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Center for Applied Neuroscience 2002
PRISM SELECT ONLINETHE SUCCESSFUL RECRUITMENT FORMULA
If you were told your next major financial investment had a one-in-ten chance of succeeding, you would probably turn it down. If you were
offered four-in-ten odds for the success of a significant capital outlay, you would probably say no. And yet, a range of academic studies have
shown that those are exactly the odds for success you may be playing with when you use the traditional methods of recruiting people.
Many recruiters admit that they base a significant part of their recruitment decisions on interviews, yet in a University of Michigan study, 'The
Validity and Utility of Alternative Predictors of Job Performance , researchers analysed how well job interviews accurately predict success on
the job. They concluded:
Most people are still hired on the basis of their CV and an interview alone. Statistics prove that decisions based on interviews alone
are accurate only 14% of the time. That means we have the chance to be wrong 86% of the time in the hiring of top performing
individuals.
In other words the interview process alone only gets the recruitment recommendation right one out of seven times not a great average!
Moreover, according to Quintessential Careers, traditional hiring practices are only 10% predictive of a future employee's job performance.
A Changed Job Market
Its a sign of the economic times. Companies looking to hire often have a large field of candidates from which to choose, yet the market is
now flooded with job applicants, many of them desperate to get work doing something - anything - even if they arent remotely qualified.
That means a lot of extra work and added cost. Most businesses realise its just really too time consuming to look closely at everyones
application. The result? Recruiters dont have time to respond properly to most applications and organizations are looking to rewrite the
book on old-fashioned recruitment efforts to produce better results for less effort.
The upward trend in the number of job applicants is affecting both large and small businesses, sending them scrambling for new solutions tofinding the veritable needle in a haystack: the best candidate for the job. The question is: how?
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Job activities are the fundamental building blocks of business performance. Must-do activities have to be clearly identified in the job
description in order to ensure that employees are clear about what need to be done and that performance can be measured. It is important to
bear in mind that a good job description should, in reality, define the success formula for the job and the same degree of logic, rigour and
strategic thinking should be applied to recruitment decisions as to other business decisions.
Once you are clear about the job, the system identifies and measures the core behaviours, aptitudes and work environment preferences the
ideal candidate will need to possess. Then it calculates and prioritizes those factors and provides you with a job benchmark against which to
measure each candidate. By using PRISM Select Online, you can see at a glance where your candidate matches the job benchmark. If there
is a mismatch, you will easily identify whether the mismatch is significant - if it is in an area of crucial importance. The system will also
highlight how any mismatches will impact job performance and productivity. PRISM Select Online not only highlights those that are critical
for excellent performance, but also those traits that could, potentially, be counter-productive in the role. Having created a PRISM measurable
benchmark, it can be saved in the system so that applicants can be pre-screened against it.
The PRISM Successful Recruitment Formula is based
on data compiled from a variety of academic studies
which highlighted the significance of each phase of the
recruitment process, in the selection of people who will
become successful, competent, productive employees.
The studies showed that predictors of on-the-jobperformance increase as each of the factors listed
below is added:
Sources: The Psychological Bulletin Vol 96 No1, Michigan State University School of Business and Manchester University
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Let us now consider each of the six predictors listed above:
Eligibility Match(Interview, Background Checks & References, Skills & Abilities Testing)
The traditional approach to recruiting relates to factors such as CV, interview, references and skills assessments, and determines if a candidate
has the necessary education, skills and prior experience required to do the job to a high standard. Going through the process of defining
optimum eligibility is important. Normally, eligibility factors are defined in terms of minimum requirements - the must haves. However, a
much clearer picture of eligibility can be obtained by looking at both minimum required and ideal eligibility. This is must have and want
to have. For example, if two years is the minimum level of experience in a similar job, what is the ideal level of experience required? Twoyears is enough, but five years would be significantly better. A CV primarily addresses a persons eligibility and it is fairly easy from a resume
and interview to determine if an applicant has all the relevant levels of skill, education and experience for the job. For that reason, PRISM
Select Online does not focus on eligibility issues. Instead, it concentrates on those key issues that are all too often not taken into
consideration during the recruitment process. These are:
Suitability
Work AptitudeWork Environment match
Suitability Match(Job Benchmarking)
Is the degree to which a candidates natural behavioural preferences
are aligned with the requirements for high performance in the job.
For a candidate to move beyond mere capability to highperformance, he or she needs to be well-suited for the job: they
need the natural qualities that make them right for the job. It is
counterproductive for an individual to perform in a role that does
not match his or her behavioural preferences because, not only the
individuals level of enjoyment and job satisfaction decreases, but so
does job performance. When mandatory tasks make up more than
35% of a jobs responsibilities for which there is a poor fit, rolesatisfaction and performance will often suffer. Eligibility, in terms of
education, skills, knowledge, experience etc., indicates if the candidate is able to perform the role to a high standard. Suitability, in terms of
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behaviour preferences, indicates if the candidate is likely to perform the role to a high standard. Research has shown that when a person
enjoys more than 70% of his or her work activities they are three times more likely to succeed than those who do not.
