HR & Recruitment

 2mo

How does a bad job interview impact an organisation?


A poorly devised interview policy doesn't just affect potential jobseekers, in fact it can reverberate through a company impacting everyone.

When we think of a bad job interview the majority of us likely think almost exclusively of how it affected the potential candidate, with little thought given to how it impacts the wider organisation.

But research shows that a bad experience during the... interviewing or hiring process can negatively affect not just the person who didn't get the gig, but also the employees and leadership who are tied to that company. So, in what ways can a badly run interview harm an organisation?

Drains the pool

Job interviews as a high pressure situation can be anxiety inducing, leading to a range of physical and emotional symptoms in the candidate. For that reason, even a highly qualified professional, who is prepared and more than ready to take on the job, can perform poorly.

A company that hasn't quite cracked the code on interview best practice runs the risk of losing out on talented candidates as it may fail to recognise how the interview process is influencing the applicant, effectively draining the talent pool. Employers should ensure that the interview process gives candidates an opportunity to showcase their skills and touch on the topics most relevant to the role.

Word travels

Even before the internet became a vehicle through which every Tom, Dick and Harry could express their opinions, a business could be irreparably damaged by enough bad reviews spread via word of mouth. The internet however, has made this an even bigger issue and companies that fail to implement proper policies around how they interview risks developing a bad reputation.

Not only will a negative impression deter qualified applicants and future investors, it could also result in current employees choosing to work elsewhere and compel them to effectively spread the idea that the organisation is not well run. In a world where reputation is everything, companies have an obligation to ensure that they are walking the walk and talking the talk, for themselves, their employees and the job applicants that come through their doors.

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If an employer is worried that they are going to make the wrong decision during the hiring process and have to deal with problems down the line, they may feel compelled to make the interview process short and sweet with a limited pool of applicants who end up being a bad fit. Alternatively they may have a process that is far too long and therefore deter continued engagement on behalf of the candidate.

That's a long way of saying that poorly run interview processes can financially cost an organisation and may drain other resources, impacting employees and the wider company. By devising a plan that adequately makes use of necessary resources, organisations can develop a strategy that ensures no one's time, money or other resources are being wasted.

Not to mention, if the job applicant process does take too much time, or if a poor hire leaves and there is a vacancy once again, then it's possible that tasks are being delegated to a workforce that is already operating at capacity, increasing the potential for reduced quality and even missed deadlines and opportunities.

Harms morale

Jumping off on that point about overworking staff or impacting the employee experience, if the workforce begins to feel the effects of the job hiring process, in a way that reflects negatively on leadership, then it may cause a lowering of productivity and morale, as well as a loss of faith in how the organisation is run.

Job satisfaction and company culture can greatly impact how an employee engages with their organisation and if they feel as though company leaders are dropping the ball then it could result in a surge of quiet quitters.

With that in mind, employers should develop hiring strategies and policies that take every factor into consideration, so it is a useful, productive and positive experience for everyone. Meaning, the candidate, current employees and those in leadership positions. more
2   

HR & Recruitment

 1w

Professional Skills: A Detailed Overview


Professional skills refer to the abilities and qualities that an individual needs to possess in order to perform well in a particular job or career. These skills can be broadly categorized into two main types: hard skills and soft skills. Hard skills, also known as technical skills, are specialized knowledge and abilities related to a particular profession or industry. On the other hand, soft... skills are universal abilities that apply across various professions, such as communication, teamwork, and leadership. In the process of career development, individuals need to possess both relevant hard skills and develop and enhance their soft skills to grow and succeed in the workplace.

Here, we provide a detailed analysis of both hard skills and soft skills, discussing their importance in career development.

1. Hard Skills (Technical Skills)

Hard skills are specialized knowledge and abilities related to a specific profession or industry. These skills are typically acquired through education, training, and practice and can often be proven through exams or practical tests. Hard skills are usually highly technical and specific, varying across different industries and job roles.

1.1 Technical Skills

Technical skills are a key component of hard skills, usually involving mastery of specialized knowledge and operational abilities in a particular field. For example, software development, machinery operation, data analysis, and medical diagnosis are all typical examples of technical skills.

In the IT industry, programming skills are fundamental and the most important. Proficiency in common programming languages such as Java, Python, C++, and others is essential for software developers to build and maintain various software applications. In the engineering sector, mechanical operation skills are particularly important, including the use and maintenance of machinery and control over production processes. For data analysts, mastering tools and technologies like Excel, R, and Python is crucial for performing data analysis and making data-driven decisions.

1.2 Operational Skills

Operational skills refer to the ability to proficiently use various tools, devices, and software to carry out tasks. These skills are essential for improving work efficiency and ensuring the quality of output. Operational skills are often developed through practice in a specific work environment, with proficiency improving through continuous learning and experience accumulation.

