RECRUITMENT   INTERVIEW   ON-BOARDING   DDI 

Thailand - Three in four organisations in Thailand say they are now in a "focused hiring" mode. However, more than half of survey respondents feel that their selection processes still needs improvement.

In a latest survey conducted among 50 Bangkok-based organisations by DDI, it found that 72% of companies are now in a "focused hiring" mode, while 7% are still on a hiring freeze. Only 8% of companies say they have ramped up hiring.

In addition, more than half of companies felt their selection processes needed improvement, especially when it comes to analyzing data from candidates.

Suchada Chuensuksawadi, general manager of DDI Thailand says that he still sees a big gap with the processes and practices needed to ensure effective selection when it comes to decisions made around internal promotions and transfers, job assignments, and identifying high potentials.

Based on DDI’s research and experience working with organizations worldwide, companies can improve their selection process through seven best practices:

A systematic approach to talent selection: Only 45% felt they were strong in approaching selection systematically, with the appropriate processes in place, involving the right people, and aligned with business objectives. 

Clear definition of what you’re looking for: 57% felt that they needed to have better defined role requirements. “If you don’t know what you’re looking for, you’ll never find it,” says Suchada Chuensuksawadi.

Focus on what candidates can and want to do: Motivational fit is the “will do” of a candidate to determine whether there is a match between what the person likes and what is available in the job and the organisation to keep him or her satisfied and motivated—which of course impacts retention. One out of two felt they need to consider motivational fit.

Carefully planned and executed interviews: The practice is so common that many organisations and interviewers take it for granted. Often enough, interviewers often come unprepared or turn candidates off with unprofessional behavior. They make decisions based on “gut instinct” rather than relevant data and many waste time asking inappropriate and irrelevant questions. The local poll showed that 62% of HR professionals in Thailand felt that they needed to improve planning and conducting interviews.

A rigorous process to analyze selection data: 66% of those polled said this is a gap in their selection process. Data integration—the process of getting interviewers to share information and evaluate candidates based on all available data and not just their own—is a powerful quality control process to control biases and stereotypes, maintain hiring standards, and ensure fair and accurate selection.

Selling the organisation to the candidate: Interviewers want to “buy” the right kind of talent for the organisation—someone who will be a top performer and stay with the organisation. The interviewer also wants to “sell” and make the job and organisation desirable so that the right person will accept the job offer. 66% of those polled said they are able to effectively sell the organisation to candidates.

Setting the new hire up for success: Once a decision is made to hire or promote the individual, the immediate manager needs to take an active role in ensuring that the new team member gets off to a strong start by helping him or her develop confidence. Early efforts in on-boarding go a long way toward determining whether the individual becomes proficient quickly or becomes another turnover statistic. “An excellent way to build confidence is to share information from the selection process on the person’s first day on the new job, if possible,” suggests Suchada Chuensuksawadi. “The manager can use selection data to emphasize strengths, to reinforce why he/she was selected, and also to start planning for development. The information from the selection decision can be leveraged to create a development plan—so that development supports your selection decision, not substitute for it. Let’s be realistic: all the training and development in the world won’t fix a wrong hire or a poor promotion decision.”

 

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