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Psychometrics in the Recruitment & Selection Process


In our last post, we began to explore some options in the Recruitment & Selection Process.  One option that I said I would come back to is Psychometrics, so I will look at some of the pros and cons of investing in this technique.  But mostly pros, because 30 years of experience shows me that psychometrics only enhance a selection process.

Why use Psychometrics?

To return to a point made earlier, “Recruitment and Selection” is all about discrimination. There is anti-discrimination legislation in most countries, it is easily circumvented and routinely is.

Discrimination is essential in selection.  The difference, of course, lies in the kind of discrimination you use.  There is positive discrimination, and there is negative discrimination.

Negative discrimination is using selection criteria that have no bearing on the role being selected for.  Some of that is catered for in legislation.  Much of it is personal and cultural bias

Positive discrimination is using the right criteria to discriminate between the right and the wrong person.

Psychometrics and Role Definition

So the starting point is always, to begin with, the right criteria or definition of the role.  If you define the role, it is easier to find someone to fill it.  Many psychometric systems have a tool to help you with this task.  An instrument that allows you to describe the ideal candidate in terms of behavioural traits is ideal.  It helps you overcome most of the difficulties of measuring these nebulous and qualitative traits.

These Role Definition tools allow the recruiter to canvas the views of the often many stakeholders in the role.  In particular the views of those participating in the selection process.  A primary source of error in selection comes from the differing expectations decision makers may hold about what makes the ideal candidate.

By defining the role in advance you will stand a better chance of having everyone sing from the same hymn sheet.

Behavioural traits are the key to successful discrimination since they are the valid and most accurate predictors of success.  Forget about traits like skin, hair or eye colour, gender, accent, education, college or home town, they tell you little of value at this stage. They are more reflective of personal and cultural bias than valid discrimination.

Limitations of the Face-to-Face Interview

In a face to face interview, one rarely has the time or skill to thoroughly probe a candidate’s behavioural traits.  Many useful questioning techniques can make our job a lot easier and more fruitful.  However, it takes a highly skilled and experienced interviewer to do it properly.  Skilled Interviewers are genuinely rare, despite what some people may claim.  But skilled Candidates are ten a penny.  Don’t be taken in without using an objective measure.

On the other hand, a psychometric assessment of a candidate will be validated during an interview by a trained and conscientious line manager looking to find the right person for their team.  A psychometric assessment can guide the interviewer to the core areas for investigation.  The right tool can highlight critical concerns and offer tips and guidance on how to prepare for the interview.

I used the word “conscientious” in describing a lesser skilled interviewer because a less careful interviewer will rely solely on the assessment.  They will only use the interview to gather supporting evidence and not probe for contrary evidence.

The Biggest Risk of using Psychometrics

We know from validity and reliability studies that the major psychometric tools are highly accurate both in reliability and predictability when applied correctly. However, there are always margins of error, and a good interviewer will always make sure that they are not missing a great candidate or hiring a weaker candidate because of these error margins.

A lot of the successes and failures in any selection process at the end of the day will come back to Interviewer Bias and Judgement and that often abused concept of “Gut Feel”. At the conclusion of any selection process, the final decision is always a human decision. I will address this issue in the next blog.

For an example of a highly reliable, valid and easy to use psychometric system, take a look at The McQuaig System in Ireland, we have a track record in Ireland going back just over 30 years.

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A Great Recruitment & Selection Process – Part 1

Recruitment roadmap

Recruitment & Selection is a bit like driving a car.  If you want to drive on the highway, you need to follow a set of rules.  If you want to drive off-road, you need the right machine.  You can be fast and nippy like a motorbike; you can be middle of the road in your coupé, or you can drive a tractor and enjoy the scenery.  But whichever route you choose, there are rules to follow.

What works and what doesn’t work in recruitment

Recruitment is an activity that feels right when you do it by the seat of your pants.  Being led by “gut-feel” seems reasonable.  Taking shortcuts saves a lot of hassle and time.  Ignoring the rules can feel like fun if you are that kind of person.  But the truth is that ignoring rules, taking shortcuts and relying on gut-feel, ends up with you hiring average or below average people.  This just isn’t good for business.

Back to the driving analogy.  When you set out in your car, or on foot,  you usually have a destination in mind.  Too often people think that a Job Title or even a Job Description is enough information to reach your goal.  However, these documents are far too vague.

If you are driving to Dublin, the job title will get you there.  A job description will guide you to the Northside or the Southside, it might even get you to the right Parish or exit from the M50.  But it won’t take you to your granny’s house where you know you can get the best home cooking.