For instance, designers need to be proficient in using design software such as Adobe Photoshop and Illustrator for various graphic design tasks, web design, and visual creativity. Accountants, on the other hand, must be skilled in using Excel and other office software, applying formulas and data analysis tools to prepare financial reports and analyses. Mechanical engineers need to be familiar with and capable of operating various mechanical tools and equipment to achieve efficient production tasks.

1.3 Professional Knowledge

Professional knowledge refers to the theoretical understanding and practical experience required in a specific field. Every profession -- whether in law, medicine, finance, or engineering -- has its unique body of professional knowledge. Only by acquiring solid professional knowledge can one stand out in their industry and become an expert in their field.

For example, a lawyer needs to have a deep understanding of legal texts and relevant judicial interpretations to offer legal consultations and representation. A doctor requires knowledge of medical theory and clinical experience to diagnose and treat illnesses. In the financial sector, professionals must possess knowledge of financial management and investment analysis to offer financial planning and investment advice.

1.4 Language Skills

With the advancement of globalization, language skills have become an essential hard skill for many professions. This is particularly true in industries that are highly internationalized, such as foreign trade, multinational corporations, and translation. Mastering one or more foreign languages has become a necessary skill for such positions.

For job seekers with strong foreign language skills, they can communicate fluently with overseas clients and participate in multinational projects, international market expansion, and more. English, being the most widely used global language, is a basic requirement for almost all positions in foreign companies. Additionally, learning a second foreign language, such as Spanish, French, or German, can further enhance one's competitiveness in international companies.

1.5 Other Professional Skills

In addition to the technical skills mentioned above, there are also other profession-specific skills. For instance, a chef must master cooking techniques and ingredient combinations; an artist must possess painting, music, or other artistic skills; an athlete must have strong sports abilities and physical fitness.

These skills are typically honed through extensive training and practice. While they may not be as critical as technical or operational skills in some industries, they remain essential for those working in related professions.

2. Soft Skills (Universal Skills)

Unlike hard skills, soft skills are universal abilities applicable to various professions and industries. Soft skills are often related to emotional intelligence, interpersonal relationships, teamwork, time management, and other aspects of personal development. No matter what industry or job one works in, possessing good soft skills significantly enhances one's work performance and career growth.

2.1 Communication Skills

Communication skills are one of the most fundamental and crucial soft skills. Regardless of the profession, communication with colleagues, clients, and leaders is essential. Good communication skills are not just about being clear in expression but also about effectively listening to others, adapting communication styles according to the audience, and facilitating mutual understanding.

In the workplace, strong communication skills enable individuals to better convey their ideas and perspectives, avoid misunderstandings, and resolve conflicts. Additionally, effective communication fosters better cooperation between team members, enhancing overall team performance and efficiency.

2.2 Interpersonal Skills

Interpersonal skills refer to the ability to establish and maintain good relationships with others. This skill encompasses understanding others' emotions, respecting differing opinions, and managing interpersonal conflicts. People with strong interpersonal skills in the workplace are able to build harmonious relationships, making it easier for them to achieve their goals.

For example, when collaborating across departments, the ability to establish good working relationships and promptly resolve issues is key to enhancing work efficiency. Individuals with strong interpersonal skills tend to gain the trust of colleagues and clients more easily, which in turn helps promote career development.

2.3 Teamwork Skills

In the modern workplace, teamwork is a necessary skill across nearly all industries and job roles. Teamwork involves not only working together but also playing an active role within the team, coordinating relationships among team members, and achieving team objectives collectively.

Successful teamwork requires individuals to be able to support each other, share responsibility, and solve conflicts. By working closely with others, sharing knowledge and resources, and collaborating efficiently, teams can enhance productivity and achieve better results.

2.4 Problem-Solving Skills

Problem-solving skills refer to the ability to quickly analyze the root causes of challenges or difficulties, propose effective solutions, and implement them successfully. Whether in daily work or complex project management, problem-solving is an essential skill in the workplace.

This ability typically improves through continuous practice and reflection. People with strong problem-solving skills are able to find breakthroughs in various challenges, reducing friction and obstacles in the workplace.

2.5 Leadership Skills

Leadership skills refer to the ability to guide and lead others toward achieving shared goals. Leadership is not just about managing teams; it also includes motivation, guidance, decision-making, and other capabilities. Leaders are able to effectively mobilize their team members and drive them toward the common goal.

In any industry or job, situations requiring leadership skills can arise. Whether as a project leader or a team member, individuals with leadership skills can often play crucial roles during critical moments, leading their teams to success.

2.6 Time Management Skills

Time management refers to the ability to plan and allocate time efficiently to ensure that tasks are completed on time and executed effectively. Good time management not only improves work efficiency but also helps individuals maintain a healthy balance between work and personal life.

People with strong time management skills are better equipped to handle heavy workloads and work pressure, avoiding procrastination and stress, and maintaining high productivity levels. By managing time effectively, individuals can optimize their performance and career growth.

