A1: An uncommon problem is to make sure the candidate’s resume is under 8MB as that is the limit for our system to parse the resume. This can sometimes occur when the candidate includes high resolution headshots, etc.
No. These optional questions are in place to protect employers from legal action. They allow us to thoroughly prove that the assessments are unbiased and allow for equal opportunity in candidate consideration.
To push to the job boards in our selection for free you do not need an account. Paid/sponsored options on job boards would need to have an account to use.
No, we don’t have a feature to delete candidates. This is for your protection as federal laws require employers to retain solicited applicant resumes for up to 3 years depending on your state. Also, if you were to accidentally delete an awesome candidate, you’d be unable to get them back.
We don’t allow to delete job posts, as we’re keeping all of your candidates housed inside of them.
However you can move job posts to “Archived.” This way, if you’re hiring for that position again, you can simply unarchive the job post and have all of your data retained there. You’ll also have all of the candidates that had applied in the past that you could potentially reach out to.
Our behavioral assessments will tell you who will do best on what job. They don’t measure ability to do a specific job (we have skill and knowledge tests for that) but the desire to do a job after the honeymoon period (one to six months) is over. The desire and willingness to do a job plays an important role in the success. For example, let’s say we hire a person to sell who does not feel comfortable making phone calls, speaking up and being sociable. That person is likely to procrastinate in making calls, become reluctant to close deals and become busy doing non-productive actions like spending too much time organizing lists of people to call. And worst of all, will have very little creativity in thinking up ways to be successful at that job.
The assessments also measure how well the candidate will fit into your organization. This is important considering most people are fired or quit over the non-work performance issues. People with major integrity/attitude problems can cause harassment problems, union agitation and when fired may even try to get revenge in one of many ways. But the far bigger problem with poor attitude employees is the subtle way they negatively affect others productivity and morale. Most managers are not aware of the total negative impact of a poor attitude employee—until the person leaves. From the client feedback who hired people who scored low on attitude had a common theme. Those people either quit, mutually quit, fired, ego problems and were immature to name some of the common comments.
We would never recommend giving out the results of an assessment to candidates no matter how much they ask.
If you do, they can argue over the results. This is because of their own denial or their own lack of understanding of what the results mean or to attempt to manipulate you. In any case, it will not be worth the hassle.
You can use these preemployment assessments on anyone who can read English even if English is their second language. If you are not sure, the assessments will tell if the person can read well enough for a reliable result. At the end of this manual you will see a full list of common job titles and our recommendation of assessments and tests for each one.
When an applicant tries to put their best foot forward and “cheat,” the Assessment exposes that attempt using the two traits, Personal Honesty and Assessment Honesty as well as the consistency read out and other indicators. The computer is programmed to automatically adjust candidates’ scores downward to make up for the exaggeration.
However, when they go beyond the typical tendency to put their best foot forward, the Personal Honesty and Assessment Honesty traits will show that exaggeration and indicate to you the reliability of the results which in most cases is lower (from 90% to 75% reliability in worst cases). If they fail the word test as well, the results are not reliable.
The behavioral traits measure what people feel comfortable doing or uncomfortable doing and very basic internal drives. Except for the questions covered in the competency chapter, the behavioral traits do not measure ability. However, what a person feels comfortable doing contributes to success on the job. For example, if people feel comfortable about talking and calling people on the phone, they will usually do better as salespeople than people who prefer not to talk and are uncomfortable making phone calls.
We should point out that anyone with ability may be able to do a job for a few months successfully but if that job is not comfortable the person will quit or just do less and less of the most important functions and more and more of what is unimportant to that job.
Each trait measures a very specific part of a person’s make up. One trait may only be a small percentage of the person’s whole make up. However, the traits used on these assessments cover the most important ones in business. The traits may appear at first glance to be similar to each other but they are not, they are quite different from each other. For example, a client of mine once said he felt a manager with a high score on the “calling comfort” trait did well in his manufacturing plant because he was not afraid of calling internal people about job status. Well, this is not exactly what the trait measures but when you put several traits together like assertive, talking, warm and social and calling comfort you will get a feel for how comfortable a manager will feel about calling and talking to people internally, especially about tough issues like poor performance.
Our assessments have been used by large and small businesses alike! They are applicable to any company that are using people to do a job. They can be use across any industry, for any position you have have available.
Speak with one of our customer service reps today about what assessments are right for you!
Call (833) 332-8378 or send us an email at Info@thehiretalent.com