When you hire someone, you want to be sure that they'll do well in their new role. You invest too much time and money to end up with someone who can’t fulfill their responsibilities. But you can’t rely on first impressions or feelings of rapport to identify A-players. Instead, you should use several data points to support your hiring decisions. That’s where cognitive reports and behavioral assessments come in. We’ll share why and how you should use them in tandem when you evaluate candidates.
Before we go any further, let’s define cognitive ability. Cognitive ability is what your brain is capable of doing. It’s the taking in, organizing, processing, and applying of information. You see it in action when you:
While this ability gets partially determined by genetics and can be influenced by outside circumstances, like injury or illness, it can be developed and refined over time. You can improve your cognitive functioning by practicing self-care, reducing stress, and doing activities that exercise your brain, like reading or completing puzzles.
Cognitive ability plays a significant role in determining whether someone will succeed or fail in their position. If the capacity is there, the employee can complete their work effectively and make valuable contributions to the company. It’s also an indication of the candidate’s ability to learn, adapt, and grow. But, if the cognitive ability isn’t high, they may struggle, feel overwhelmed, and likely will not be as productive nor pick up new concepts quickly.
The good news? You can prevent that unfortunate scenario by incorporating a cognitive assessment into your hiring and promotions process for necessary roles.
A cognitive report will tell you if a potential candidate has the cognitive ability to fulfill the responsibilities of a given position. The report should describe their capacity to:
Once you have the assessment results, you can decide if the candidate can handle the position as advertised.
Behavioral assessments also take a deep dive into each candidate’s brain. But, instead of illustrating their aptitude, they reveal their tendencies, preferences, traits, and motivations. The assessment should answer whether a candidate:
With the results in hand, you can determine if their personality would be an asset or a hindrance to them in the target role.
You understandably want to make your hiring process as simple (and cost-conscious) as possible, so including multiple assessments might seem counter-intuitive. But, we invite you to think a little longer-term. Matching the right candidate with the right position will have major benefits, including reducing costs related to turnover, hiring, and unmotivated staff.
Putting the insight from these assessments together gives you a complete picture of the potential team member. You’ll know what their brain is capable of — and how they tend to work. That knowledge can help you make the right hiring decision the first time and manage the new hire effectively once they’re on board, saving you untold dollars, hours, and aggravation.
While you may be convinced that you should give these assessments to job candidates, you likely have no idea where to start. That’s where we come in. We’ve developed a cognitive assessment and a behavioral assessment that are proven to provide the information you need to make wise hiring and management decisions.
Our assessments are simple, and candidates can complete both of them in less than 30 minutes. You’ll receive instant results, so you don’t have to delay your hiring process. If you’d like additional insights, our analysts are available to provide verbal consultations as well.
Want to learn more? Contact us today!
Your hiring process is the gatekeeper for your organization. It lets in top talent and blocks out less-than-ideal candidates. But, you must have the right components in place for it to work properly. Scientific and objective measures like cognitive and behavioral assessments can strengthen your hiring process so that only the best-suited professionals make it into your organization.
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