2.7 Critical Thinking Skills

Critical thinking skills involve the ability to think independently, analyze problems, and make well-reasoned judgments. Critical thinking requires individuals to objectively analyze information and approach issues from multiple angles, generating innovative solutions.

In complex work environments, critical thinking helps individuals identify potential problems and propose improvements. People with strong critical thinking skills are less likely to follow trends blindly and can make more rational, well-supported decisions.

2.8 Adaptability

Adaptability refers to the ability to quickly adjust to new environments, tasks, and challenges. As careers progress, workplace environments and requirements may change, and individuals with strong adaptability are better equipped to handle these changes, maintaining their professional competitiveness.

People with strong adaptability are typically able to integrate quickly into new teams, adopt new work methods, and master new job requirements. This ability helps them continually optimize their performance in a dynamic and evolving workplace environment.

2.9 Learning Ability

Learning ability refers to the capacity to continuously improve oneself by acquiring new knowledge and skills. In today's rapidly changing world, all professions require individuals to keep learning and improving. Learning ability not only involves mastering new skills but also entails exploring new fields, embracing new challenges, and planning for long-term career development.

People with strong learning abilities are usually able to quickly grasp the latest industry trends and apply new knowledge and skills to solve real-world problems. This ability enables them to adapt to career transitions and realign their career paths effectively.

2.10 Innovation Skills

Innovation skills refer to the ability to generate new ideas, create new models, and transform those ideas into actionable results. Innovation is not limited to the technology sector; it is a crucial factor for driving progress and enhancing competitiveness in any industry or role.

In daily work, individuals with innovation skills often identify inefficiencies in workflows and propose improvements. They are also able to solve problems that traditional methods cannot address. People with innovation skills help drive the continuous growth of a company or team and allow organizations to stand out in a competitive market.

3. The Synergy Between Hard Skills and Soft Skills

Although hard skills and soft skills belong to different areas, they complement each other in career development. Hard skills focus more on an individual's technical competence and knowledge in a specific field, while soft skills emphasize interpersonal interaction, teamwork, problem-solving, and other abilities.

For example, an excellent programmer needs to master programming languages, algorithms, and data structures as hard skills. However, only with strong communication, teamwork, and problem-solving skills can they effectively collaborate with other team members, quickly identify and address problems, and manage project timelines and resources.

On the other hand, while soft skills are critical for career success, without solid hard skills, it is difficult to gain recognition and opportunities in the workplace. In other words, a manager without technical expertise, even if they possess strong communication and leadership skills, will struggle to establish themselves in the industry. Therefore, the combination of hard and soft skills is the key to workplace success.

4. How to Improve Professional Skills

4.1 Continuous Learning

Both hard and soft skills require continuous learning to improve. For hard skills, one can attend training courses, obtain industry certifications, and learn from experts in the field to constantly update and strengthen professional knowledge. To improve soft skills, individuals can read relevant books, attend communication and leadership training, and engage in team projects to improve interpersonal and management abilities.

4.2 Practical Experience

In career development, practical experience is often the best way to enhance skills. By participating in projects, handling tasks, and solving real problems, individuals can continually refine their hard and soft skills. When faced with practical challenges, they can integrate theory and practice, which helps improve their abilities.

4.3 Feedback and Reflection

Seeking feedback from colleagues, supervisors, or industry experts helps individuals identify areas of improvement. Through reflection and summarizing experiences, individuals can recognize their strengths and areas for improvement, allowing them to address weaknesses and continue growing.

4.4 Developing Cross-Disciplinary Skills

Modern careers are becoming increasingly diverse, and many positions require employees to possess cross-disciplinary skills. For instance, technical professionals need not only programming skills but also communication and teamwork abilities, while marketing professionals need not only an understanding of market trends but also data analysis skills. Cultivating cross-disciplinary skills can make individuals more competitive in their careers.

4.5 Setting Career Goals

Setting clear career goals is crucial for improving professional skills. Clear goals help individuals focus on specific areas for skill development and evaluate progress. By setting small, achievable goals and working toward them gradually, individuals can stay motivated and steadily improve their overall capabilities.

5. Conclusion

Professional skills are indispensable in an individual's career development. They encompass not only hard skills related to one's professional field but also soft skills that involve interacting, communicating, and leading others. Career success is often the result of a combination of both hard and soft skills. In a rapidly changing workplace, individuals must continually improve their professional skills to meet market demands, stay competitive, and achieve career goals.

Everyone should recognize that hard and soft skills are interdependent and mutually reinforcing. Only when both are effectively combined can one achieve true success in the workplace. Through continuous learning, practice, and reflection, we can constantly improve our skills, embrace greater challenges, and reach higher goals in our careers. more
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HR & Recruitment

 2w

AI hiring favors women over equally qualified men, study finds


As artificial intelligence takes on a bigger role in corporate hiring -- with many companies touting its impartiality -- one researcher's findings suggest the technology may be more biased than humans, and is alread favoring women over equally qualified men.

