Find out what methods of assessing candidates are common, how to choose methods for assessing applicants depending on the selection stage, what are the methods for preliminary assessment of candidates in 2016, whether it is necessary to use additional methods for assessing candidates during selection, and why different types of interviews are considered the most relevant and informative methods of basic assessment of candidates for a vacant position.

From this article you will learn:

• What modern methods of assessing candidates are used by most employers;
• How to choose methods for assessing applicants depending on the selection stage;
• How do the methods of preliminary assessment of candidates 2016 differ from the methods of the main assessment.

Recruitment of personnel is one of the most important components of human resources work. The selection procedure usually consists of several stages, involving the gradual elimination of candidates who, for one reason or another, do not meet the requirements of the vacant position or are professionally inferior to other, more experienced or knowledgeable employees. Depending on the characteristics of a particular selection stage, the most appropriate methods for assessing candidates are used.

As a rule, before employment, a potential employee undergoes a preliminary screening meeting (interview) with the company’s HR manager, fills out an application form or questionnaire (and, if necessary, other documents), and then communicates directly with the line manager, the head of the company and other interested parties authorized to make the final decision.

How to choose methods for assessing applicants depending on the selection stage

While a preliminary conversation with an employer’s HR manager or a representative of a recruitment agency rarely becomes a stumbling block and does not take much time, during the main interview the applicant often has to prove his professional competence in several ways. Along with the usual interview, an employer can offer a candidate for a vacant position to undergo a preliminary medical examination (to ensure that there are no contraindications to work), demonstrate their professional skills in a role-playing game, and answer the questions of one or more tests.

Checking the references and track record of the applicant can take place both at the preliminary and at the main stages of selection. Since the purposes of pre-screening and main screening are slightly different, you need to know how to choose how to evaluate applicants depending on the selection stage: for example, there is no point in wasting time and effort on conducting situational interviews or role-playing games before getting to know the resume submitted by the candidate.

Methods for basic candidate assessment

Methods for the basic assessment of candidates are much more varied and informative, and the most common among them is traditionally considered to be an interview. Before the interview, the interviewer reviews information about the candidate obtained during the preliminary assessment and develops an interview plan.

As a rule, not only HR specialists are involved in the main stage of the assessment, but also other interested parties - employees of the department in which the applicant is being hired, a line manager, and if we are talking about an important position, then the director of the company or his deputy. As for the conversation (one of the main ways to obtain information about a potential employee), not everything is so simple here either - it can take the form of:

• biographical interview (getting to know the candidate’s experience);
• situational interview, which involves solving hypothetical or real production problems;
• a structured interview that identifies the professional and personal qualities inherent in the applicant based on a pre-structured list of thematic questions;
• a competency interview that determines the applicant’s level of compliance with the standards established by the employer;
• stress (shock) interview, designed to reveal the degree of stress resistance of the candidate and his ability to make the right decisions in difficult and provocative situations.

Sometimes the group interview method is practiced, when several interviewers talk to the candidate at the same time: it is believed that in this case the final assessment will be more accurate and objective, and you will not have to interrupt communication to make notes or notes in documents during the conversation. But in the presence of several employer representatives asking questions, the applicant may become nervous, which is good for a stressful interview, but not so good for a measured conversation designed to loosen up and talk the interviewee.

Additional methods for assessing candidates

If we are talking about finding an employee for a responsible and not the simplest position, it is recommended, along with interviews, to use other, additional methods of assessing candidates:

• testing - a time-limited test (the testing method can be used to check the level of professional knowledge of a specialist, as well as his personal qualities, intellectual potential, interests);
• analytical written tasks with limited completion time;
• demonstration of skills (for example, a selection test in which the applicant must demonstrate high efficiency in performing a specific job - typing, shorthand, public speaking, etc.);
• group qualifying exam;
• role-playing games;
• making inquiries about the applicant from previous employers, teachers and other persons who are closely acquainted with him.

Experts note a trend towards a gradual complication of employee selection methods: large companies rarely limit themselves to preliminary and final interviews, preferring to supplement the procedure with written and oral tests, exams and even such non-traditional assessment methods as graphological analysis, socionic tests or physiognomy.

Using assessments in personnel selection allows you to speed up the filling of vacancies, improve the quality of candidates coming to the company, and reduce the time required for a new employee to achieve competence. The latter is an expensive step that is not talked about much. Every or almost every employee who joins a company can achieve competency. Only one needs 2 months, the other six months. And some will never find themselves in a new place. Employee turnover costs a company a lot, as does the time it takes to achieve competency. Recruitment assessment allows you to minimize employer losses.

The following new trends in assessment can be identified:

1. Displaying assessments in on-line format. The annual SHL study shows that more and more respondents prefer remote on-line assessment. Due to the quality of psychometric assessment tools and their correct and technologically advanced packaging into online solutions, it is now possible to obtain the quantity and quality of information that is comparable to the results of a face-to-face assessment.
2. Remote personnel assessment. Taking assessments online is complemented by the trend towards allowing candidates to access assessments from any geographical location at any time that suits them. Progressive assessment tool vendors offer no-administration tests that candidates can complete on their own. Needless to say, for Russia, with its distances, this is very important and allows companies to save huge amounts of money on travel.
3. Managers increasingly understand the importance of assessment. In turn, assessment tools take a step towards meeting them. For example, SHL previously provided assessment results that could only be used by certified specialists. As a rule, these were HR people. They were forced to translate the contents of the reports into a publicly accessible language or retell them to managers. Now our reports are initially aimed at the manager.
   This trend seems to be intertwined with another, more general trend of bringing the HR service closer to the business. HR begins to speak the language of business and focus on solving specific business problems. We are increasingly being approached with questions such as: “How to hire people who can grow to a certain level over a certain period of time?”, “How to reduce staff turnover by a certain percentage?” or “Can the current management team strategically change the company's business?” A qualitatively structured assessment according to all the laws of the genre can provide answers to such questions. And HR specialists will have the opportunity to calculate and demonstrate to company management the return on investment in assessment.
4. On-line assessment using mobile devices. This is less a trend and more a topic for the future. So far the request is small. But manufacturers have already begun to think in this direction. There are questionnaires that can be downloaded from the Apple store, filled out and received a development-oriented report. Perhaps in 5-7 years, mobile devices will be actively used in assessment. According to SHL research, currently only 7% of companies have the technical capabilities to use mobile assessments. However, a third of respondents would allow candidates to participate in assessments via mobile devices if such an opportunity existed.

Many companies are considering often “unexpected” options to evaluate candidates. So, for example, some conduct graphological diagnostics.

A person’s handwriting is very informative for the tasks of selecting and evaluating applicants for positions, when forming a company’s personnel reserve, and drawing up employee development plans. The specific task of graphological analysis is assessing trustworthiness and detecting lies, which is a very urgent task for the security service. These days, more and more employers are paying attention to graphological analysis as an effective method of selecting candidates for open vacancies.

Graphological analysis is a method for diagnosing personality traits based on handwriting. It allows you to study stable character traits, temperament, type of thinking and behavior, degree of frankness and self-control, internal aspirations, type of motivation (achievement/avoidance), social qualities, degree of maturity/infancy, stress resistance, predictability and much more. Understand what is more important for a person: career ambitions, self-realization, relationships and assessment of society, or the material component and stability? Determine the strengths and weaknesses of the individual, optimal working conditions, and field of activity.

The handwriting assessment method is convenient and easy to use. All that is required from the person is a handwriting sample. Graph analysis can replace a battery of various assessment techniques; it eliminates the need to conduct numerous, lengthy, and expensive tests, interviews, and trainings. The candidate will only be required to write a short essay on paper in his own hand. By the way, the ability to read information about a person from handwriting is also useful for understanding clients, customers, business partners, as well as in everyday life and communication.

Another advantage of handwriting examination is the possibility of remote assessment. A handwriting sample can be sent by courier or electronically by mail to a handwriting expert. Its author may be in another city or even another country, write in different languages, which will not at all interfere with the diagnostic process.

Also, a clear advantage of this method is the fact that it is impossible to prepare for graphological analysis. There are no right answers, just like there is no “correct handwriting.” Each position requires a certain type of character, abilities, and its own type of motivation. Based on handwriting, a graphologist determines the most suitable candidate for the specific requirements of the position, thereby providing a subtle individual approach.

In the case when a person tries to “fake” or somehow correct his handwriting, the speed and spontaneity of writing decreases. Handwriting is not written, but drawn. Such artificial handwriting is immediately rejected by a specialist and the candidate has to write again in his real style.

