieved from http://article.sapub.org/10.5923.j.hrmr.20130303.03.html

Sandhu, D. (2016, May 19). The Future of Assessment. Training Journal. Retrieved from https://www.trainingjournal.com/articles/feature/future-assessment