Bad hiring decisions can be expensive to an organization. Most organizations don’t have a trained panel who are involved in recruitment, as a result, recruiters tend to make errors in the hiring decision.
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In-house CertificationsStrengthscape’s Hiring Expert Certification is a technique based on the idea that candidates’ past and present behaviors are the best predictors of how they will behave in the future. The participants will be trained to conduct behavior-based interviewing. Participants will learn to understand behavioral competencies, identify behavioral strengths and weaknesses, and ask appropriate questions to gauge behavioral effectiveness. This will help them in streamlining their hiring process.
Hiring Expert Certification can help you with:
Find Best Fit
Identify the applicant who best fits the job and organization.
Learn Techniques
Learn questioning and listening techniques to identify the behavioral style of the applicant.
Predict Future Behavior
Effectively predict the future behavior of an applicant in the organization’s environment.
Avoid Common Mistakes
Avoid some of the common mistakes that most of the hiring managers make while interviewing the applicant.
Culture Fitment
Establish cultural fitment of the applicant.
Psychometric Assessments
Administer and interpret world class psychometric assessments for critical hires.
Bad hiring decisions can be expensive to an organization. Most organizations don’t have a trained panel who are involved in recruitment, as a result, recruiters tend to make errors in the hiring decision. Interviews are progressively becoming more competency-focused and there is a need for the panel to be trained on the same. This is where Hiring Expert Certification comes into the picture.
As a part of this certification, participants will learn to assess the fitment level of job seekers based on:
- Behavioral competencies are required for the specific job roles.
- Organizational culture.
- Team dynamics and work environment.
Experienced facilitators
Strengthscape facilitators bring rich experience in hiring expert training programs across industries.
Real-time experience and feedback
The facilitators will provide immediate feedback and a future action plan to ensure enhanced learning.
Personalized Learning
We understand that everyone learns differently. While some people learn in a group environment, others value personal learning. In order to ensure high-impact learning interventions, we will use a blend of group and individual activities.
Individual handholding
Strengthscape provides continuous support through individual handholding for higher learning effectiveness.
Strengthscape’s Hiring Expert Certification program aims to imbibe the following competencies in the participants:
| S.NO. | Competency | How this will be applied |
| 1 | Questioning, probing, and listening skills | Build proficiency in asking open and closed ended questions |
| 2 | Minimize personal biases that can affect the hiring decision | Using a structured and methodical People Reading Map free from personal biases |
| 3 | Demonstrate professional and ethical interviewing behavior that reinforces the organization’s brand | Building an interviewer’s etiquette checklist reinforced with behavioral rituals |
| 4 | Predict the job performance of the candidate in the context of the role, organizational culture, and immediate team | Framing questions related to the context of the job role and organizational culture. |
The Hiring Expert Certification program is a competency-based interviewing process.
This process ensures that:
- Structured interviewing leads to hiring decision reliability.
- Decisions made are based on measurable criteria of indicative behaviors.
- Decisions are based on what the candidate did rather than what the candidate would want to do in certain situations.
- People read based on behavioral priorities and tendencies (and not just professional/technical competencies).
Anyone who is involved in the hiring process of an organization:
- Hiring Managers
- Recruiters
- Managers and Supervisors
- Recruitment Consultants
- Human Resource Managers
- Avoid making expensive hiring mistakes
- Predict the job performance of an applicant with confidence
- Minimize personal impressions that can affect the hiring decision
- Tailor the learnings to your company’s competency framework
- Leave a positive impression on the applicant
- Enhance your company’s reputation
- Enhance your questioning and listening skills
Everthing DiSC In Hiring Process
DiSC profiles are often used in hiring and onboarding, not for pre-employment screening
An acquaintance of mine who operates a staffing firm recently discussed how their clients kept complaining about bad hires turning out to be huge costs. In fact, the statistics are quite alarming. It is not uncommon for bad hires to prove to be costly since replacing them will likely cost twice as much as hiring them. In the discussion, I suggested using DiSC assessments as a hiring tool to reduce bad hires. In this article, we will examine how understanding behavior objectively can reduce the probability of hiring the wrong individual.
The DISC profile is used worldwide by organizations of all sizes and in all industries as one of the most popular personality profiles. The results provide you with objective data that allows you to isolate some of the common denominators between your high and low performers.