David Rozado, an associate professor at the New Zealand Institute of Skills and Technology and a well-known AI researcher, tested 22 large... language models (LLMs) -- including popular, consumer-facing apps like ChatGPT, Gemini, and Grok -- using pairs of identical résumés that differed only by gendered names. His findings revealed that every single LLM was more likely to select the female-named candidate over the equally qualified male candidate.

"This pattern may reflect complex interactions between model pre-training corpora, annotation processes during preference tuning, or even system-level guardrails for production deployments," Rozado told Newsweek.

"But the exact source of the behavior is currently unclear."

Rozado's findings reveal not just that AI models tend to favor women for jobs over men, but also how nuanced and pervasive those biases can be. Across more than 30,000 simulated hiring decisions, female-named candidates were chosen 56.9 percent of the time -- a statistically significant deviation from gender neutrality, which would have resulted in a 50-50 split.

When an explicit gender field was added to a CV -- a practice common in countries like Germany and Japan -- the preference for women became even stronger. Rozado warned that although the disparities were relatively modest, they could accumulate over time and unfairly disadvantage male candidates.

"These tendencies persisted regardless of model size or the amount of compute leveraged," Rozado noted. "This strongly suggests that model bias in the context of hiring decisions is not determined by the size of the model or the amount of 'reasoning' employed. The problem is systemic."

The models also exhibited other quirks. Many showed a slight preference for candidates who included preferred pronouns. Adding terms such as "she/her" or "he/him" to a CV slightly increased a candidate's chances of being selected.

"My experimental design ensured that candidate qualifications were distributed equally across genders, so ideally, there would be no systematic difference in selection rates. However, the results indicate that LLMs may sometimes make hiring decisions based on factors unrelated to candidate qualifications, such as gender or the position of the candidates in the prompt," he said.

Rozado, who is also a regular collaborator with the Manhattan Institute, a conservative think tank, emphasized that the biggest takeaway is that LLMs, like human decision-makers, can sometimes rely on irrelevant features when the task is overdetermined and/or underdetermined.

"Over many decisions, even small disparities can accumulate and impact the overall fairness of a process," he said.

However, Rozado also acknowledged a key limitation of his study: it used synthetic CVs and job descriptions rather than real-world applications, which may not fully capture the complexity and nuance of authentic résumés. Additionally, because all CVs were closely matched in qualifications to isolate gender effects, the findings may not reflect how AI behaves when candidates' skills vary more widely.

"It is important to interpret these results carefully. The intention is not to overstate the magnitude of harm, but rather to highlight the need for careful evaluation and mitigation of any bias in automated decision tools," Rozado added.

Even as researchers debate the biases in AI systems, many employers have already embraced the technology to streamline hiring. A New York Times report this month described how AI-powered interviewer bots now speak directly with candidates, asking questions and even simulating human pauses and filler words.

Jennifer Dunn, a marketing professional in San Antonio, said her AI interview with a chatbot named Alex "felt hollow" and she ended it early. "It isn't something that feels real to me," she told the Times. Another applicant, Emily Robertson-Yeingst, wondered if her AI interview was just being used to train the underlying LLM: "It starts to make you wonder, was I just some sort of experiment?"

Still, some organizations defend the use of AI recruiters as both efficient and scalable, especially in a world where the ease of online job-searching means open positions often field hundreds if not thousands of applicants. Propel Impact told the Times their AI interviews enabled them to screen 500 applicants this year -- more than triple what they managed previously.

Rozado, however, warned that the very features companies find appealing -- speed and efficiency -- can mask underlying vulnerabilities. "Over many decisions, even small disparities can accumulate and impact the overall fairness of a process," he said. "Similarly, the finding that being listed first in the prompt increases the likelihood of selection underscores the importance of not trusting AI blindly."

Not all research points to the same gender dynamic Rozado identified. A Brookings Institution study this year found that, in some tests, men were actually favored over women in 51.9 percent of cases, while racial bias strongly favored white-associated names over Black-associated names. Brookings' analysis stressed that intersectional identities, such as being both Black and male, often led to the greatest disadvantages.

Rozado and the Brookings team agree, however, that AI hiring systems are not ready to operate autonomously in high-stakes situations. Both recommend robust audits, transparency, and clear regulatory standards to minimize unintended discrimination.

"Given current evidence of bias and unpredictability, I believe LLMs should not be used in high-stakes contexts like hiring, unless their outputs have been rigorously evaluated for fairness and reliability," Rozado said.

"It is essential that organizations validate and audit AI tools carefully, particularly for applications with significant real-world impact." more
3   

HR & Recruitment

 1w

Rethinking Rewards: Managers Prioritize Recognition Over Promotions


In the evolving world of employee management, a quiet revolution is underway. Managers are discovering that traditional ladders of advancement -- climbing through promotions -- aren't always the golden ticket to retention and satisfaction. Instead, workers crave deeper forms of recognition that affirm their value without necessarily altering their titles or pay grades. This shift, highlighted in a... recent Fast Company article, underscores how feeling "seen and valued" can eclipse the allure of hierarchical jumps, especially in a post-pandemic era where burnout and disengagement loom large.