With graph analysis, a comprehensive assessment of a person is carried out; the multifactorial nature of the method is the main advantage of this approach in diagnosing the candidate’s personality.

But what cannot be determined by handwriting are those things that do not depend on the psychological component: marital status, profession (you can determine the field of activity in which a person could reveal himself best, but not guess who he works now) life expectancy, future and so on. Handwriting shows the psychological content of an individual, its content, what is hidden inside and arouses the greatest interest of the employer, and more obvious things (education, work experience in certain companies, marital status) can be found out from the resume.

What competencies can a graphologist determine from handwriting? Energy, breakthrough abilities, initiative, independence, ambition, style of activity, efficiency, effectiveness, employee development, mentoring, leadership, systematic approach to work, planning, organizational skills, stress resistance, responsibility, maturity, degree of reliability, degree of psychological well-being (neurotization, psycho-emotional and personality disorders), determination of trustworthiness and handwriting lie detector.

The importance of using a comprehensive assessment to describe and identify the ideal candidate is supported by new research from Target Training International (TTI). “Our work empirically demonstrates that using a multi-phase assessment for job profiling or personnel selection is much more effective than a single method,” said TTI Vice President Dr. Ron J. Bonnstetter. “This means that companies that use more than one assessment method save significant time, money and effort - because they are looking for the people who are truly right for the job.”

Previously, it was believed that one general study of behavior according to DISC was sufficient for the selection, retention and development of personnel to exactly the same extent as a comprehensive one. Using a multi-measurement assessment that involves observing people and analyzing more than one statistical parameter at a time, TTI analyzed a database of 176 serial entrepreneurs. The purpose of the study was to determine which assessment method or combination of assessment methods is most effective in identifying serial entrepreneurs.

According to a study from the University of Michigan, interviews provide only 14% reliability in personnel selection. Moreover, in 90% of cases, the decision to hire is made only on the basis of an interview.

Assessment methods included DISC assessment, motivation factor analysis and personality assessment. Separately, the DISC method correctly identified 60% of entrepreneurs, and the analysis of motivation factors correctly identified 59% of entrepreneurs. When they were used together, the accuracy of the determination became above 80%. And using together with them also an assessment of personal qualities improved the result - up to 92%!

Rating may vary. It can be creative, it can be automated. However, in conclusion, I would like to quote the words of Tatyana Khvatinina, General Director of SHL: “The biggest competitor to personnel assessment in the Russian market is the absence of any assessment.”

At the present stage of economic development, human resources come to the fore, ahead of financial, material, technological and informational ones in importance. To effectively use human potential, an organization needs to correctly evaluate candidates during selection. There are many assessment methods and systems that help unlock the potential of a future employee.

As you know, personnel selection consists of several stages:

1. Planning of personnel requirements.
2. Position evaluation.
3. Search.
4. Candidate assessment.
5. Making a decision about hiring.

Of course, without sequentially going through all these stages, high-quality selection of employees cannot take place. However, in this article I would like to pay attention to the assessment of the position and the assessment of the candidate applying for this position.

Position evaluation

A position assessment is carried out after data has been received on the organization’s needs for personnel and, above all, on the responsibilities that will have to be performed within the framework of this position. It should be remembered that the evaluation of positions is not an evaluation of the employee occupying this position. The sum of qualities necessary to perform job duties is assessed.

Why is job evaluation needed? Firstly, this is necessary to “streamline” wages. Thanks to the principle of internal justice, it is possible to avoid imbalances and dispersion of salaries within the enterprise. Secondly, job evaluation helps improve manageability. Each employee begins to understand: in order to receive a higher salary, it is necessary to ensure that the work is valued more highly. This can be achieved by expanding job responsibilities, solving more complex problems, by increasing productivity, that is, taking on new projects and additional responsibilities.

Most job evaluation systems (for example, grading) are based on two main evaluation methods - professionogram And competency models.

Recruiting Dictionary. A professionogram is a generalized reference model of a successful specialist in a given field.
The professiogram reflects the norms and requirements for the types of professional activities and personal qualities of a specialist.

The following types of professiograms are most often used in organizations.

Complex: labor characteristics are taken into account (social, technological, economic, medical and hygienic); the purpose, subject, method, criterion for assessing results, characteristics of the required qualifications, means, conditions, organization, intensity of work, types of danger, impact on the employee are indicated.

Analytical: It is not the individual characteristics of the components of the profession and professionally important qualities that are revealed, but the generalized normative and morphological indicators of the structure of the profession and the psychological structure of professional activity. The normative and psychological structure of professional activity, as well as the psychological qualities of the employee, differ.

Psychologically oriented: description of the external picture of work, labor behavior (photograph of the working day, timing, time dynamics of production activity, workplace, typical mistakes, etc.) and the internal picture of work (reactions of the individual, its integral formations - orientation, abilities, learning structures and experience, character , temperament, as well as mental states - intellectual, emotional, processes - will, attention, memory, thinking and psychomotor).

Task-personal: The units of analysis of a profession are modules, and the basis of the modules are professional tasks, each of which is linked to professional and personal qualities. The composition of a profession module is a combination of a specific task of work and the associated subject of work, conditions, actions, results with a number of psychological qualities of a person. The number of modules will correspond to the number of main professional tasks.

A competency model differs from a professiogram in that during its creation we examine a successful employee, rather than a job description, and identify a set of competencies (personal qualities and abilities, professional knowledge and skills) that contribute to the successful performance of certain job responsibilities. As a rule, the entire set of selected competencies is divided into corporate and individual, which, in turn, can be divided into managerial (or managerial), professional and technological.

Based on the professionally important qualities/competencies identified during the job assessment, you can decide on the techniques, methods and even assessment systems that need to be used when selecting a candidate for the position.

Assessment Center

One of the assessment systems that can be used in personnel selection is the Assessment Center, which involves a comprehensive assessment of an employee’s competencies and, therefore, a more attentive attitude to his personal and professional qualities.

This procedure most often includes:
- an interview with an expert, during which data on the candidate’s knowledge and experience is collected;
- psychological, professional tests;
- a brief presentation of the participant to experts and other participants;
- business game (under the guidance of an observer, a group of employees or candidates acts out a business situation according to a pre-prepared scenario);
- biographical questionnaire;
- description of professional achievements;
- individual analysis of specific situations (business cases);
- expert observation, based on the results of which recommendations are drawn up for each employee.

This assessment system is very detailed, but also very expensive, since it uses a large number of different methods and techniques, which significantly increases the requirements for the qualifications of the “appraiser”. In addition, to ensure objectivity of the assessment, it is necessary that several people participate in the procedure. Therefore, in most companies this system is used only when selecting senior employees and management.

Almost all methods of personnel assessment can be divided into quantitative and qualitative.

Quantitative methods

Quantitative methods can be characterized as formalized and mass. Formalization is expressed in the focus on studying strictly defined analyzed variables, specified in advance, and their quantitative measurement. The high level of formalization of quantitative methods is associated with their statistical processing.

The most common quantitative method is questionnaires. During the survey process, the candidate for a vacancy is asked to answer in writing the questions presented in the form of a questionnaire - a questionnaire. Due to its ease of use and processing, questionnaires can be used either separately or in combination with other assessment methods. According to the form, the survey questions are divided into open-ended, requiring a free answer, and closed, the answer to which consists in choosing one (or more) of several statements proposed in the questionnaire.

One of the types of questionnaires used to evaluate personnel are personality questionnaires - a class of psychodiagnostic techniques designed to determine the degree of expression of certain personal characteristics in an individual. In form, they are lists of questions, with the subject’s answers presented quantitatively. As a rule, this method is used to diagnose characteristics of character, temperament, interpersonal relationships, motivational and emotional spheres. For this purpose, specific techniques are used. Here are the most popular of them.

Multifactor personality questionnaires designed to describe individual personality characteristics

Cattell Questionnaire (16-PF). The main factors are: the general level of intelligence, the level of development of imagination, susceptibility to new radicalism, emotional stability, the degree of anxiety, the presence of internal tensions, the level of development of self-control, the degree of social normalization and organization, openness, isolation, courage, attitude towards people, the degree of dominance - subordination, dependence on the group, dynamism.

MMPI questionnaire. The main scales include: somatization of anxiety, anxiety and depressive tendencies, repression of factors causing anxiety, implementation of emotional tension in direct behavior, severity of male/female character traits, rigidity of affect, fixation of anxiety and restrictive behavior, autism, denial of anxiety, hypomanic tendencies, social contacts.