In the workplace, the DISC can be applied in a variety of situations. Recruitment is one of the most prevalent applications. A significant number of DISC profiles are used in this area, and it is a fact that many people see DISC as a recruiting tool.
It would be impossible to cover all the possible applications of DISC within the field of recruitment. The interpretation of the DISC profile of a candidate can reveal potential challenges that would not be apparent in a normal interview. The interviewer can probe these problem areas in order to determine their relevance to the position being considered. There are almost all DISC systems that can generate a list of disadvantages of this kind, although some more advanced, automated, systems can go an extra step and create a list of potential problem areas related to a given job.
Second, DISC can facilitate effective communication during an interview. Clearly, this is a less tangible benefit, but it can nevertheless have a significant effect on the progress of the discussion. The skillful interviewer can use this information to encourage the interviewee to disclose information and at the same time help ease the pressure of an interview situation and facilitate communication.
It is possible to use the results of the DISC assessment to eliminate some of the guesswork associated with hiring. Even though we do not recommend using it exclusively as a pre-hire screening tool because it does not measure specific skills, aptitudes, or abilities that may be required for the job, we believe the addition of the DISC profile to your hiring and management processes can significantly improve performance.
Past data is the most accurate predictor of the future or present of any variable, and the same is true for behavior. The actions or behaviors of a person in the past can predict how they will respond to similar situations in the future.
An individual’s role adaptability is typically assessed by using behaviour assessments such as DiSC, which primarily illustrate behavior in terms of the most preferred responses to stimuli over a variety of situations. The DiSC training, which focuses on the various DiSC tools, is a great method of understanding human behavior within the context of the DiSC model.
Behavior can also be used to determine whether an individual wishes to accept the role being offered to him, or whether he or she possesses the necessary traits for the role, and whether his or her behaviour will fit well into the culture of the organization they wish to join. A self-assessment will also enable candidates to determine whether their career goals will align with the objectives of the position as well as the organization.
By ensuring that your staffing executives participate in the DiSC Hiring Expert Certification, they will gain insight into how to ask the right questions during interviews using the DiSC Profiles. As a rule, interviewers rely on their gut feelings about a candidate and recruit primarily based on intuition.
Employing behavioural assessments as a tool for interviewing may be able to change this. If you compare standard questions such as “what are your strengths and weaknesses,” which only provide very vague or generic answers, behavioural questions can provide a more detailed understanding of a candidate. Questions which probe how a candidate handled a particular situation in a previous employer can provide helpful and valuable insight into the attitudes and behaviors that had prompted the candidate to react in that manner.
This certification provides people managers and recruiters with training on how to recognize action verbs that represent an individual’s behaviour and to understand how those behaviours determine fit for a particular role.
Hiring Without Unconscious Bias
When hiring, unseen bias emerges when you form an opinion about possible candidates based solely on initial impressions. This occurs when you choose one candidate over another only because the first candidate seems like someone with whom you would feel comfortable working. During the early stages of the hiring process, you could be influenced unwittingly by a candidate’s picture, their name, or their hometown more than you realize. You may make decisions based on criteria that are irrelevant to your current position due to unconscious bias.
- The following are some suggestions for making the recruitment process bias-free
- By eliminating specific requirements based on gender, age, or ability, Job Descriptions will be bias-free
- The organization should seek candidates from diverse institutions so that it has a wide range of talent at its disposal
- Conduct an initial screening of resumes using blind resumes to eliminate the possibility of bias due to age, gender, ability, region, race, etc
- Eliminate biases by using technology, such as artificial intelligence, for initial screening. Nevertheless, technology should be used prudently since data that is the primary source of AI decision-making can itself be biased from the start
- Develop strategies for managing recruiters and hiring managers’ biases and helping them become aware of them
- Standardize the interview process, ensure that the questions asked, or the language of the questions are neutral, for example do not inquire about the marital status of candidates
- Having a diverse panel of interviewers, rather than a single individual or a group of similar individuals, will contribute to the diversity of the hiring process
- Another technique to eliminate biases is to use valid and reliable psychometric assessments. A psychological assessment considers only an individual’s abilities in addition to his/her gender, sexual orientation, age, etc. However, since understanding human behavior is a complex science, it is important to have these assessments interpreted by trained professionals.
Bad hiring decisions can be expensive to an organization. Most organizations don’t have a trained panel who are involved in recruitment, as a result, recruiters tend to make errors in the hiring decision.
