Some clinical leadership positions are hard to fill. When faced with a shortage of applicants, employers often wrestle with a secondary dilemma – whether or not the cost of an in-depth assessment can be justified? Or whether a ‘quicker’ solution, such as the panel interview, is more appropriate? In some cases this is to assess as few as one or two applicants.
Research provides some compelling evidence to support the use of the in-depth assessment, particularly for senior clinical roles, where recruiting for the right values and leadership behaviours is vital to the NHS change agenda.
The in-depth approach involves the use of a blend of assessment instruments, carefully selected to measure key skills and attributes required for the job. For example, a personality assessment to ascertain how the individual is likely to work with others; an assessment of an individual’s leadership skills and the values that underpin them; or possibly a problem solving exercise coupled with a presentation to ‘stakeholders,’ as a way of measuring the applicant’s skills in communication, problem solving and influencing. These are all then pulled together and linked to the values and/or culture of the organisation.
Using a blend of assessment techniques brings with it benefits that far outweigh the panel interview alone.
A typical in-depth approach (often referred to as an assessment centre) involves anything from one or more candidates observed by trained assessors. At the end assessors share their observations and agree on evaluations. A written report is produced for each applicant outlining strengths and development needs and suitability for the job. The process can also include an interview that is used to verify the results and give feedback to the applicant before the report is compiled. The in-depth assessment is generally used as the final stage of the selection process, the panel interview.
Benefits of the in-depth assessment approach
Robust, reliable and defensible
• Perhaps the most important feature of the in-depth method is that it relates not to current job performance but to future performance. By observing how an applicant performs on a range of assessments and challenges related to the job, assessors get a valid picture of how that person would perform in the target position.
• The approach enables assessors to collect a breadth and dep
th of information about what the applicant can do, as well as what they say they can do. This is especially useful when assessing, for example, clinicians who aspire to leadership positions but presently hold positions that do not give them an opportunity to exhibit leadership related behaviours.
• Because the approach is based on objective assessment against key job criteria it is generally accepted as a fair method of selection, providing equal opportunities for all candidates and selecting on merit. The approach can therefore complement an organisation’s diversity agenda.
• The approach gives the applicant a better insight into the role.
• Like the panel interview, several assessors have input into selection decisions, which limits any personal bias.
• Because the approach offers a thorough, in-depth assessment: most candidates, even if rejected after a selection process, feel that they have had a fair chance to show what they can do.
Cost efficient
• The cost of the in-depth approach is usually cheaper compared with the potential cost of multiple recruitment phases and the cost of recruitment errors, particularly for senior roles.
• The output of the process- a written report for each candidate provides verified in-depth information and guidance for the final interview panel; as a result interviewers are able to focus on the areas most critical for further exploration, ultimately saving valuable time.
Demonstration of organisational values
• By including an assessment of values, the in-depth approach can help you articulate and reinforce organisational values.
• Since the publication of the first Francis report employers in the NHS have been taking action to effect change locally; the in-depth assessment approach to recruitment, with the inclusion of a values based assessment, demonstrates commitment to the mandate.
• The rigorous assessment approach shows that the organisation is serious about its recruitment processes.
Dearden Search and Selection specialises in supporting NHS organisations select the most talented leaders. If you would like to discuss how to ensure your process is robust, reliable, cost effective and demonstrates your organisational values, contact us on sarah.banton@deardensearchselect.co.uk or 01404 814248
About the author – Satnam Sangha
SATNAM SANGHA, C. PSYCHOL.
Satnam recently joined us as an Associate, specialising in leadership assessment.
She is a Chartered Occupational Psychologist and brings with her over fifteen years of experience in delivering change interventions to a wide range of organisations including many public, private and not-for-profit organisations.
Specialising in leadership development, Satnam has extensive experience of assessing capability and providing one to one coaching and customised development programmes.
She is particularly passionate about evidence-based interventions and using data to evaluate impact.
Prior to becoming an Occupational Psychologist, Satnam worked as a Research and Mental Health Psychologist. As a Researcher she was employed by Sandwell NHS Trust to conduct a major study into ‘The Needs of People with Learning Disabilities’. Her role as a Mental Health Psychologist for Airedale NHS Trust involved assessing, diagnosing and counselling people with mental health problems.