As explored earlier in this series, the path to hiring the “right” candidate is not without pitfalls. Cognitive biases and unreliable hiring processes can make it difficult to accurately identify talent that aligns with both the role and organisation’s needs.

Although the impact of mis-hiring may be difficult to capture in full, research shows that its costs extend far beyond financial loss; mis-hires can undermine organisational performance, culture, and strategy.

Yet hiring the “right” talent does not need to be elusive. In this article, we build on research insights, and our 30 years of in-house expertise, to highlight three key recommendations for improving your hiring methods. These recommendations matter for any role you’re hiring for, and are especially critical when selecting leaders.

  1. Assess what the role calls for

In organisational psychology, decades of research identify work analysis as critical to hiring well and ensuring a strong match between the role, team, and strategic goals. Work analysis goes beyond writing a job description: it is a systematic approach to understanding a role through three components: 1) the requirements of the work itself (e.g., tasks, responsibilities), 2) the requirements of the worker (e.g., knowledge, skills), and 3) the context in which the work takes place (e.g., team dynamics, physical environment). This ensures that any selection method used later is grounded in what the role actually demands.

  1. Stop relying on unstructured interviews

As we explored in our last article, unstructured interviews leave room for bias to creep into the hiring process and ultimately risks mis-hiring. When interviewers decide what to ask on the spot, and interpret responses in different ways, the information gathered becomes inconsistent and difficult to compare across candidates. Indeed, the research shows that unstructured interviews are poor predictors of job performance. This makes them a weak foundation for fair and evidence-based hiring decisions.

  1. Use assessment centres

Assessment centres (ACs) remain a widely used method for gathering rich, job-relevant information for both selection and development, supported by over 70 years of research. In an AC, candidates take part in work-simulation exercises, such as role plays, group discussions, and presentations, designed to mirror the tasks and challenges they would encounter on the job.

A critical factor, however, is the design of the AC. Well-designed centres help ensure the process is fair, consistent, and grounded in observable behaviour. This means developing ACs in line with up-to-date research methods and training assessors to evaluate candidates accurately.

This article concludes our series on how to hire well and avoid the missteps that often arise in the selection process.

If you are considering where to begin, we can help you explore how a research-driven approach to selection may support your organisation’s needs. We’ve guided organisations across sectors on building effective, fair, and evidence-based hiring processes. Our work includes developing innovative, evidence-based ACs and tailored selection processes aligned with role and organisational requirements.

Hiring well doesn’t rely on luck or intuition, it stems from robust selection processes. Whether you’re finetuning interview questions, developing an AC, or considering the value of work analysis, we can help you navigate the options and build a path forward that fits your organisation’s needs. Feel free to reach out to us to learn more.

References

Haimann, A. (2020). How to design a better hiring process. Harvard Business Review. https://hbr.org/2020/06/how-to-design-a-better-hiring-process

Jackson, D. J. R., Blair, M. D., & Ingold, P. V. (2024). Assessment centers: Reflections, developments, and empirical insights. Industrial and Organizational Psychology, 17(2), 149–153. https://doi.org/10.1017/iop.2024.8

Kausel, E. E., Culbertson, S. S., & Madrid, H. P. (2016). Overconfidence in personnel selection: When and why unstructured interview information can hurt hiring decisions. Organizational Behavior and Human Decision Processes, 137, 27-44.

Lievens, F. (2009). Assessment centres: A tale about dimensions, exercises, and dancing bears. European Journal of Work and Organizational Psychology, 18(1), 102-121.

Morgeson, F. P., & Dierdorff, E. C. (2011). Work analysis: From technique to theory.

Stevens, C. K. (2012). Structure Interviews to Recruit and Hire the Best People. In Handbook of Principles of Organizational Behavior, E.A. Locke (Ed.). https://doi.org/10.1002/9781119206422.ch3