Work Aptitude Match
Is designed to predict someone's potential to learn or acquire the skills to perform specific tasks. There are many factors to be considered
when designing a job specification,
but aptitude is one most often
overlooked. Although a candidatemay be able to do almost anything
they put their mind to, that doesnt
mean they will be able to do it to a
high standard. For example, the
individual who is good at working
with tools and machinery may not be
as successful in roles that require
them to be creative or artistic. Work
aptitudes help predict where that
natural affinity can best be applied.
One problem is that people often
confuse aptitude and skills. A skill is
the ability to perform a task.
Although a person can increase their
knowledge and skills througheducation and experience, their
innate aptitude is largely
unchangeable. It is also important to
bear in mind, that success in a career
is usually determined by more than one aptitude. For example, a person may happen to have a strong aptitude for working with the paper,
data processing and computer based aspects of work, but that person might also have a weak or low aptitude for conducting detailed
research and uncovering facts. This would probably indicate that they should think twice before deciding to apply for a job in accountancy.
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Work Environment Match
Is the extent to which an applicant will fit into or enjoy a particular work environment or organisation. As teamwork and group projects
become more common in the workplace, finding the right candidates to fit into corporate culture has become essential for success. Despite a
candidates promising skills and
experience, how can you tell if they
will be a good fit? Matching a
candidate to the requirements of the
job is one thing, finding someone
that can match the companys
culture can be an entirely separate
and distinctive consideration. For
example, a person who prefers to
work alone and to have sufficient
time to do his or her work to a high
standard will, almost certainly, not
enjoy or perform well in a busy teamenvironment in which there is
frequent change and tight deadlines
to be met. It is also important to
recognise that there are often sub-
cultures within organisations - the
work environment in a marketing
department can be very differentfrom the one in corporate finance.
Although research has clearly shown that job performance is definitely linked to job eligibility, suitability and aptitude, it has also been
demonstrated that if the person and environment fit, there is a significant increase in job performance, satisfaction and retention. PRISM
Select Online highlights those work environment factors that are likely to enhance a candidates performance and those that are likely to
inhibit his or her performance. A single green tick indicates that the environment is likely to enhance the candidates performance, whereas
two green ticks indicate that the environment is likely significantly to enhance the candidates performance. Conversely, a single red crossindicates that the environment is likely to inhibit the candidates performance, whereas two red crosses indicate that the environment is likely
significantly to inhibit the candidates performance.
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Career Development Needs
It is important to recognise, however, that even the best candidates will often require some additional development if they are to achieve
their full potential in a role. PRISM Select Online analyses each candidates assessment results against 26 key areas of work, ranging from
People Skills and Drive for results to Conscientiousness and Resilience. PRISM Select Online extracts the relevant range level required by the
job benchmark for each of these key
areas and matches the candidates
strengths against them. This report,
Career Development Analysishighlights potential development areas
that need to be explored to ensure that
candidates high potential is fully
exploited.
If you are considering a large number of
candidates for a vacancy, the system is a
great tool for side-by-side comparison of
applicants. PRISM Select Online has a
best fit facility which ranks candidates
in order of how well they match the
vacancy benchmark. It helps you to see
clearly key areas of match, so that you
can more easily decide which individual
is most suitable.
One of the most important things PRISM
Select Online offers is an unbiased
perspective. It provides you with facts, so
you do not get distracted by whether you like or dislike a candidate. PRISM Select Online will tell you whether the individuals key
characteristics are a match or a mismatch with your vacancy. The system points out strengths and challenges, things you need to consider if
you decide to employ this person. Getting this kind of objective third party input can be invaluable.
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Research has shown that top performers in specific jobs often share certain core behaviours, aptitudes and work environment preferences. We
also find they frequently have traits not found in middle or lower level performers. Our goal is to find the answers to two critical questions:
What traits do top performers in a particular job have in common?
What traits set top performers apart from others to make them unique?
Having your top performers undertake the PRISM Select Online is the first step.
Once your top performers have taken the assessment, you can start to understand their high performance blueprint. You can identify their
most prominent characteristics and see which ones are consistent from person to person. Maybe they only share one or two traits. Or
perhaps there are a number of qualities they have in common. Either way, you can pinpoint the type of individual you want to hire in the
future. You can then use this information to create job benchmarks with which you can compare your candidates.
In summary, PRISM Select Online can dramatically help improve the recruitment process for your business, improve staff quality and reduce
costs. Pre-screening assessments, such as PRISM Select-Online, have been proven to be up to 5 times more effective than traditional
selection techniques in the prediction of performance. In fact, one third of human resource managers recently surveyed by the American
Management Association were now incorporating pre-screening into their hiring decision-making process.
Sources:
Professor Mike Smith, University of Manchester;
John E. Hunter, Industrial Psychologist, Michigan State University, Testing as a Predictor of Training Success and Job Performance;
Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No. 1;Robert P. Tett, Douglas N. Jackson and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology, Michigan State
Universitys School of Business