Effort-based shortlisting
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There’s hard evidence that most shortlisting methods have an impact on people from non-traditional backgrounds.
This week we tackle a new way to approach shortlisting of both graduates (recruited externally) and high potentials (recruited internally). In our experience, ‘effort-based shortlisting’ can have a positive impact on both diversity and social mobility.
Graduates
In selecting externals onto a graduate scheme, an example was working with Thomson Reuters to create ‘effort-based shortlisting’, based on a work sample of the job they were applying for. Previously, shortlisting was done by telephone interview with managers or recruitment agencies, based around getting examples of general competencies. The problem was that this took a lot of manager time, and wasn’t completely effective in shortlisting candidates for the Assessment Centre. We wanted a very consistent approach that delivered high quality candidates, and ensured that diversity and social mobility were encouraged. The focus should be on what graduates could do, and the effort they put in.
We developed work samples that replicated work graduates would be expected to do. Each required about an hour of effort based on data given, but also the option of internet research. They had to produce an end result, e.g. a short report or presentation. We gave guidelines on what a good analytical report/sales presentation would look like. The telephone interview was now on how they had tackled the business problem, and why they came to the result they did – and the learning from doing the work and getting feedback. We consciously hoped to discourage graduates who were just making ‘scattergun’ generic applications to any and all jobs. And in fact fewer people made an application (reducing screening time), with those who did saying that they liked being able to show what they could do, as opposed to ‘jumping through a hoop’ of a competency interview.
Asking graduates to make an effort and talk about how they approached a piece of work is likely to create a level playing field and help people from diverse backgrounds to show what they can do. Talking through their approach at telephone interview and presenting at AC controls cheating!
Effort-based shortlisting is an idea that could allow people with 2:2s to show their calibre too. For example, a retail operation could ask people to identify two comparable stores near them, and write a short report on the strengths and weaknesses of each based on their personal customer experience.
High Potentials
And how does this apply to selecting high potentials? The people you want in your fast track scheme should show drive and commitment to learning. You can ask anyone with a good performance rating and ambition to contribute more to self-nominate. The next stage would be to set up a series of small hurdles where they have to put in effort. This might include watching an internet recording on self-driven development, access to tools that help them seek feedback on strengths and weaknesses, the need to write a 1-page report – for example, on a mistake they’ve made that they learned from, or on a business improvement they’ve driven through. By watching how people attack their own self-development, you can pick out the people who will make best use of your high potential scheme.
Takeaway
“People say that Opportunity knocks but once. This isn’t true. Opportunity spends most of her time thundering on the door – the trouble is, she likes to go around disguised as Hard Work.”
Can you use effort-based shortlisting to invest more in the people who will really make use of your investment?
Contact info@talentandpotential.com to learn more about getting a bigger outcome from your spend on top talent investment.