FPI Questionnaire. Created primarily for applied research, taking into account the experience of constructing and using such well-known questionnaires as 16-PF, MMPI, FPI, etc. Designed for diagnosing mental states and personality traits that are of paramount importance for the process of social, professional adaptation and behavior regulation.

Leonhard character questionnaire. Designed to identify the type of character accentuation, that is, a certain direction of character. Accentuations are considered as an extreme variant of the norm, which is their main difference from psychopathy - pathological personality disorders. The following types of personality accentuation are diagnosed: demonstrative, stuck, pedantic, excitable, hyperthymic, dysthymic, anxious-fearful, affective-exalted, emotive, cyclothymic.

Questionnaires of motivational characteristics

Rean Questionnaire. The motivation to achieve success and the motivation to avoid failure are diagnosed.

Pedantry test. Designed to diagnose the level of pedantry. On the one hand, pedantry is the desire to follow accepted forms, jealous and persistent observance of trifles, and loss of sight of the essence of the matter. On the other hand, pedantry is also manifested in diligence, responsibility, conscientious attitude to responsibilities, rigor and accuracy, and the pursuit of truth.

Mental Well-Being Questionnaires

The level of neuropsychic adaptation, anxiety, neuropsychic stability, neuroticism, and social adaptation is assessed.
Holmes and Rahe's method for determining stress resistance and social adaptation: Doctors Holmes and Rage (USA) studied the dependence of diseases (including infectious diseases and injuries) on various stressful life events in more than five thousand patients. They concluded that mental and physical illnesses are usually preceded by certain major changes in a person's life. Based on their research, they compiled a scale in which each important life event corresponds to a certain number of points depending on the degree of its stressogenicity.

Method of rapid diagnosis of Heck and Hess neurosis: preliminary and generalized diagnosis of the likelihood of neurosis.

Spielberger Reactive and Trait Anxiety Scale: identifying the level of personal and reactive anxiety. Personal anxiety is understood as a stable individual characteristic that reflects an employee’s predisposition to anxiety and assumes that he has a tendency to perceive a fairly wide range of situations as threatening, responding to each of them with a specific reaction.

Self-attitude questionnaires

They study the characteristics of the employee’s attitude towards himself.

Personality self-assessment technique (Budassi): The level of self-esteem is determined (overestimated, underestimated or normal).

Stefanson Questionnaire: The advantage of the technique is that when working with it, the subject shows his individuality, the real “I”, and not “compliance/non-compliance” with statistical norms and the results of other people.

Temperament questionnaires

Eysenck Personality Questionnaire: aimed at diagnosing personality parameters, neuroticism and extraversion/introversion.

Strelyau Questionnaire: The strength of excitation and inhibition processes and the mobility of nervous processes are diagnosed.

Values ​​Questionnaires

They are used to study the value-semantic sphere of personality.

Rokeach's "Value Orientations" Test: The technique is based on direct ranking of a list of values.

Emotional Traits Questionnaires

Test "Emotional burnout": the degree of psychological protection in the form of emotional burnout is revealed (this technique is especially relevant for employees involved in the field of interaction with people).

Scale for assessing the significance of emotions: technique proposed by B.I. Dodonov, is aimed at identifying the emotional states of a person that give him pleasure.

Tests for behavioral activity

Methodology "Getting out of difficult life situations": the dominant way of solving life problems is determined.

It should be noted that many of the described methods were initially developed and used in clinical psychology and only then began to be used in enterprises to evaluate personnel. However, these methods for the most part have not been sufficiently adapted for employee assessment. In order to use them in organizations, a specialist with a sufficiently high level of knowledge in the field of psychology is needed.

Aptitude tests

Another important method of personnel assessment is aptitude tests. They represent a specially selected standardized set of tasks used to assess a person’s potential ability to solve various problems. Any type of intelligence test can be considered an aptitude test. To identify specific abilities, for example, for certain types of activities (medicine, technology, law, teaching, etc.), special tests are developed. Perhaps the most common methods used in personnel assessment are those aimed at identifying the professional abilities of employees. The most popular methods can be considered the following.

Amthauer Intelligence Structure Test: designed to determine the ability for abstract thinking, memory, spatial imagination, linguistic sense, mathematical thinking, judgment, etc.

Guilford test: allows you to measure social intelligence, which is a professionally important quality and allows you to predict the success of teachers, psychologists, psychotherapists, journalists, managers, lawyers, investigators, doctors, politicians, and businessmen.

Raven's test: Using progressive matrices, it allows not only to assess intelligence, but also to get an idea of ​​an employee’s ability for systematized, systematic, methodical intellectual activity.
It should be noted that many of the known aptitude tests do not provide enough material to make predictions based on them. They provide limited information that must be supplemented by information obtained from other sources.

Qualitative methods

In contrast to quantitative, there are qualitative research methods, which are informal and aimed at obtaining information through in-depth study of a small amount of material. One of the most commonly used methods is interviews.

Interview method It is distinguished by strict organization and unequal functions of the interlocutors: the interviewer (the specialist who conducts the interview) asks questions to the respondent (the employee being assessed), does not conduct an active dialogue with him, does not express his opinion and does not openly reveal his personal attitude to the questions asked and the answers of the subject. The interviewer’s task is to minimize his influence on the content of the respondent’s answers and ensure a favorable atmosphere of communication. The purpose of the interview from the interviewer’s point of view is to obtain from the respondent answers to questions formulated in accordance with the objectives of the study (the qualities and characteristics of the person being assessed, the absence or presence of which must be identified).

Based on various parameters, it is customary to distinguish several types of interviews. The most used in personnel assessment are the following.

Biographical interview focuses on the candidate's past work history and work style. When conducting interviews, it is assumed that a candidate's past behavior is an indicator of future behavior. Work information is collected in reverse chronological order. The degree of importance of the employee’s current work for the organization and his competence in terms of compliance with the requirements for a particular position are assessed.
When conducting a biographical interview, it is important to ask the right questions and maintain the same conditions for all those being assessed. In practice, the questions are based on “employee requirements,” which list the individual characteristics needed to perform the job successfully. The benefit of a biographical interview is that it gives the candidate the opportunity to perform at their best. However, this same factor may cause bias in the assessment. The effectiveness of such an interview also depends on how well the questions relate to the job criteria.

Behavioral interview contains a structured list of questions regarding experience or abilities in specific areas or in relation to job-related criteria. These criteria are identified in the process of analysis, the subject of which was the work and behavior of successful employees. The main advantage of the behavioral approach is that it deals with job-relevant skills. On the other hand, such an interview can take a lot of time, since all important aspects of the job must be discussed. In addition, due to the fact that the interview is focused on the process of performing a specific job, it is easy to lose sight of important issues regarding the candidate's general professional training.

Situational interview based on constructing certain situations and asking the candidate to describe a model of his behavior or way out of a given situation. During the assessment process, the candidate tries to give socially desirable answers, that is, those that he considers socially correct. During the interview, it becomes possible to assess how well these ideas correspond to the values ​​of the organization, accepted behavioral models, as well as the work that the applicant has to do.

Projective interview is based on a special construction of questions in such a way that the candidate evaluates not himself, but people in general or some character. Projective techniques are based on the fact that a person tends to transfer his life experiences and attitudes to the interpretation of the actions of other people, as well as to fictitious situations. During a projective interview, the employee is less likely to give socially desirable answers. However, the process of conducting a projective interview is quite lengthy and the data obtained is difficult to process. In addition, the professional and personal qualities of the interviewer will have a significant impact on the result.

One of the main qualitative methods of personnel assessment is also traditional document analysis. Conducting document analysis means transforming the original form of information contained in the documents into the form required by the personnel evaluator. In fact, this is nothing more than an interpretation of the content of the document, its interpretation. In the process of document analysis, resumes, letters of recommendation and cover letters, educational documents (diplomas, certificates, qualification certificates), research and journalistic works, etc. can be examined.

There are methods that contain features of both qualitative and quantitative methods. First of all, this applies to business cases.

Business case is a comprehensive description of the situation in which a real company once found itself. The case, as a rule, describes the external environment and internal environment of the company, as well as their changes over time. The events that managers encountered, as well as their actions, are presented in the order in which they actually occurred. But most importantly, the case formulates a problem that one or another company employee had to solve. The accuracy and correctness of the choice of a typical work situation and the professionalism of the creators of the business case determine the reliability of the forecast when using this method. This method reveals both the candidate’s pragmatism and, at the same time, his creativity and ability to make non-standard solutions.

