Include HR in Employee Assessment and Selection

CU360
August 6, 2009 | COMMENTS

One of the dramatic results of the current economic situation is that many executives have to reorganize and restructure their workforces, often with little notice or planning. Unfortunately, in the ensuing shuffle, potential talent can be mismanaged or lost, notes the American Society for Training and Development's T&D magazine. In fact, many senior leaders are confused about how to best navigate their crews through this difficult and foggy atmosphere.

A staggering 90% of business leaders admit they're uncertain about whether objective evaluation criteria exist for the top performers within their organizations, according to a report from Profiles International, a provider of employee evaluation and HR management tools.

How well a worker fits a job should be based on how well top performers in that job fit given criteria. If these criteria remain unmeasured, then talent selections are based on “gut feelings” rather than quantifiable metrics.

“Some organizations just haven't bought into the concept of understanding what makes performers successful,” Dario Priolo, managing director of the Profiles International Research Institute, tells T&D. “Others have bought into it, but haven't come up with the proper tools to get it done.”

The survey pool consisted of 785 business leaders—about half of whom were directors, vice presidents, or senior executives within their companies, while almost a third were managers. According to the report:

• Seventy-six percent said they're uncertain about how each job within their organization supports the company's key objectives.
• Another 76% are uncertain that they apply a consistent selection process to all job candidates.
• Seventy-three percent said they are unsure if all the relevant players are involved in employment decisions.

Due to the current dire economic situation, regardless of what information executives may or may not have, they often act in the interest of doing something rather than nothing. But hasty steps can lead to serious and lasting trouble.

“Leaders are making decisions based on emotions rather than facts,” says Priolo. This behavior could expose businesses to lawsuits when it appears they aren't treating people fairly, and it could lead to negative publicity.

HR departments should be given more credibility and responsibility as a facilitator between different levels of management, suggests Priolo. Often, for example, senior executives are disconnected from information possessed by frontline managers, such as knowledge about the strengths and qualities of star performers.

HR can be a linking point and act to bring groups together when workers are being assessed or new candidates are being interviewed. Metrics should also be established that hold all groups accountable for their scope of knowledge about their employees.

The most important priority for companies, according to Priolo, should be to use a consistent selection process to prevent any legal problems. Like any effective business method, it should be executed using due diligence and a combination of tools, metrics, and controls.