Drawing from surveys and expert insights, the piece argues that simple acts like personalized feedback or public acknowledgment can foster loyalty more effectively than sporadic promotions. For instance, employees often report higher engagement when leaders invest time in understanding their unique contributions, rather than defaulting to title changes that might not align with personal goals. This resonates amid broader trends where career development emphasizes skill-building and purpose over rank.

Redefining Recognition in Modern Workplaces

As organizations grapple with talent shortages, data from sources like the Carrier Management report reveals that career development opportunities now top the list for influencing engagement and retention. Yet, the focus isn't on promotions; it's on holistic growth. Gallagher's 2024 U.S. Career Wellbeing Report, cited in that analysis, notes that only 35% of employers have ramped up efforts in this area, often prioritizing physical or financial wellness instead. This mismatch leaves room for innovative strategies, such as mentorship programs that build skills without the pressure of upward mobility.

Industry insiders point out that in 2025, with AI reshaping roles, employees prefer flexible paths like lateral moves or project-based learning. A Harvard Business Review piece on work trends predicts that evolving manager roles will center on facilitating these non-traditional trajectories, addressing talent risks by emphasizing knowledge management and collaboration over conventional hierarchies.

The Role of Emotional Investment

Recent posts on X echo this sentiment, with users highlighting how ambitious bosses who prioritize personal evolution -- much like investor Ray Dalio's principles of machine-like improvement in organizations -- drive better outcomes. One viral thread notes that employees value leaders who encourage independent thinking and skill refinement, leading to exponential returns in productivity without relying on promotions.

Meanwhile, news from Human Resources Online warns of demographic shifts and tech accelerations demanding reskilling over status quo contentment. Leaders must prepare for disruptors like talent retention by fostering environments where growth feels organic, not forced through titles. Central Retail's strategy, as detailed in another Human Resources Online feature, exemplifies this by centering employee experience on listening and trust, resulting in internal talent growth and reduced turnover.

Strategies for Implementation

To operationalize these insights, companies are turning to platforms that enhance employee experience, as explored in a UC Today analysis. Tools integrating AI for personalized development paths are gaining traction, helping HR teams track engagement beyond promotion metrics. In mergers and acquisitions, where retention falters, prioritizing engagement -- as per a KESQ report from WorkTango -- smooths transitions by making staff feel integral, not interchangeable.

Experts from Great Place To Work advise watching for trends like remote tech and evolving skills, urging leaders to identify comparative advantages in non-promotional development. This approach not only mitigates risks but builds resilient teams.

Challenges and Future Outlook

However, implementation isn't without hurdles. Managers must evolve from overseers to coaches, a challenge outlined in Gartner's predictions via the Harvard Business Review. Resistance to change can stem from outdated metrics that favor promotions, yet data shows that visible career development -- sans titles -- curbs newcomer attrition, as noted in recent X discussions from analytics firms like Revelio Labs.

Looking ahead, the IMD blog on future work trends suggests that by 2025, businesses embracing disruption through skill-focused strategies will lead. Similarly, AIHR's take on HR trends emphasizes innovative tactics for success, weaving in employee preferences for growth opportunities over perks.

In essence, as workplaces adapt, the true power lies in valuing contributions through meaningful, promotion-agnostic means. This not only retains talent but cultivates a culture where personal and organizational evolution align seamlessly, promising a more engaged workforce for years to come. more

HR & Recruitment

 1mo

The Interview That Changed Everything


Let me take you back to an interview we had -- not long ago -- with a candidate whose résumé was an actual masterpiece.

MIT grad, five languages, built half the tools your team probably uses.

But somewhere between, "Tell us about your last team project," and "How do you handle feedback?" we realized... something was off.

No eye contact. No energy. The moment we brought up clients or... communication, the vibe dipped like a bad internet connection.

We didn't hire him.

It wasn't about skills. It was about fit.

And more importantly -- it was about people.

At Einfratech Systems, we love a well-structured function as much as the next dev team. But if there's one thing we've learned over the last few years, it's this:

You can train a person to write better code.

You can't train them to care.

And no, we don't mean "care" in a fluffy, poster-on-the-wall way.

We mean: show up for your team. Handle hard conversations without dodging.

Keep the project moving even when the goalpost shifts.

That's what we mean when we say soft skills.

And in today's world of hybrid everything, they're not optional anymore.

Two years ago, we staffed a client's product rebuild.

Tensions ran high. The architecture was chaotic, timelines unrealistic, and the Slack threads?

Let's just say they weren't exactly friendly.

And yet -- one of our junior devs, Saira, quietly took it upon herself to check in with the project lead.

Reframed every confusing requirement into English.

