Transcript: Taking control of your hiring pipeline

So you’re hiring for that new role in your company and you’ve got a well-planned job description. Now it’s time to consider your hiring pipeline. First, you want to ensure you are setting processes in your organization to attract a plethora of candidates. You also want to make sure you have the ability to assess them objectively. Why spend all that time creating a compelling job advertisement if you don’t have a good handle on analyzing the candidates flowing in, right?

Depending on your role in your organization, some tips for a hiring pipeline might not be relevant, such as having an internal recruiting team or managing the company website to create a compelling career section. However, what you can do is instill a recruiting mentality in your fellow hiring managers. 

If you or other hiring managers consider the recruiting process the job of others, it’s time to make some changes. It’s unlikely that your recruiter will be a subject matter expert in the area you’re hiring for. Managers should be involved in each step of the hiring process, and that also includes the recruiting. Whether that means you’re actively recruiting promising candidates or attending recruiting events, you can make a difference. Remember, nothing you do as a manager is more important than hiring the right people onto your team.

But how do you possibly narrow the candidate list down from hundreds or even thousands of individuals now that you’ve created such an impressive hiring pipeline? Don’t panic! This is a good problem to have. That being said, it’s not uncommon to have about half of your hiring rates result in bad hires. That’s why it’s time to stop guessing and use people data to your advantage. Using The Predictive Index’s Behavioral and Cognitive Assessments™, you can combine powerful software with more than 60 years of behavioral science to make the right hires with confidence.

Have each candidate complete these assessments to gain insights up front. The behavioral assessment will measure a person’s motivating drives and needs. Whereas the cognitive assessment will measure a person’s general cognitive ability. Although  interesting by itself, this information isn’t as useful until you compare it to the job you’re hiring for. For example, let’s say your job target specified a specific range of behaviors. Once the candidate has taken a behavioral assessment, their behavioral pattern can be compared to the target ranges.

With this information, you can quickly stack all candidates against one another and see how their behavior and cognitive scores compare. Remember that this isn’t about a candidate being smarter or behaviorally “better” than another. Instead, it determines which individuals are a closer match to the job target your company has specified. If you have a great hiring pipeline, it’s more than likely you’ll get a handful of candidates who all have high scores. These tools don’t eliminate the selection process entirely, but they do help you weed out the candidates so those thousands turn into a select few who are better fit for the job.

Now, you can move on to the fun part: interviewing those top-tier candidates to find out which lucky individual should join the team.

Copy link