While people have come into the profession at different times and on different roads, recruitment & selection means for us the challenge and excitement of bringing skilled candidates together with employers.
Nowadays, there are uncountable ways to write a resume that contains virtually the same experience. Candidates also have multiple versions of their resumes in which they hide some types of information and show others, depending on the job they are applying for or even the company to which they are applying. Also, job titles can significantly vary from one company to another.
More than these, sometimes, selecting is really a visceral reaction. “Are these persons' competencies and behaviors consistent with what I am looking for? "What is behind the image of the selected candidates? Do I think these persons will fit in and contribute?
Humans are far too susceptible to errors in judgment- so, we cannot rely on gut instinct alone to inform our advises on who to hire. Consequently, we use scientific selection tools and practices, that hold promise and can drive real returns on investment outside of the fairly narrow scope they’ve been assigned. But how we can use these technologies to our advantage to aid in selecting the best candidates and making more informed hiring decisions?
Despite our best efforts to make profiles skills-based, we are usually still comparing apples to oranges. In the interview process, probing questions lead us to answers that often surprise us. Experiences or unknown skills emerge during this process that set one candidate above the rest. This cannot be driven by science or automation: this is pure human interaction at work.
As recruiters and selectors, we must execute a complicated two-way sale involving the candidate and the employer. We carefully evaluate the candidate and the position to ensure that the fit makes sense. Success requires from our consultants excellent sales abilities, strong ethics, good judgment and business savvy.