Even wrote a "translation doc" for the offshore team. She never asked for recognition.

But she made the entire project work.

That's soft skill magic. And that's what we hire for now.

If you're someone who's great at translating tech speak into people speak, you're already ahead.

For us at Einfratech Systems, it's reshaped everything -- from our interview templates to who joins final-round panels.

Tech changes fast.

Every month, there's a new language, framework, or AI tool promising to "replace developers."

But no tool replaces trust.

Or tone.

Or knowing when to be quiet and just listen.

Want to share your experience with soft skills in tech? Let's talk in the comments. more
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  • Rose Fountain

    5
    1mo

    There is a difference between gen. z. and gen. xx. Although I understand it. It seems you know much more. I am some what isolated and alienated... from much of this. I feel I am included because of what I have in our community. Myself ,family , friends have been involved in community teams as well as orgs.thats why I understand. Your problem compares in what I am experiencing. Blockage. If you study a computer program and can't complete with an understanding. Blockage. Make sense. And I am not even caught up on Al. Although attending an event help to know and understand.  more

    1

HR & Recruitment

 1mo

Candidate Screening Vs. Candidate Assessment: What's The Difference?


Hiring the right person takes more than skimming résumés. To truly find the best fit, recruiters use two powerful tools: candidate screening and candidate assessment.

Although they sound similar, they play very different roles. Screening helps you move fast -- filtering out the obvious no's. Assessments dig deeper, revealing who's actually got the skills, mindset, and potential to thrive in... specific roles, in your organization.

In this blog post, we'll break down what they are, their differences, when to use each one, and how ScoreApp makes it easier to develop a successful hiring strategy.

Candidate screening is the first filter in your hiring funnel. It's where you quickly assess whether someone meets the basic requirements for the role before you invest more time.

Think of it as a fast, efficient way to separate the 'maybes' from the definite 'no's.'

It's not about making a final decision. It's about spotting red flags early so you can focus your energy on the people most likely to shine.

Screening is the way to eliminate candidates who don't have the qualifications, experience, or other essentials for your role. That might be the right level of education certification, whether that's high school level or a master's degree.

But there can be other crucial factors such as having current formal security checks, like the UK's Disclosure and Barring Service (DBS) check, which is a requirement for working with children and other vulnerable groups.

There's no one-size-fits-all to a successful screening process. But it starts with the legal and culture must-haves for your organization and the specific job role you're trying to fill. Then you start the elimination process for candidates who don't meet these non-negotiables.

These are some key points to help you streamline the screening portion of your hiring process.

Screening is great for speed and efficiency -- but it has its blind spots. Here's why:

Because it often relies on CVs, cover letters, and quick checks, it can:

That's why screening should be just one step in your hiring process, not the only step to interview. To truly understand candidate potential, you need tools that go deeper.

Candidate assessment takes things a step further than screening. It's a data-driven way to evaluate how well someone can actually do the job, not just how well they present themselves on paper.

While screening is a filter for those that definitely don't match, assessments go beyond the surface to help you understand each candidate's skills, mindset, and how they're likely to perform in the real world.

Great recruitment assessments go beyond gut instinct. They use a range of tools to give you a fuller picture, including:

Assessments are most valuable when:

Recruitment assessments give you the confidence of specific data for accurately comparing candidates and hiring the right people.

Candidate assessments offer rich insights that give you a more rounded picture of your potential new employees. But they're not 100% foolproof.

Here's where they can fall short:

Used well, assessments add invaluable depth to your hiring decisions. But it's easy to make mistakes with recruitment assessments, and they work best when combined with real conversation, context, and human judgment.

When it comes to hiring, screening and assessment serve two very different purposes. But both are essential.

Here's how they compare.

It's not a 'screening or assessment' situation. Alongside interviews, they're both tools you should combine in the right configuration for your hiring strategy.

Hiring the right person shouldn't come down to 'vibes.' ScoreApp makes it easy to assess candidates in a way that's smart, scalable, and tailored to your business.

ScoreApp gives you the clarity and confidence to hire better, faster. For data-driven hiring decisions, ScoreApp helps you create effective assessments tailored to your company needs.

Try ScoreApp today to create smarter hiring assessments and attract the best talent. more
1   

HR & Recruitment

 2mo

Employees assigned more complex projects early in their work history had better outcomes later in their careers


Study highlights pivotal role of early assignments in career development

Employees' early work experiences in an organization can significantly affect their socialization. Much of the research on this topic has documented how certain organization-wide practices succeed or fail in making newcomers so-called good citizens, but little is known about how different early experiences lead to varied... socialization outcomes. In a new study, researchers examined the impact of early project team assignments on newcomers' career kickoffs. They found that those assigned to more complex projects during this phase had better outcomes later in their careers.

The study, by researchers at Carnegie Mellon University and the University of Kentucky, appears in Academy of Management Journal.