Recently, in recruiting, integrated approaches to assessing candidates are increasingly being used, including several techniques in order to minimize errors during the assessment procedure. However, it is important not just to put together several methods, but to combine them into a specific system focused on the objectives of the organization and, accordingly, on the criteria identified during the recruiting stages preceding the assessment of the candidate, first of all, the assessment of positions.

Bibliography

1. Kapustina A.N. Multifactorial personality method by R. Cattell. St. Petersburg: Rech, 2001.
2. Kvasyuk V.I. Analysis of the results of working with the Leonhard-Szmishek questionnaire [Electronic resource]. Access mode: http://www.childpsy.ru/lib/articles/id/10464.php.
3. Practical psychodiagnostics. Methods and tests / Editor-compiler D.Ya. Raigorodov. Samara: BAKHRAH, 1998.
4. Psychological tests (for business people) / Comp. ON THE. Litvintseva. M., 1994.
5. Psychosomatics: Handbook of a practical psychologist. M.: Eksmo, 2005.

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  Personnel assessment: not a blind acquaintance

Personnel assessment is not a fashion, but an objective necessity when hiring new employees, considering candidates for promotion, reorganizing an enterprise, optimizing the management structure and choosing forms of motivation. Personnel assessment has always been carried out, but until recently there were no effective methods for this; had to rely only on the subjective experience of the manager or personnel officer. But conditions are changing, and the principles that have existed unshakably for many years have turned out to be ineffective, and a business relying on a team built in this way is uncompetitive.

A selection of online services to automate the search, selection and assessment of candidates for vacancies to help recruiters and hiring managers.

HeadHunter “Talent Assessment”

Online service combining personnel selection and assessment. A joint project between HeadHunter and CEB SHL Talent Measurement Solutions. The new system is designed for employers as a quick way to identify candidates’ abilities and competencies online.

The service contains three tools that help identify the analytical abilities of a future employee and the degree of development of his business competencies:
Verbal Ability Test

Assessment of the ability to logically analyze text information, the ability to learn and comprehend new things.
Determining the inclinations, character traits and attitudes of the applicant in connection with work situations. Which business qualities will work without the applicant’s effort on himself, and which ones will require significant investments from him.

Numerical ability test
Assessment of the ability to analyze numerical information, the ability to learn and comprehend new things.

How the Personnel Assessment service works:

The company sends the applicant an invitation to take testing through HeadHunter.
- The applicant receives a letter of invitation to undergo the assessment.
- Applicants are assessed on their abilities in a limited time
- The HR manager receives a notification about the completion of testing and can immediately see the results. You can compare the results of several applicants and choose the most suitable one.

Mirapolis Recruit (Recruitment)

Mirapolis Recruit is an effective, simple and easy-to-use system for automating all stages of the recruitment process. To use the system you only need a web browser.
The system is equally effective for private recruiters, recruitment agencies and corporate recruitment departments.

Task: Recruitment

Quickly select the specialist the company needs
Monitor all stages of employee selection
Establish remote communication with the customer
Create a unified database of candidates and vacancies
Automate searches on recruitment sites, posting vacancies and collecting responses

Mirapolis Recruit allows

Automate all routine selection operations
Work with a single database of candidates and vacancies
Receive reports, analyze the selection process, increase its efficiency
Ensure convenient work with vacancy customers

Result

Increased selection speed by at least 20%
Simplifying interaction with customers and increasing their loyalty
Systematization, increased efficiency and transparency of the selection process
Simple creation of analytical reporting

FriendWork Recruiter

An online service for recruiting automation allows you to add resumes from work sites, social networks and email to the database in one click. In this case, all information on the applicant will be presented in a single convenient format.

Recruiters quickly find the right candidates according to various parameters in the service - separately by skills, desired position, work experience, education, and so on. This way, you don't waste time screening applicants who you know aren't suitable. You immediately see the full history of interaction with the candidate.

Instant resume import
Use the Magic Button to instantly add resumes without duplicates to the service from popular job sites and social networks. Plus import Microsoft Word files, PDFs, and responses from your own career site.

Everything you need to work effectively in one service
Your unified database of candidates, collected from different sources and flexible search according to any parameters. Full integration with mail and calendars. All actions on the candidate are saved in the event feed.

Smart analytics
Smart and convenient analytics on the work done in the form of clear diagrams - from the candidate funnel to the effectiveness of recruitment sources. Track any data, we will customize FriendWork Recruiter for you.

It saves resumes from different sources and correspondence with candidates in a single database, provides clear statistics on the effectiveness of recruiting resources and the recruiters themselves, makes it easier for HR to collaborate on vacancies, and quickly finds candidate profiles on social networks.

Huntflow

Service for effective selection. A complete set of functions for a recruiter and HR director

Huntflow helps speed up and automate the entire daily routine of recruiters: from adding resumes to the database and sending letters to candidates, to creating an offer and collecting statistics on the work of the recruitment department. In the service, you can add an interview to your and the candidate’s calendar, set up automatic follow-ups, and even monitor compliance with the requirements of the personal data law (152 Federal Law), which all recruiters are required to follow. The interface is simple and intuitive, and if questions still arise, a caring support service will help you sort them out.

Huntflow service functions:

Saving resumes from different sources
Huntflow has a "Magic Button" browser extension that saves candidates' resumes from job sites, sites for programmers and designers, and social networks.

Duplicate recognition
Hanftlow automatically recognizes duplicate resumes, even if the name is written in transliteration.

Setting up a selection funnel
Huntflow allows you to customize the funnel in full accordance with the process of selecting candidates for different vacancies: the recruiter can add any number of stages and arrange them in the desired order.

Multivacancy
If the customer needs candidates for several vacancies with a common top of the funnel, the recruiter does not need to create identical vacancies - you can connect the additional “Multi-Vacancy” function.

Publishing vacancies and collecting responses on Superjob, Headhunter and My Circle
Recruiters can post vacancies directly from Huntflow without having to go to websites and fill out the same fields over and over again. And all responses from candidates will be saved separately and will be included in the database.

History of work with the candidate
All comments, status changes and notes are saved in the candidate’s card, so it’s easy to continue communicating with him even after several years.

Integration with mail
Huntflow can be synchronized with an email client - then all correspondence with the candidate will be displayed in his card, and letters will be sent on behalf of the recruiter.

Sync with calendar
A recruiter can connect his work calendar to Huntflow - then interviews will be automatically added to it. And interview participants will receive an invitation by email - the vacancy and a file with a resume will be automatically attached to it, so they will not have to be sent out manually.

Caller number recognition
Huntflow has an iOS application that shows the name of the caller directly on the phone screen if he is saved in the database as a candidate or client.

Smart follow-up
If the candidate has not responded to the first letter, the recruiter can set up automatic follow-ups - sending several more letters. According to statistics, follow-ups increase conversion from emails by 25%.

Automatic creation of branded offers
Additionally, you can connect the branding of the offer and add any fields with the conditions that are required: from the salary to the work format.

Section “Picture of the day”
Thanks to this function, the customer always sees the full picture of the selection and knows how busy a certain recruiter is or how many vacancies are currently open in the desired department.

Generating reports
Huntflow has several types of reports: work on vacancies, summary report on vacancies, recruiter effectiveness, visualization of the recruitment funnel, sources and refusals, statistics on reasons for refusals.

Mail statistics
After synchronizing work email with Huntflow, the recruiter gets access to complete statistics of sent emails and can track conversion and email opening percentage.

Personal data module
Huntflow allows you to send a candidate a request for the processing of personal data from a work email, so consent will be obtained without the participation of an intermediary.

Integration with telephony and SMS

Huntflow API
Huntflow has its own API, which allows you to set up integration with most of the company’s internal services and messengers: SAP, intranet, Slack and even Telegram.

There is a free demo access for 7 days.

Keepteam

Keepteam is an online service for managing and recruiting personnel, quickly completing the necessary personnel documents, coordinating vacations, work schedules, as well as accounting for inventory and other tasks.
An online service for solving daily HR tasks and automating HR processes - personnel selection, absence tracking, KPI monitoring and much more.

Keepteam features:

Storing work and personal information about employees.
Company events feed.
Management of vacancies and applicants.
Automatic collection of responses and import of data from work sites.
Recruitment funnel.
Schedule of vacations and other absences.
Report designer and dashboards.
Accounting for issued inventory.
Skills and goals (KPIs) for employees.
Storing copies of documents and statements.
Setting up access rights.
Tools for collaboration and HR self-service.

