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54 Point Benchmarking Checklist

ARS has developed a 54 point benchmarking checklist based on the ARS 9 Stage, 3-Dimensional recruitment process so that you can benchmark your existing systems and those of your external consultants.

1. Comprehensive Assignment Specification
Ensuring that you have specified, in the following detail, what you want and need before time and money is committed to recruitment:

The Company
1.1 Company Profile And Culture - as they relate to the position

The Position
1.2 Primary Responsibilities - tasks and accountabilities
1.3 Key Performance Indicators - how success will be measured
1.4 Organisational Relationships - how position relates to others

The Person
1.5 Key Competencies - first 2 dimensions of skills & experiences
1.6 Behavioural Needs - 3rd dimension of behavioural workstyle

The Candidate Opportunity
1.7 Career Potential - new skills and available progression
1.8 Salary Package - salary research to determine appropriate salary package

The Timing Plan
1.9 Schedule Of Key Events - availability of key people for interviews etc.

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2. Advertising & Search
Ensuring you have reached as many top performers as possible to become applicants for the position.

The Advertisement
2.1 High Impact Ads - prepared by experts trained in ad writing
2.2 Selection Of Correct Media - using experts trained in media placements
2.3 Anonymity for Employer in Advertising - for stronger response
2.4 Multiple Response Mechanisms - making it easy to respond
2.5 Person To Apply To - immediate answers available to candidates

The Search Assignment
2.6 Research To Identify Qualified Candidates - by dedicated researchers
2.7 Third Party Approach to Candidates - by personnel trained in search
2.8 Qualifying The Candidates - to maximise efficiency

3. Structured Telephone Interviewing
Immediate consideration of all candidates, objective creation of a linguist for interview and identification of top candidates so that their interest can be kept hot.

The Structured Telephone Interview
3.1 Structured Questions - evidence of skills, experience and behaviour
3.2 Objective Evaluation - weighted scoring of each competency
3.3 Objective Linguist - based on objective evaluation, not gut feel or voice!
3.4 Top Performers Not Lost - draws in those not resume ready

Fast Tracking The Exceptional Candidates
3.4 Identifying Top Applicants - early visibility and contact with the best
3.5 Interviewing Top Applicants - within week 1, to make the offer quickly
3.6 Selling To Top Candidates - to maintain interest vs other opportunities

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4. Structured Interviewing
Candidates interviewed using structured interview techniques, probing each competency requirement of the position using behaviourally based questions.

The Structured Interview
4.1 Determine Individual's Relevant Competencies - structured questions
4.2 Specific Achievements - what have they done, not where have they been
4.3 Objective Comparisons - of skills and experiences and fit with job
4.4 Confirm Key Data - dates, positions, qualifications and leaving reasons
4.5 Objective Shortlist - based on above comprehensive information only
4.6 Comprehensive Briefing Of Candidates - to avoid later crossed purposes

5. Behavioural & Reasoning Assessments
These processes are an essential element of ensuring that the shortlisted candidates have the preferred behavioural characteristics which will support them delivering you the results you are seeking from the recruitment.

Behavioural Assessments
5.1 Behavioural Needs Statement - A clear behavioural workstyle template
5.2 Preferred Workstyle - candidates assessed against behavioural template
5.3 Use Business Oriented Assessments - no psychological jargon
5.4 3-Dimensional Interviews - skills, experience and behaviour assessed

Reasoning Assessments
5.5 Reasoning & Other Tests - Using appropriate reasoning and other tests

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6. Summarise All The Evidence
Ensuring that you recruit a person who can perform well in the position. This will facilitate effective interviews and a better selection outcome.

Comprehensive Shortlist Report
6.1 The Assignment Specification - Still the final template for selection
6.2 Candidate Skills & Experiences - written comparison of meeting needs
6.3 Candidate Preferred Workstyle - compared to job needs
6.4 Clear View Of Critical Areas - probe all the critical requirements

A Sounding Board
6.5 Involve Other People - 2 heads are better than 1 in avoiding risks

7. Structured Reference Checking
Going beyond the candidate and your own knowledge to gain an understanding of the match between the candidate's attributes and the requirements of the position. It is a most fundamental element in the process.

The Reference Checking Process
7.1 Use A Structured Format- covering all the issues you want to raise.
7.2 Identify Appropriate Referees - those who can confirm critical issues
7.3 Candidate Skills & Experiences - specific confirmation of skills etc.
7.4 Candidate Achievements - establish exact role in their achievements
7.5 Candidate Preferred Workstyle - confirm their behavioural workstyle.
7.6 Candidates Work History - history, dates, duties, reasons for leaving.
7.7 Check Qualifications - All stated qualifications should be checked

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8. Managing The Offer
Between 10-20% of the candidates finally selected do not join the employers who have selected them. This often leads to starting again and having to commit the resources again.

Managing The Recruitment And Offer Purpose
8.1 Fast Track The Selection Process - by project managing the recruitment
8.2 Use Consultants As Advocates - independent party to progress the offer
8.3 Beware The Counter Offer - this is the primary area of rejected offers
8.4 Keep Top Candidate Informed - protect your time/resource investment

9. Facilitating The Performance
It requires an active process of induction and counseling to ensure that your new appointed quickly delivers top performance.

Managing And Motivating Your New Recruit
9.1 Behavioural Advice On How To Manage - to achieve the best results
9.2 Utilise The Selection Process Information - institute training or support
9.3 Utilise The Behavioural Assessments - help in managing the individual

Keep the Consultant In Touch
9.4 The Consultant As An Early Warning - of any issues which develop

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