"It is critical to explore organizational socialization practices that simultaneously support newcomers' on-the-job learning and drive their status attainment, and to identify the conditions under which these practices yield optimal outcomes," explains David Krackhardt, professor of organizations at Carnegie Mellon's Heinz College, who coauthored the study. "This is especially important in the dynamic and rapidly evolving high-tech industry, where early career experiences can have a profound and enduring impact on employees' future performance and career progression, and the value they bring to their organizations."

New hires are a growing part of many organizations' workforce: Nearly a quarter of U.S. workers have been with their employer for less than a year, according to the U.S. Bureau of Labor Statistics. The initial phase of an employee's tenure is crucial because has the potential to exert far-reaching effects on careers over the long term.

In this study, researchers used longitudinal archival data from a private high-tech Chinese company focused on the research, development, and commercialization of new products in the space industry. Between January 2020 and December 2022, the firm randomly assigned more than 500 employees to projects during their first two years on the job.

The study sought to answer three questions: What features of on-the- job experiences generate early career benefits for newcomers? Through what mechanisms do these benefits occur? Who is best positioned to capitalize on these experiences?

New employees who were assigned to more complex projects obtained more professional certifications, reported higher levels of learning, and appeared more frequently in the company's newsletters than did new employees assigned to less complex projects, the study found. These outcomes were associated with higher promotion rates, increased monetary rewards, and better supervisor evaluations.

The study also found that previous experience in a similar industry amplified the positive effects of project complexity on employees' learning and status attainment. Researchers concluded that these two aspects of socialization -- learning and status achievement -- were fundamentally independent of one another.

"Our study is the first to consider status attainment as a key indicator of successful socialization by examining how on-the-job experiences during the entry period influence newcomers' integration into an organization's informal status hierarchy," says Nynke Niezink, assistant professor of statistics and data science at Carnegie Mellon and an affiliated member of the faculty of Heinz college, who coauthored the study. "Our findings underscore the pivotal role of early assignments in shaping newcomers' career development."

"Being assigned to projects with high coordination and component complexity gives newcomers substantial learning and status benefits, which subsequently unfold as advantages to promotion and performance," adds Shihan Li, assistant professor of management at the University of Kentucky's Gatton College of Business and Economics, who led the study. "And prior accumulated human capital plays a crucial role in enabling newcomers to effectively capitalize on their assignments to complex projects."

Among the study's limitations, the authors note that their measures of status may not fully capture the nuances that exist in all firms. In addition, they did not consider such factors as intrinsic motivation and a sense of meaningfulness in work. more

HR & Recruitment

 2mo

Ghostworking: 92% Of Employees Job Search On Company Time


The trend of ghostworking -- pretending to work while doing little to no meaningful work--isn't a new phenomenon. It has been a tactic for employees to react to demands imposed on them from management or the result of their desperation to prove they're working for fear of losing their jobs. It used to be called productivity theater or quiet quitting. Now, ghostworking has taken on a whole new... dimension--not just fake working but job hunting when on the clock.

Ghostworking is a sign of the growing mistrust and tug-of-war between employers and employees, as both sides display under-the-radar tactics. Since the pandemic, employers have been engaging in certain types of quiet maneuvering like "quiet cutting" and employee surveillance to assuage the needs of business and stabilize their workforce.

Employees, under pressure to perform and "prove" they're working, have retaliated with quiet workaround tactics of their own such as mouse shuffling, "coffee badging" and "quiet vacationing." A new study reveals that ghostworkers are adding insult to injury, not only pretending to work but job hunting on company time.

Resume Now's latest Ghostworking Report indicates a growing productivity crisis of employees faking productivity and even job searching instead of working. The survey was conducted with 1,127 American workers on February 25, 2025. Participants were asked about their time-wasting habits, workplace distractions and the frequency of procrastination at work.

As companies explore ways to prevent killers of productivity, researchers insist that data from this study suggests time-wasting is about the pressure to appear busy. Employees have developed creative strategies to maintain the illusion of productivity, even as many report wasting more time while working remotely than in the office.

The findings reveal that 58% of workers admit they regularly pretend to work and 34% do so occasionally -- often due to pressure to appear busy rather than actually being productive. The survey listed the common strategies employees use to create the illusion of productivity at work:

The researchers explain that these behaviors are the result of a widespread disconnect between expectations and engagement. The study reveals that, when you think the divide couldn't get any worse, shocking numbers of employees confess that they job search when they're supposed to be working.

Perhaps the most shocking survey findings are what ghostworkers are doing to kill time. A whopping 92% admit that they have job-searched during work hours, 55% have regularly searched for a new job while on the clock and 37% have occasionally searched for a new job during work hours.

The most common bold job-hunting move is the 24% of ghostworkers who use company time to edit resumes. Another 23% confess to applying for jobs using work computers, 20% admit to taking recruiter calls from the office and 19% say they have sneaked out for an interview.