The service automates routine HR processes and saves employees time for solving important tasks.

Recruitment

Everything you need to automate the selection of personnel in a company. Automatically download all job applications and add candidate and resume information using a browser extension. Build a recruitment funnel to assess progress on the vacancy at a glance. Have at hand the entire history of interactions with the applicant - correspondence, changes in review status and discussion of the candidate with colleagues.

Using an extension for Google Chrome, you can add candidates from sites such as hh.ru, superjob.ru, job.ru to your Keepteam account in one click. Fields with information about the applicant will be filled in automatically based on the data specified in his resume.

Collecting responses from hh.ru

Now HR does not need to control several services at the same time. You can collect responses from hh.ru directly into the applicant database. Add a link to a specific vacancy from a job site to Keepteam - the cards of responded candidates will be automatically filled with data from hh.ru and saved in your database.

Unified company information database

Save personnel information, accumulate and analyze your experience. Complete work and personal information about employees, the organizational structure of the company, a unified database of documents - now personnel information is securely stored and always at hand. To analyze the experience of working with employees, look at the history of changes in salary, position and skills.

Accounting for employee absences

A simple way to prevent key employees from being absent at the same time. With the help of the absence schedule, it is easy to make decisions when coordinating or planning vacations. In the diagram you can see the intersections of not only vacations, but also planned business trips and open sick leave. You can add your own types of absences or use the built-in set.

Company events feed

An easy way to keep your team up to date with all company news. Notifications about birthdays, vacation requests, news on the selection of candidates for vacancies, messages about those leaving or returning from vacation - all this information automatically appears in the feed. To see only events that are relevant to you, use feed filters.

File storage

Reporting

Manual for working with keepteam

Tariff plans vary by number of employees and services

GoRecruit

An effective recruiting assistant who analyzes candidates' social media data, evaluates them, and selects the most suitable candidates. Grade. Comparison of applicants. Open access to vacancies.

Invite a candidate

Do you already have several people willing to fill the vacant position?
Send them an invitation in a convenient way (Email, SMS, QR code).

Rate candidate

The applicant accepts the invitation, the system analyzes the candidate’s profiles on social networks, information about the presence of enforcement proceedings and issues an impartial conclusion.

Compare candidates and choose the best

GoRecruit compares candidates. All that remains is to invite specialists who received the highest ratings for an interview.

When assessing and comparing candidates for vacant positions, the GoRecruit expert system compares the personal and psychophysiological qualities of the candidate with similar parameters of the best specialists. But you need to understand that the system did not appear out of nowhere; it is based on a mathematical model, the basis of which calculations were based on research data conducted by our recruiters and psychologists for 8 years.

The system analyzes data on social networks and also checks whether enforcement proceedings have been initiated against candidates. Each applicant is assigned a certain number of points - you can invite for an interview only those who have scored the highest number of points.
This way you will save a significant amount of time. And money - the basic cost of assessing one candidate in the GoRecruit system is only 200 rubles.

Rates vary based on the number of candidate assessments performed.

PROACTION - ONLINE PERSONNEL ASSESSMENT SERVICE

Modern personnel testing service:

— Simple and convenient interface.
— All statistics and information about personnel are stored in your personal account.
— Sending tests to candidates’ emails in 2 clicks.
— Automatic evaluation system, comparison with standards.
— Available from mobile devices.
— Ready-made tests, methods and cases.
— Tests for popular professions were developed by personnel assessment experts.
— Constructor for creating test suites.
— Adapted for professional activities.
— They take into account the Russian mentality.

The service WILL DO THE WORK FOR YOU:

Assess a person before the interview
PROACTION is a “filter” for new employees. Proper testing BEFORE interviewing candidates will save up to 40% of your time

Will check any department
Do you want to know how well your employees have professional skills? Test, get answers and find knowledge gaps

Will test after the probationary period
Helps form an objective and impartial opinion about the employee
Tests knowledge about the company, regulations and standards, products and services

Identify talents and promising employees
With the help of a comprehensive online assessment, it is easy to identify bright, results-driven employees.

Team

Team is an online service for recruiting and evaluating personnel. It suits companies of any size and makes life easier for everyone involved in recruiting.
A web application with an intuitive interface, modern design and convenient functionality, which is accessible from any device.

— Organization of the company’s HR department.
— Unified database of candidates.
— Management of selection flows.
— Integration with major job sites: hh.ru, superJob, LinkedIn.
— Extension for browser and search in social networks.
— Various methods for evaluating employees are built in.
— Accounting for certifications and assessments.

Finassessment service

Finassessment is a multifunctional platform for a comprehensive assessment of the professional skills of financial specialists. It can be used to effectively search and select candidates for vacancies.

Finassessment tools and capabilities

For HR, HRD, T&D:
Online tests for assessing hard and soft skills - testing the professional skills and personal qualities of specialists.
Analytics and recommendations based on testing results. A clear demonstration of the level of knowledge of individual specialists and tips on further actions. It is possible to compare test results by group.

For recruiters and agencies:
Resume database of proven specialists with proven skills, using service tests.
Possibility to publish vacancies.
Screening applicants at the interview stage.

Additional features:
Proctoring - passing tests under the full control of service administrators: monitoring the test taker and his computer screen.
Matrix of professional skills. Selection of tests relevant to the specialist position.
Video interviews - communication between an employer and a candidate at a convenient time, anywhere. Ability to review recordings of interviews.
Video resumes of candidates - short presentation videos from specialist applicants.

How is Finassessment useful for recruiters and recruiting agencies?

Use the Finassessment functionality to fill vacancies efficiently and quickly, guarantee the professionalism of candidates, and, if necessary, provide a worthy replacement.

What is special about assessing applicants using this service?
Firstly, this is the only project in the CIS that specializes on the selection and assessment of only financial specialists and managers.

Secondly, the tests are created with an emphasis on solving cases and problems, which allows you to accurately determine the level of development of a specific skill.

But testing is only a small part of the service’s functionality. The task of the project team is to create a platform for HR, T&D, recruiters and recruiting agencies on which they can comfortably search for, interview and evaluate financial specialists.

Optimizing search and hiring speed

Selection of candidates
The functionality of the service allows you to find the best financial specialists for clients.
Save time
Reduces the time and cost of filling vacancies, thanks to a more precise selection of candidates using a matrix of professional skills.

Guarantee of professionalism of candidates

Testing Candidates' Skills
Helps to check and objectively evaluate the professional skills of candidates using specialized tests for relevant skills.

Personnel replacement
If the candidate is not suitable, you can find a worthy replacement in the database of resumes of specialists with proven skills from Finassesment.

Webinar for recruiters about the platform:
How can HR evaluate the hard skills of financiers and top managers using Finassessment?

"Persia" helps organize the work of a team of recruiters and make it more efficient.
A unified database of candidates, import of resumes from different sources, convenient search, history of work with candidates and much more.

Tariff plans differ in the number of users and the number of resumes that can be uploaded to the database within a month. The total size of the candidate base for all plans is unlimited.

After registration, you receive full-featured access for free for 30 days in accordance with the “Standard” tariff plan (trial period).
After the trial period ends, the “Free” tariff plan will be automatically activated (1 user – 100 resumes per month).

Amazing Hiring

Amazing Hiring is a service that allows you to speed up the search for candidates for work in the IT field. It is both a web service and a browser extension for recruiters. Moreover, the extension can work on GitHub, LinkedIn and My Circle.

What are the main benefits of Amazing Hiring?

The value of the product is that it reduces labor costs for searching, evaluating and systematizing candidate data. Allows you to find the best candidates on the market.

Collects publicly available information about candidates from 50+ sources and combines them into single profiles.

Merging profiles. The service is able to connect all of a person’s accounts in its system for a more complete picture of him.

Automatically evaluates candidates' skills. The service can assign its own assessments to candidates based on their skills and rating. The service is best looking for developers, UI/UX designers, QA, architects, PMs and other IT specialists.

The system searches in Russia, Ukraine, Belarus and the USA. The rest of the countries are in the process of being fully covered, but candidates can already be found around the world.

AmazingHiring simultaneously searches for candidates across multiple online sources, automatically evaluates their qualifications, and selects candidates who are likely to be a good fit for you.

Helps Recruiters find IT specialists who are not actively looking for work. The service aggregates data from more than 80 sources, including Facebook, LinkedIn, My Circle, GitHub, Stack Overflow and Habrahabr. As a result of scoring, the HR specialist receives a selection of the most relevant candidates who can be invited for an interview.
50+ sources of information about people on the Internet, including social networks and professional sites for developers and designers: Github, Stackoverflow, Dribbble and others.