Research has shown us that there is little in the Job Description that will predict success on the job.  Even a perfect match may be no better than average.  Every time I think of this the line “It ain’t what you do, it’s the way that you do it”, comes to mind.

Think about your successful hires, the top performers who have come through your recruitment activities in the past.  How many of them do you think of in terms of education, qualifications, training or even past achievements in earlier jobs?  How many of them are successful because of their accent or appearance.

A bit of the science of recruitment

Take a sheet of paper and list the things that you feel make your top performers stand out from your average performers.  You will find a lot of words in that list that describe behaviours.  Now you have done your own simple piece of research into the science behind successful hiring.

The science shows the following with Level 3 providing us with the highest success rate.

There are three levels of Assessment in recruitment


The findings also give us some valuable insights into why we so often fail.  We consistently ignore or do not probe the Level 3 factors because we find them challenging.  This is despite often knowing that Level 3 is the most important level to focus on.  Why?  Because is is difficult.  It is difficult because you may not know how to do it, or you may not practice your skills often enough.

With training and practice, you can enhance your ability to probe the predictive level three factor in every candidate.  You can also learn to use these skills in the everyday management of your team to gain a better understanding of your people.  This probing skill is one of the greatest Leadership Skills due to its ability to help you do a better job.


A better way to recruit

So the first steps to establishing a Healthy Recruitment & Selection Process is to know what you are looking for in the first place.  Shift your focus to the key success indicators and then lower your expectations on the trainable factors, because if you get the right person, it is easier to train them than to change them.

There is a bit more to that, but it isn’t hard to do.

The first stages of recruitment success.

So Stage 1 is to know what you are looking for so you can spot it when you see it.

Stage 2 is to learn to recognise a good candidate when you meet one.  Here you can use the Behavioural Questioning Techniques alluded to above.  Again it all sounds very hard and technical, but once you get the hang of it, it becomes second nature.  You begin to find new areas in your work and life where you can also use these techniques.

If you don’t like the intrusive or psycho sounding “Behavioural Interviewing Techniques” you can use the gentler sounding “Competency Based Interviewing.”  At the end of the day, they are essentially the same thing.

If you are comfortable with either technique, you can enhance your success rate further by adding a Personality Assessment to help you to focus on the core or critical behaviours.  Some tools will even give you the interview questions to ask to verify the accuracy of the assessment and the hidden nature of the candidate.

Indeed, some psychometric tools will also give you a specialised Job Profiling Questionnaire to make the first stage of your recruitment even easier.

There are some excellent reasons why you should use an objective measure in your selection processes.  The primary reason being that a good psychometric assessment can help you to question your own bias.  At the same time, the tool will help you to probe the candidate more deeply.

In my next post, I will explore the pros and cons of psychometrics in recruitment.  We will also explore some alternative techniques and technologies to improving hiring success rates.  In the meantime, if you want to fast-track your recruitment and selection success rate give us a call.

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When things go wrong, businesses fail

Succeed or fail, it comes down to the right people.

I heard an expression once; I don’t know where and I don’t know when.  But it always reminds me of why businesses fail.  It stuck in my head because it makes so much sense. “There is nowt so quare as folk.”  I’d imagine it comes from the North of England.  Maybe I heard it in that TV series, “Last of the Summer Wine.”

People are strange, unpredictable and in a world of technology and machines, people can just be downright unreliable.  But that is the beauty of the Human Being; we are magnificently diverse, irrational and almost unmanageable.

Of course, in the workplace, that can become just a bit scary for the managers.  It is that very diversity of human nature that makes the recruitment and selection of new employees such a critical activity for any organisation.

The truth is that you can’t run an above average business with below average people.  So if you want success, you try to hire the best.  You aim high.  When you don’t aim high; you are aiming for trouble.  Here is what you get if your hiring practices are weak, and your employee turnover is poor.


This issue is a big one if you fail to tackle it.  It can be difficult to quantify, but if you ask around you will find plenty of evidence to support our case.  If, and this is a big if, a proper Induction Process is followed, your new hire should not fail.  Your new hire should be almost ready to produce results for your business.

An unsuccessful new hire will continue to draw upon management and colleagues time as they struggle to come to terms with their new role.  This constant distraction reduces their manager’s and workmate’s productive time.

Errors, omissions and poor standards of performance can have a significant impact on productivity.  Reworking, replacing and otherwise making up for bad work is a complete waste of time.  This is compounded when the new hire fails to learn from their mistakes.

