Research on the 'Hiring Process'
Examples of research studies and thought leadership articles that focus on improving the hiring process include: 7 Practical Ways to Reduce Bias in Your Hiring Process, How Experiential Interviewing Can Help You Hire Better Talent, 3 Critical Steps to Improve Hiring, Hiring from Unlikely Sources as the Talent Pool Shrinks, Twelve Forces that will Radically Change How Organizations Work: The New Way of Working, How AI can help Re-imagine the Recruitment and Hiring Process, Talent Acquisition: Enter the Cognitive Recruiter.
We began our research by determining the available academic literature and peer-reviewed journals. We then attempted to find free versions of promising articles. Unfortunately, the articles and studies that apply to this request are behind a firewall and the abstracts found did not provide enough information to accurately determine the relevancy of each article found.
We then searched the recent literature published by global human resources organizations such as, the Society of Human Resources Management (SHRM) and the International Association for Human Resources Information (IHRIM), and we located several articles on the SHRM website, but articles on the IHRIM website are for members only.
Lastly, we searched industry-leading institutions such as the McKinsey Institute, The Boston Consulting Group, and Brookings Institutions to complete our research.
Below are examples of research studies that focus on improving the hiring process.
7 PRACTICAL WAYS TO REDUCE BIAS IN YOUR HIRING PROCESS
This report was developed through a partnership between The Society of Human Resource Management (SHRM) and Harvard Business Review (HBR). The study advocates for awareness training for employees by reworking job descriptions to get rid of any gender bias, including words that have a masculine connotation. It encourages going blind for resume reviews in order to focus solely on qualifications instead of personal preferences and giving work sample tests that require candidates to perform work-related tasks in order to evaluate candidates based on their ability.
The report also suggests that organizations should standardize interviews to focus on performance factors. Factors like likability should only be considered if it is important for the position that is being interviewed for. Finally, organizations should set diversity goals in order to address this issue head-on.
HOW EXPERIENTIAL INTERVIEWING CAN HELP YOU HIRE BETTER TALENT
This article is presented by the Society for Human Resources Management. It explores the notion of an integrated “experiential” interview to the hiring process. This involves an integrated interview that gives an opportunity for candidates and potential co-workers to interact. The interview process moves away from questions based on theory to tasks based on expected job performance. Employers may offer candidates a trial run, where they spend a day doing the actual job they are interviewing for which gives them a better indication of whether the talent is the best suitable for the role. Research shows that 95% of candidates who experienced an integrated interview were still working on the same job one year later.
3 CRITICAL STEPS TO IMPROVE HIRING
This article was published by McKinsey & Company on their blog, “Our Insights”. The article provides three areas needing improvement in hiring. This includes capturing the importance of task performance and what the core technical role is. It also focuses on how the core value alignment is managed and how individuals get work done. Organizations are encouraged to find and use the right performance data for each position and to connect performance and assessment results. The case study presented in this report showed a 40% increase in new hire quality, and a 12% decrease in the number of new hires that leave in the first year.
HIRING FROM UNLIKELY SOURCES AS THE TALENT POOL SHRINKS
This article was published by McKinsey & Company on their “Our Insights” blog. The article offers reasons why employers should evaluate intrinsic traits in a tight labor market. Pre-employment assessments to test intrinsic traits can include quantitative assessments that are science-backed with responses set for objective decision-making.
Organizations can also consider matching algorithm technology which analyzes data that indicates successful traits for a position or gamification to assess the way interviewees think instead of what they know. McKinsey indicates that 5-20% of performance variance comes from personality or other motivations.
TWELVE FORCES THAT WILL RADICALLY CHANGE HOW ORGANIZATIONS WORKS
This article was published by Boston Consulting Group (BCG) and covers broad changes in organizations. Companies have changed how they recruit and train new talent and are testing unconventional recruitment methods for digital talent.
This paper outlines unconventional methods to increase talent supply, such as shifts in resource distribution to include new demographic mixes as the global workforce ages. It also considers changes in culture and value in the workforce, such as well-being and purpose, diversity and inclusion, and individualism and entrepreneurship. It concludes by stating that company focus needs to look at training current workers and recruiting new talent with potential to meet the growing demand of a digital workforce.
HOW AI CAN HELP RE-IMAGINE THE RECRUITMENT AND HIRING PROCESS
This article, published by HR Technologist, details how the hiring process is re-imagined with AI. The AI technology is used in recruiting and hiring by producing lists of potential candidates and engaging with them in meaningful ways. This technology when used with cognitive abilities can increase recruitment and on-boarding time. Moreover, when paired with an omnichannel interface, this technology can manage all the platforms that are used in recruitment and hiring.
TALENT ACQUISITION: ENTER THE COGNITIVE RECRUITER
This comprehensive report published by Deloitte Insights details how to use cognitive technology for talent acquisition. Several key strategies are detailed, including building a strategic and digital employment brand by leveraging new technologies—from social to cognitive. It also uses video as a tool for a compelling candidate experience while shifting focus from credentials to skills.
This report encourages organizations to optimize sourcing channels and the talent acquisition operating model. Deloitte states that an “approach that delights candidates” will ensure content candidates.
THE CEO'S GUIDE TO COMPETING THROUGH HR
This McKinsey & Company report outlines how strategy should be used in human resources. HR professionals are encouraged to use data to drive strategy in areas including talent value leadership to determine a candidate’s potential value and people analytics to gain insight into talent functions. This ultimately improves the hiring process.
Crazy, or Crazy Like a Fox? HR Experts on Unorthodox Hiring Practices
This article by SHRM outlines benefits and potential disadvantages to innovative recruiting. The results of a recent survey indicate that 72% of job seekers want more unorthodox recruiting assessments such as playing games that measure problem-solving that is applicable to the position. The main benefit for unorthodox employment assessment is the reputation of being innovative and the element of surprise that tends to bring out the authentic version of the candidate. However, recruiters are warned to ensure there are no legal risks if recruiting activities are reckless.