RECRUITING MANAGEMENT

A complete set of tools for effective selection and objective assessment of candidates.

The system does not require installation on work computers. It is enough to create a company profile, and your employees will have access to an on-line system where they can create applications, set tasks for recruiters, schedule interviews, build their candidate database, use vacancy and letter templates, and even evaluate and compare candidates.

Thanks to cloud technologies, you can do all this from anywhere in the world, monitor the selection while traveling and work with remote employees.

The personnel selection process built into the system, based on modern world standards, will not allow you to miss important stages and damage the company’s reputation. Now you can be sure that your company will recruit personnel using the most current methods of personnel search and assessment.

CANDIDATE BASE
Import from job sites.
Quick search in the database.
Preservation of all history.

TEMPLATE LIBRARY
Profiles of famous positions.
“Selling” job texts.
Letter templates that improve the company's HR brand.

ASSESSMENT AND COMPARISON OF CANDIDATES
Expert questions on competencies.
Interview sheets.
Rating of candidates.

REPORTING AND ANALYTICS
Deadlines, “funnels” and recruiter KPIs.
Long-term analytics about employees.
Assessment of salaries and deadlines.

INTEGRATION WITH MAIL AND CALENDARS
Convenient planner.
Notifications by email.
Sending emails with one click.

CONVENIENT DATA STORAGE
Convenience of work and payment.
Fast template updates.
Access from anywhere in the world.

A unique database of questions on competencies that every recruiter dreams of
The HRP system contains a library of expert questions specifically designed to assess competencies during interviews. It is enough to select the competencies to be assessed, and the system will draw up a questionnaire for you. During the interview, select answers from the sheet that are similar to the candidate's, and the system will calculate how well the candidate has developed each competency.
Assessing candidate competencies will no longer be subjective, and you will no longer be accused of using tests or outdated questions.

Organization of HR processes.

You can create recruitment requests, set tasks for recruiters, schedule interviews, build your candidate database, use templates for vacancies and letters, and evaluate and compare candidates. The HRP system contains a library of expert questions specifically designed to assess competencies during interviews. It is enough to select the competencies to be assessed, and the system will draw up a questionnaire for you. Deadlines, “funnels” and recruiter KPIs.

Long-term analytics about employees. Assessment of salaries and deadlines.

Trial version for 1 week.

Staffim

Web application for personnel selection. Monitoring recruitment agencies online. The notification center displays information about received letters, reports interviews, new comments and tasks. Discussion of candidates with colleagues through the program or in simple email correspondence. Search on social networks Mass selection

Recruitment agencies
Monitor the work of your partners - recruitment agencies online.
Receive agency candidates directly to job vacancies online and discuss them together.

Doubles
The application will automatically detect doubles when adding a new candidate.
If a candidate is added to a vacancy by a recruitment agency, the application conducts an online check for duplicates in the company’s database.

Shared calendars
Shared calendars allow you to schedule interviews and notify your colleagues and recruiting agency partners about upcoming events. Moreover, your partners will only see when you are busy, without details about the events themselves.

Alerts
The Notification Center displays information about received letters, reports interviews, new comments and tasks.
You are always up to date!

Smart analytics
Visual and understandable graphs will help you analyze your activity.
The graphs can be immediately printed, inserted into a presentation, or sent to colleagues.

Work sites
With one click, import candidate resumes from job sites directly into the desired vacancy.
Responses to vacancies posted on job sites will automatically be included in the program.

Feedback from colleagues
Discuss candidates with colleagues through the program or in simple email correspondence.
All incoming/sent emails from colleagues will be saved in the program.

Familiar calendar
The built-in diary integrates with any popular calendar: Google Calendar, Outlook, etc.;
Continue to use your usual calendar - all events from the program will be imported directly into it.

History storage
Staffim stores all your recruiting activity: it remembers all vacancies and each candidate: all correspondence, comments and interviews with him.
Convenient tags allow you to classify candidates.

Correspondence with candidates
Receive emails from candidates directly to the program.
Write to candidates using convenient, customizable templates.
Save your entire history of correspondence with candidates in one place.

Privacy of information
For each vacancy, a team of “Vacancy Participants” is formed.
Only they have access to information on the vacancy, maintaining the confidentiality of all entered data.

Mobility
Are you going for an interview? Review the candidate's resume on your phone/tablet again.
Need to reschedule an interview while away from the office? The candidate's number can be quickly found on your smartphone.

Mass selection
Schedule group interviews, send mass emails to candidates. Leave tags for a group of candidates.

Stylish design
Bright and stylish! Staffim will keep you in a good mood all day long with its charming screens.

PERSONIUM

Personium offers a solution to automate the recruitment process. Registration and search of resumes, translation of candidates by interview status, analytics.

Possibility of customizing the system to suit your requirements and integration with the corporate website and 1C.

Uses all sources and capabilities of the organization to collect candidate data into a single database, in a single format. Increased accuracy in candidate selection.
The appearance on your company’s website of a compact block that allows applicants to proceed to filling out the application form in two clicks. Questionnaire designer.

With Jobsstaff you can:

Increase the number of actual completed applications from applicants.

Use a special application code or compact block to direct visitors to your company website, social media pages and employment sites to fill out questionnaires.

Automatically collect all applications into a single, systematized, convenient database, instead of manually processing applications from different sources.

Quickly perform comparative analysis of data presented very clearly.

Involve several experts and managers in the process of selecting leading employees.

Create an unlimited number of questionnaires for any purpose and any field of activity, using ready-made templates or creating your own

Zoho Recruit

Zoho Recruit is an online service for fully tracking applicants for jobs. This is an all-in-one solution for a staffing agency. The tool has many features that make the daily selection process faster and easier.

Zoho Recruit is not just a separate system; it has built-in elements of CRM, mailer, calendar and others.
The representative is not a Russian assembly, but supports the Russian language.

Key features of Zoho Recruit:

Tracking job applicants.
Adding vacancies to multiple job sites.
Customer Relationship Management (CRM).
Working with Email, including Zoho Mail.
Reports.
Code for inserting resume submission forms.
Parsing resumes.
Resume database.
Candidate statuses.
Interview schedule.
Source tracking.
Creation of vacancies.
Publication of vacancies.
Import from Zoho CRM.
Jobs page on the website.
Advanced Search.
Rchili and eGrabber support.
Collaboration with documents.
Access control.
Working with SMS messages.

VCV - video interview service

You ask questions in the system, set a response time and send the request to the candidate. The candidate records video answers. After screening, you invite only the best candidates for an interview.
Pre-selection of personnel and search for talents.
Using special questions that meet the requirements and competencies for a specific position, it is possible to assess the professional skills and external data of candidates, compare their answers, and analyze how this or that answer is revealed. View video interviews of potential candidates at any convenient time, the ability to send links to colleagues and hiring managers.

Record video interviews online.

All you need is a camera and a microphone. Instructions for applicants and support service.
The video is stored on the VCV server. You can always review it an unlimited number of times.

A 5-minute video interview saves a recruiter up to 60 minutes of interviewing an unsuitable candidate.

Standardization of the selection process for the HR team: common questions, common standards for assessing the candidate.

By forwarding the video interview to the hiring manager, you can get its preliminary approval.

There is no need to set aside work time for the interview. The candidate records and the recruiter watches at any time.

The VCV service is an online solution that does not require installing a program on your computer.
This technology was created to optimize the recruitment process at the stage of talent selection and also allows you to make the entire selection process more efficient, analyze the company’s HR activities and the profile of candidates.

Lime-prime

The candidate receives an invitation by email with a link to a page on which your questions are displayed sequentially.
The candidate answers the proposed questions at a time convenient for him, while video recording is carried out using a web camera.

The Lime-prime online service allows you to conduct remote interviews with candidates. As a result, you have the opportunity to watch a video recording of the candidate answering your questions.

How it works

You formulate and enter questions to which you would like to hear answers from the candidate, as well as his e-mail.

The candidate receives an invitation by email with a link to a page on which your questions are displayed sequentially.

The candidate answers the proposed questions at a time convenient for him, while video recording is carried out using a web camera.

You receive an email notification of the recording and a link to the page with the video recording.

Advantages:

Saving money
A face-to-face interview, as a rule, is the most costly both in terms of money and time. This is especially true when selecting candidates in the regions, since the cost of the interview includes at least tickets and accommodation.
Lime-prime minimizes costs and allows you to increase the percentage of effectiveness of face-to-face meetings through the pre-selection of candidates.

