Inclusive HR: from bias-free job postings to diverse leadership

biasvrije vacatureteksten

Our previous blog discussed reducing unconscious biases when drafting inclusive job postings. This is an essential first step to increasing diversity in your organization. However, inclusive HR goes beyond just recruiting new employees. From recruitment and selection to leadership development and performance management, you can contribute to a culture of diversity and inclusion (DI) in […]

Want long-term growth? Go for inclusivity.

Want to grow long-term

Why do men (still) earn more than women? Why does Eveline find a job faster than Fatima? Why does Gerrit (61) always lose out to Thomas or Sanne (32). Or is Mădălina not offered her assessment in her native language? As DE&I policies begin to gain traction, these practices still hurt your eyes. “Inclusion creates […]

Does top talent pass you by?

Does top talent pass you by

Recruitment organizations cannot sit back and choose the best from an ample supply. No way! More than ever, they need to actively market to entice candidates. How do you build a recruitment organization?

Two opportunities for recruitment and selection during Corona crisis.

Two opportunities for recruitment and selection during Corona

The Corona crises produce much discomfort, many concerns as well. But it also offers new insights and opportunities. Less traffic and cleaner air, for example. Also opportunities for recruitment and selection. In this blog I give you two concrete opportunities that can be realized quickly.

Candidate experience and good selection

Candidate experience and good selection

In a time of labor market scarcity, the candidate experience is of great importance, right? All barriers a candidate encounters on his/her journey should be removed, right? Or do we strike out? And does the quality you hire decrease? If you fear that, there is good news: Quality selection and candidate experience go hand in […]

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Evidence-based Selection Methods.

This fact sheet provides an overview of the most commonly used (psychological) selection methods, both classical and modern. The figures are based on meta-analyses and dominant scientific literature.

Method Predictive validity (r) Typical reliability
Cognitive ability (GMA test) .51 High (.85-.95)
Work test .54 High
(inter-rater ≥.70)
Structured interview .51 Medium-high (.60-.75)
Unstructured interview .18-.38 Low-medium (.40-.55)
Integrity test .41 High (α ≥.80)
Conscientiousness (Big Five) .31 Medium-high (α ~.75-.85)
Job knowledge test .48 High (≥.80)
Years of service .18 Not applicable
Video/asynchronous interview (incl. AI) .30-.40 Good at structuring; algorithmically variable
Machine learning / algorithmic models .20-.50 Depends on dataset; generalizability limited
Serious games / game-based work samples .35-.50 High on objective metrics
Social media screening .00-.20 Low and variable

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