Morale & Motivation

If you work alongside a poor performing colleague, you will naturally want to assist them in doing a good job.  This desire to help is particularly common in the case of a new hire, or an existing employee going through a difficult patch or struggling with a new type of assignment.  We all need the help of a supportive team from time to time.  Nobody likes to see a colleague fail if they can help it.

However, when a new hire fails to get up to speed, despite your help.  Or a colleague’s difficulties have become an ongoing issue.  Your performing team members who are carrying the workload without additional reward, recognition or benefit, may stop trying.  Worse still, if management does not take action, they may let their performance drop, either subconsciously or in planned protest.

Where an organisation has a consistently weak hiring record and a high level of staff turnover, poor performance can become the norm, costing a business dearly.


If a customer is repeatedly on the receiving end of poor service or product quality, they will complain.  Complaints invariably end up on the shoulders of the under performing team.  The team already know the cause.  They may pick up the slack for a short time, but the problem will eventually resurface if management fails to tackle the underlying causes.

It is a well-established fact that bad news travels faster and further than good news.  When your customer makes a complaint, consider yourself lucky. Usually, they will only complain about your business to their friends and your competition as they move their business.

In some business sectors, these complaints can travel far and wide and may stop higher calibre candidates from applying to work in your organisation, adding to your problems.  Additionally, you may discover to your cost, that your better employees will readily move to a competitor with a stronger reputation.


If productivity, morale, motivation and reputation don’t particularly bother you, perhaps the financial implications might.  We have yet to see a report or research from any reputable source that suggests that there is any positive correlation between employee churn and profitability.

On the other hand, there is overwhelming evidence that excellence in recruiting correlates strongly with all the indicators of a top organisation, from productivity through creativity and innovation to market leadership and profitability.

However, there is one exception to that rule.  If you are in business selling generic low margin products to a consumer base who buy on price alone, then you can boost your margins with a high staff turnover rate.  However, you still need to hire the right people in the first place.

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Watch this space for some interesting and thought provoking posts!

Watch this space!

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The Interview

What is an Interview?

In my experience an interview is a conversation. In many cases it is a conversation with a purpose and in a small proportion of those the purpose actually makes sense.

I have witnessed some interviews where the conversation was nothing more than a casual chat about weather, sport and common interests with a lightweight discussion about a loosely defined job opportunity. You can see conversations like this every night in bars and lounges up and down the country. You should not see them in the meeting rooms of a professional business.

Sometimes the conversation has a more clearly defined purpose to explore or validate the interviewers bias and opinion and to impress the applicant with the sophistication and magnificence of the business and the top team.

Occasionally you will come across a well prepared interview with goals and objectives, where the interviewer clearly understands to key requirements of the job, where the interviewer has highlighted areas from the candidate’s past where an in-depth exploration of experiences and achievement can be conducted to ascertain the degree of fit with the job and their potential colleagues.

The prepared interviewer will have covered the previous four steps in the process and will be fully aware of how important this interview will be to the future success of the successful applicant and to the business.

The typical interview is in or around 50% successful in picking the right candidate. Half of the time, the wrong person will be chosen for the job. This is true for most organisations that do not invest in developing their recruitment and selection processes.

Even more worrying is that when mistakes are made, very few of them are corrected. A company would sooner lower their expectations, accept poor performance as standard or be happy with second best, rather than put the small effort required into raising the bar for their business.

The difference between top performing businesses and those who struggle is just a few percentage points, just as the difference between winning athletes and their followers may be only fractions of a second. It is by consistently being that few percentage points ahead in every sale and action involving a competitor that margins are built into a competitive advantage.

People make a difference; the right people make a big difference. Our business is about helping you to make that difference part of your competitive advantage.

Hire the Best. Manage the Best. Develop the Best. Become the Best.

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THG, Sagitas & McQuaig!

Arrow to the heart of the matter

THG Ireland continue to bring you the McQuaig System for Psychometric testing, but we are now introducing some other tools to help you in the recruitment process! We have partnered with Test Grid and Vieple, from Australia, to introduce these systems to Ireland:

Testgrid form

Test Grid, market leaders in psychometric testing and assessment.  We know how to tailor psychometric solutions to identify the best-fit candidates for client roles, and with our assistance, you too can achieve superior results!


Vieple form
Interview, while you sleep!

Video interviewing is the simplest and most efficient way for you and your organisation to conduct remote and first round interviews from anywhere in the world, 24 hours a day, 7 days a week.   Vieple allows you to quickly identify the right candidates and progress them to the next stage of the recruitment process.

Why don’t you give it a try yourself for free?