Save time
How many candidates can you assess per day during a face-to-face interview? Three? Five? What if they are all in different cities or even countries?
Based on the experience of real projects using Limeprime, we can confidently say that it is possible to evaluate 15-20 candidates per day.

Convenience
Recording at any time, anywhere Neither you nor the Candidate are tied to a specific time and place of the interview. Recording and viewing are possible both during lunch breaks in an Internet cafe and in the evening at home.

Group discussion and decision making
Your colleagues can also participate in evaluating each candidate and making a decision. Everyone with access to the database has the opportunity to give ratings and leave comments.

Evidence base for the decision made
You always have the opportunity to justify your decision on a candidate by providing a video recording of the interview with your comments and assessment of each fragment.

Skillaz

Submit a request to connect to the new generation digital interview technology

1. Vacancy
Create a vacancy on Skillaz or import an existing one from Headhunter.
The vacancy should reflect the best that your company can offer to the candidate, your chance of finding a Star seriously depends on this. Skillaz specialists will help you with the correct description.

2. Questions
Come up with questions that you want to ask the candidate during a short online interview, or choose ready-made ones from the catalog. Try to choose questions to which the candidate must give succinct and specific answers. Try surprising the candidate with an unexpected, stressful question to gauge his reaction.

3. Invitations
Send your candidates an invitation to complete an online interview in a way convenient for you, or share a link to the invitation on social networks and receive additional candidates.
The invitation should come to the candidate from a source he understands: this will significantly increase the conversion of excellent candidates into video interviews.

4. Watch the interview
View and evaluate candidate interviews at any time convenient for you.
Share the video with colleagues and rate the candidate as a whole team.

Create a vacancy on Skillaz or import an existing one from Headhunter. Come up with questions that you want to ask the candidate during a short online interview, or choose ready-made ones from the catalog. Send your candidates an invitation to complete an online interview in a way convenient for you, or share a link to the invitation on social networks and receive additional candidates.

Pre-Interview

This is an HR system for asynchronous video questioning of candidates, developed specifically for personnel services, HR specialists, TOP managers and company executives.

For example, have you ever wondered how much time you spend on letters, calls and interviews to find employees for any of your vacancies? How often have you found yourself in a situation where from the very first minute of the interview it was clear that this was not your candidate, but you were forced to continue the interview?

Video recruiting Pre-Interview will help you select the truly best candidates for your vacancies in a minimum amount of time. In just a few minutes of watching video interviews recorded by applicants, you receive their answers to your questions, rate and send the videos you like for review by colleagues. You invite the best candidates for an in-person interview.

Video recruiting. This is an HR system for asynchronous video questioning of candidates, developed specifically for personnel services, HR specialists, TOP managers and company executives. Video presentation of the company for candidates. Large database of questions for easy interview creation.

Do you know any other online services for recruiting automation, write in the comments.

Studying a person is not easy, since personality is an extremely difficult object to analyze. In addition, the difficulty of such research is due to the fact that a person, being the object of study, is able to analyze the actions and motives of the researcher himself, and structure his behavior during meetings and conversations accordingly.

How can one study the personality of an individual, using what methods and tools? To analyze such a complex object - the human personality - we need an equally complex instrument, the role of which in the context under consideration can only be performed by another person - a researcher. Today, there is a widespread misconception that a person’s personality can be comprehensively studied using special tests and by involving computer technology in the study. However, a test is just a task, a test, this is how the word test is translated from English. In reality, the accuracy of assessing human personality is determined by the researcher’s ability to draw clear, adequate conclusions based on observing the behavior of the person being assessed during a conversation. The test is a set of certain tests, developed in turn by another person - the researcher and thus based on his subjective system of criteria for assessing certain parameters and qualities of the subject.

Traditional tests aimed at studying different aspects of personality (Cettell questionnaires, MMPI and the L.N. Sobchik questionnaire revised on the basis of the latter, Luscher color test, etc.) evaluate the manifestation of certain psychological qualities of an individual. However, the psychological characteristics of a person are only an intermediate link between the person himself and the results of his activities, what lies on the surface. Since an individual is a complex, multi-valued system, different sets of psychological qualities can give the same results in the activities of different people. In addition, after testing, it is necessary to translate the results obtained from the language of psychology into a language understandable to the manager. However, the main reason for the inconsistency of the approach, which consists in assessing a person’s abilities on the basis of his psychological characteristics identified through testing, is that there is not and cannot be unambiguous evidence that a specific combination of psychological qualities of a person is reflected in a certain way on a person’s behavior and activities . It is not without reason that psychologists argue that it is necessary to practice for many years to become a good testologist: assessing an individual through testing is a task that requires the researcher to have considerable professional experience. The selection, training, and “cultivation” of such specialists, in turn, leads to a significant complication of the assessment procedure and an increase in its cost.

The competency assessment method - a trend that is fashionable today and perceived by many HR specialists as a panacea - is just another step towards improving the personality assessment procedure, and, unfortunately, is not yet capable of providing tools for a comprehensive assessment of an employee. When applying an approach based on the assessment of competencies, i.e. behavioral manifestations, the intermediate link - the psychological characteristics of the individual - is not taken into account. The researcher directly studies what needs to be assessed: the employee’s performance, diligence, creativity, etc. However, this approach, unfortunately, does not completely eliminate subjectivity, because different people have different views on what diligence, creativity, and subordination are. etc., and often the differences in understanding the behavior of other people are quite significant.

The question arises: “Is it possible to objectively evaluate another person using subjective thinking?” As practice shows, it is possible: there are specialists who can correctly assess and predict the behavior of other people.

To assess a candidate as accurately as possible during the recruitment process, it is recommended to adhere to three rules.

Rule 1. It is necessary to evaluate not the psychological or other qualities of a person, but the behavior and results of his activities.

Rule 2. It is necessary to take into account not only the results of the candidate's work, but also the conditions under which he achieved the results.

Rule 3. It is necessary to remember: it is not the test that evaluates. Only an experienced recruiter, a socially and psychologically mature person with extensive experience, both professional and life-long, can give an accurate assessment of a candidate’s existing results and a forecast of future performance.

Let's look at what methods can be used to evaluate a candidate. Journalists conducted* a survey of HR managers and expert consultants to determine the reliability and approximate cost of the most popular assessment tools. A particular method was assessed on a ten-point scale, then the scores were averaged.

Competency interview

The main advantages of the method are low cost and versatility: various modifications of assessment interviews can be developed. For example, a manager can conduct conversations in narrow areas - behavioral or professional competencies, and evaluate work results. However, the most popular are complex interviews, based on the results of which evaluation sheets (questionnaires) are filled out. As a rule, the interview is conducted by the employee’s immediate supervisor; an HR manager may be present during the conversation. Reliability - 6.38 points.

Professional testing

A test is the simplest tool for determining the level of professional qualifications of an employee (for example, there are tests for accountants, engineers, etc.). Tests aimed at identifying abilities are especially popular. Testing is convenient as an additional assessment technique: the information obtained is easy to process. The disadvantage of the method is that the test results cannot give a complete picture of the individual. Most often, testing is used in combination with other methods, such as interviews. Reliability - 5.06 points.

MBO (outcome assessment) techniques

The MBO (Management By Objectives) assessment system associated with the identification of key performance indicators (Key Performance Indicators, KPIs) is becoming increasingly popular in Russia. The assessment is carried out according to the following scheme: at the beginning of the reporting period (year, half-year, quarter, month), the manager, together with the subordinate employee, determines a set of goals that the latter needs to achieve. The results of the assessment are usually summed up during a conversation between the specialist and his immediate supervisor.

The advantage of MBO methods lies in the transparency of the assessment system and the ease of measuring achievements. HR managers consider indirect costs to be a disadvantage of this method: defining goals always takes up a lot of work time of those being certified. In addition, KPIs must be easily measurable, which requires significant financial and time costs for their development. If a business has a complex structure, it is extremely difficult to identify key performance indicators. Reliability - 6.38 points.

Case methods

In order to identify an employee’s ability to solve specific problems, sets of cases are developed. Thus, during an assessment at Sberbank, employees had to answer the question “What to do if a client makes a scandal?” It was necessary to describe the algorithm of actions in the given situation step by step: “I smile, then I offer a solution to the problem,” etc. To receive a “five” rating, it was necessary to correctly name five mandatory actions. The results of applying this technique provide a fairly complete picture of a person’s professional and personal qualities.

