HR understands the landscape of assessments, including Due to lack of familiarity and comfort, what to use, when and how to use them, and how to formal assessments are avoided in favor of Assessment integrate assessments into the overall hiring process less valid alternatives Methods Assessments are closely related to important tasks and Assessments are used but do not show KSAOs that have been identified in a thorough job analysis obvious relevance to important job Assessments are developed or purchased on requirements documented evidence of reliability and validity for the job in Assessment methods are not validated, question even when the data are available Interviews are structured and ask candidates to provide Interviewing is done differently across the relevant examples of their experience and/or approach to organization in an unstructured format various job-related scenarios HR understands the various points at which employees enter The organization lacks an understanding of and exit the organization and can develop appropriate employee turnover and its consequences Workforce interventions to address problems (e.g., better onboarding to Solutions to workforce flow issues are Flow deter early turnover) based on anecdotal evidence and gut Data are used to understand patterns of workforce flow (e.g., feeling acquisitions, promotions, exit) and the costs of employee The main solution to a talent surplus is to turnover consider layoffs or downsizing The organization uses data and judgment to arrive at an acceptable level of employee turnover based on cost and other considerations Retention strategies are comprehensive and tied to strategic goals Workforce reductions are pursued as a last resort after considering less severe (but effective) alternatives The organization tracks multiple types of staffing data via Little attention is given to the picture” to “big standardized reports or dashboards understand the effectiveness of various Staffing HR routinely reviews staffing practices to determine staffing practices System effectiveness, efficiency, and costs The organization lacks sufficient data to Management Staffing programs are revised according to organizational evaluate staffing activity goals and strategies Staffing programs are revised to pursue the latest technology and tools rather than to best fit organizational goal
Assessment Methods HR understands the landscape of assessments, including what to use, when and how to use them, and how to integrate assessments into the overall hiring process Assessments are closely related to important tasks and KSAOs that have been identified in a thorough job analysis Assessments are developed or purchased on documented evidence of reliability and validity for the job in question Interviews are structured and ask candidates to provide examples of their experience and/or approach to various job-related scenarios Due to lack of familiarity and comfort, formal assessments are avoided in favor of less valid alternatives Assessments are used but do not show obvious relevance to important job requirements Assessment methods are not validated, even when the relevant data are available Interviewing is done differently across the organization in an unstructured format Workforce Flow HR understands the various points at which employees enter and exit the organization and can develop appropriate interventions to address problems (e.g., better onboarding to deter early turnover) Data are used to understand patterns of workforce flow (e.g., acquisitions, promotions, exit) and the costs of employee turnover The organization uses data and judgment to arrive at an acceptable level of employee turnover based on cost and other considerations Retention strategies are comprehensive and tied to strategic goals Workforce reductions are pursued as a last resort after considering less severe (but effective) alternatives The organization lacks an understanding of employee turnover and its consequences Solutions to workforce flow issues are based on anecdotal evidence and gut feeling The main solution to a talent surplus is to consider layoffs or downsizing Staffing System Management The organization tracks multiple types of staffing data via standardized reports or dashboards HR routinely reviews staffing practices to determine effectiveness, efficiency, and costs Staffing programs are revised according to organizational goals and strategies Little attention is given to the “big picture” to understand the effectiveness of various staffing practices The organization lacks sufficient data to evaluate staffing activity Staffing programs are revised to pursue the latest technology and tools rather than to best fit organizational goal