The disadvantage of this technology is the need to constantly update cases, since if this is not done, the correct answer options will quickly become known to all employees. In addition, the ability of an employee to tell how to act under certain circumstances does not at all guarantee that in a real similar situation he will behave exactly as he described. Reliability - 6.25 points.

Personality questionnaires

Unlike tests aimed at determining abilities, personality questionnaires allow you to get a complete picture of your personality. Often, the information obtained as a result of filling out personality questionnaires becomes decisive in determining the development prospects of a specialist. However, according to experts, personality questionnaires are best used only as an additional assessment tool. When applying this technique, difficulties often arise: firstly, some candidates are so insightful that they can easily calculate the optimal, “correct” answer; secondly, the applicant may have an internal predisposition to a certain activity, revealed during the application of the personality questionnaire methodology, but this predisposition is often not supported by real skills. In this regard, the results obtained using this method must be verified using other methods. Reliability - 4.13 points.

Assessment center

This is a complex method that includes several assessment procedures: testing, interviews, role-playing games. An assessment center is one of the most effective tools in an HR manager’s arsenal: the adequacy of assessing employees using this method by specialists is practically not in doubt.

The use of assessment center technology is expensive, and therefore this method is elitist: it is used, as a rule, when assessing middle managers. Reliability - 8.33 points.

According to the author, from the point of view of both reliability and cost of the assessment procedure, which affects the overall cost of personnel selection, the most optimal are the following assessment tools, which the author recommends that recruiters use in their work:

• interview:
• by competencies;
• personal;
• business interview;
• professional tests;
• analogue of the MVO technique;
• case methods;
• checking references.

Among the assessment methods used in personnel selection, the author deliberately did not indicate the assessment center technology. Let's consider this method in more detail.

Assessment is a method for assessing the potential of a specialist/manager. Today this term is used somewhat more broadly, denoting a procedure for assessing not only the employee’s potential, but also his motivation to work and suitability for the position held.

The assessment center is a comprehensive procedure implemented by a group of qualified experts and includes:

business incentives;

interview;

ability testing.

As a result of using this method, experts form an opinion about the level of development of the participants’ competencies under study. The assessment center lasts 3 days for a group of 10 people being assessed.

On the first day or in the first 1.5 working days - depending on the total number of competencies assessed - business games are held. Ideally, 6–8 competencies should be assessed, in which case the business games will take 1 day.

For a group of ten people, the participation of five experts is required: one observer for two participants and one facilitator for the entire group. On the second day, individual interviews are conducted. The third day is reserved for writing a report and agreeing on the assessment between all experts.

The features of the assessment center method are the following.

It is necessary to have standard profiles or specialists who can develop them in accordance with the requirements of a specific customer.

A group of qualified expert observers is required, as well as a project manager for this project.

Today in Russia, when recruiting personnel, recruiters more often evaluate candidates using the five procedures listed above than through assessment center technology. These five methods allow you to evaluate an employee with acceptable accuracy, while their use is cheaper, and the procedures themselves take less time than conducting an assessment center.

To carry out the assessment procedure competently, it is necessary to have a profile of the candidate’s professional and personal competencies. When selecting lower-level employees, if the profile is developed and the indicators are well understood, the assessment is relatively easy to carry out.

When selecting senior personnel, a profile of professional competencies alone is not enough. In this case, the most important qualities that require assessment are business competencies: deep motivation for work, resistance to stress in critical (emergency) situations and in relation to dishonest behavior of subordinates, understanding of market developments, ability to understand the organization’s business processes and attitude towards owners.

As practice shows, the most effective and convenient recruiting tool is the methodology professional interview , the most optimal from the point of view of the “reliability - labor intensity” ratio. A professional interview cannot be short and superficial. Its duration is determined by the level of the position for which the employee is being selected and the experience of the interviewer. Depending on the position, a professional interview may include:

interview on competencies (accordingly, the applicant is asked questions such as “Please tell us how you greet visitors?”, “Tell us exactly how you organized the work of your subordinates?”, etc.);

assessment of performance results at previous places of work - an analogue of the MBO method (the candidate is asked questions like “What specific results did you manage to achieve while working in your position...?”, etc.);

case method (asks questions such as “What will you do in a situation...?”, etc.).

If the candidate is promising, then he undergoes several interviews. At the first stage, the correspondence of what is written in the applicant’s application form with reality is checked. Even a not very experienced recruiter can conduct such an interview. Then comes the competency interview and personal interview, which should be conducted by a recruiter with extensive experience. And only after this a business interview is conducted, aimed at understanding the candidate’s attitude towards the company, his career, and the owners of the enterprise. A business interview should be conducted by the most experienced interviewer - a headhunter, head of the personnel selection department.

Let us dwell on the question of how long the interview should last. Of course, the specific duration of the conversation with the candidate is determined by the position for which the selection is being made, but it is worth noting that the interview cannot be shorter than 45 minutes in total. When selecting middle managers, the total interview time with a candidate is from 2 to 4 hours, when selecting top managers - from 4 to 8 hours.

Interview-assessment of managers and mid- and senior-level specialists is beyond the capabilities of an ordinary employee of a recruitment agency or a company’s HR service. An accurate and adequate assessment of managers and key specialists requires the participation of independent experts who know the specifics of the business and are able to conduct interviews at the VIP level. People who have their own experience of successfully running a business and evaluating managers and specialists can also serve as interviewers during conversations with candidates for top-manager positions. Today these are headhunters/partners from Executive Search companies, i.e., recruiting organizations specializing in the selection of top managers, or appraisers with many years of experience.

In addition, it is worth emphasizing the importance of receiving recommendations and feedback on the candidate’s business qualities and performance, which essentially represent his assessment by his immediate supervisors at previous places of work. A positive characterization of an applicant by former superiors provides extremely significant information about the candidate for recruiters, because the ability to get along with management while maintaining high performance indicators is the most important competency of a mature specialist. You should not waste time on immature employees: the results do not compensate for the costs.

Unfortunately, this practice, despite its high efficiency, has received little distribution both among external recruiters and among customers when conducting their own personnel selection. The difficulty is that those who provide recommendations and feedback about the specialist, i.e., his assessment, have no incentive to provide such information to third parties. In addition, today companies are growing and developing very quickly, and therefore it has become even more difficult to give recommendations to employees: it is often not clear whether the business has achieved high efficiency as a result of the manager’s activities, or whether the company’s success is due to investment injections from the owners.

Regarding the specifics of conducting a recommendation interview, it is worth noting that the collection of recommendations should be carried out by the most experienced appraisers. In the case of an independent personnel search by the customer company, recommendations about the applicant should be collected by his potential future manager after appropriate training or by the HR director.

Let's give two examples.

An example from an interview with Mikhail Bogdanov, head of the CONSORT HR group:
“Recently, I was “tormented” for about 15 minutes on the phone by a consultant from one of the Russian recruitment agencies about our former employee, whom they represented to the client company. I can say that the “interrogation” was worthy of the highest professional assessment, and from me alone the consultant received a significant part of the information he needed to confidently make a decision.”

An example from the practice of the recruitment company IMICOR:
The head of the project team was fascinated by one of the candidates: Smart, not inclined to change jobs too often, the activity programs in the departments he led were excellent, his behavior during interviews was confident. The managing partner of the company sensed something was wrong. She called one of the executives of the juice manufacturing company from which the candidate had recently quit, and everything fell into place. The applicant was indeed smart and positive, but with an incredibly complex character. The consultant, understanding who the client needed, then made the right choice.

Checking the candidate's reliability (2 UR)

Many HR managers complain that recruiters do not vet candidates thoroughly enough. Of course, there are grounds for such conclusions, but we should not forget that a recruitment agency is not a security service or an in-depth testing center equipped with all kinds of equipment.

It is not easy to identify a tendency towards theft, betrayal, drug addiction or alcoholism in an applicant. In any case, this kind of verification cannot be available to recruitment agencies working for a fee of 15–20%: the latter simply do not have enough financial resources to develop such a service.

The recruiter's task is to collect and then correctly interpret information not about the candidate's intentions, but about the real facts of his past, which are directly related to his performance of official duties in a potential future job. To accomplish this task, measures such as conducting a professional interview and collecting recommendations from the candidate’s former colleagues are quite sufficient. A deeper examination of the applicant’s past and his real motives is no longer the task of a recruiter, but rather of a private detective.
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*Vyrkovsky A. The price of reliability // The secret of the company. - 2004. - No. 46 (85).