Keith Spencer, career expert at Resume Now, sees ghostworking as a symptom of poor communication and burnout. "Many employees feel pressure to appear busy rather than actually being productive," he says. "Rather than focusing on monitoring, companies should explore why employees feel the need to fake productivity and consider addressing underlying issues like unproductive meetings and communication gaps."

On the surface, the profile of all ghostworking looks the same. But it's important that employers exercise caution in judging employee motives without knowing the whole story. A deeper look unearths a variety of factors that can lead workers to check out and not measure up to their potential.

Don't judge a book by its cover. The first step employers can take is to distinguish between ghostworkers who are dragging their feet and doing the bare minimum for the wrong reasons and an A-team worker who is engaged, doing the best but burning out. Or a disheartened employee, overlooked for a promotion, but has been committed to the company. It's important to heck in with employees on a regular basis in a non- threatening way and engage employees in a two-way conversation about their emotional state and individual goals that indicate you care and appreciate them.

Give employees a seat at the table. Let them know you see and hear them. Connect with individual workers on a regular basis so they feel valued and appreciated. Open and honest conversations with staff about expectations can make employees feel like they have a vested interest in the company.

Celebrate and acknowledge workers. Most surveys show that the number one quality employees want above all others is feeling valued and appreciated by their company. Create employee appreciation initiatives so team members feel celebrated and acknowledged for their hard work.

Offering growth opportunities for advancement is the ticket to company loyalty. Workers want to know that their company values their development, wants to see them meet their full potential and is willing to support their training, mentoring and coaching.

The Resume Now survey asked employees whether monitoring employee activity would increase productivity, and 69% answer they would be more productive if their employer monitored their screen time, 19% say monitoring would not change their work habits, 10% say they would just find other ways to take breaks and three percent say it wouldn't matter because they already stay focused.

The larger, more significant view, however, is building employer-employee trust. It's a vicious dance. When employers micro-manage employees, ghostworking is a natural consequence, and when management is aware of ghostworkers, supervision is the result. Both reactions are productivity killers that fuel the cycle. Both sides can end the ghostworking cycle when they place value on productivity over mere visibility and grow a healthier, more productive and engaged workforce. more

HR & Recruitment

 2mo

How humor at work boosts retention and engagement


In an era where employee retention has become one of the biggest challenges in business, leaders are constantly searching for new strategies to keep top talent engaged and committed. While competitive compensation, career development, and flexible work arrangements are essential pieces of the puzzle, there is a surprisingly powerful and often overlooked tool available to every leader: levity and... humor.

Work does not have to be all serious to be taken seriously. In fact, science and experience both confirm that a workplace filled with moments of laughter and lightness can drive deeper engagement, stronger relationships, and longer tenure. In short, humor is not just a "nice to have," it is a strategic advantage for retaining employees in today's fast-moving, high-pressure work environment.

The business case for humor

Let us begin with the research. According to a study by Gallup, employees who report having fun at work are more likely to feel connected to their coworkers, feel engaged in their roles, and stay with the company longer. Deloitte's research found that workplaces with a positive culture, including levity and humor, experience 20 percent lower turnover.

In their book "Humor, Seriously," Stanford professors Jennifer Aaker and Naomi Bagdonas note that leaders who use humor are perceived as more competent, motivating, and trustworthy. They also foster psychological safety, which encourages innovation and collaboration.

The point is clear: humor is not just about telling jokes. It is about creating a workplace culture that feels human. And in doing so, companies can build deeper loyalty and increase retention.

Why humor increases retention

Shared laughter creates bonds. Think of your closest friendships; chances are, they are built on a lot of laughs. The same applies to the workplace. When leaders and teams laugh together, they build a relational foundation that helps people feel emotionally invested in the organization.

When employees know that their workplace allows and even encourages moments of lightness, they are more likely to stay resilient and less likely to disengage or quit.

Authenticity in the workplace fosters deeper satisfaction and loyalty. It is the difference between enduring a job and enjoying it.

When leaders are approachable, retention improves. Employees are more likely to express concerns early, ask for help, and remain committed to the team's success.

Strategies to add more humor and levity in the workplace

If you are ready to start using humor as a retention tool, here are practical ways to integrate it into your leadership style and company culture:

The fine line: Humor that helps vs. humor that hurts

It is important to remember that humor in the workplace should always be inclusive, never at someone's expense, and appropriate to the context. What is funny to one person might feel alienating or offensive to another.

That is why the goal is levity, not comedy. Levity creates lightness. It is about joyful moments, not sarcastic jabs or edgy jokes. A strong culture of humor is one where everyone feels safe to participate and no one feels like the punchline.

Real-world examples of humor in action

Southwest Airlines -- Known for their humorous flight announcements and internal culture, Southwest fosters employee satisfaction and loyalty through fun. Their approach leads to strong employee retention in a highly competitive industry.

Zappos -- Zappos' core values include "Create Fun and a Little Weirdness." They embrace employee individuality and creativity, which leads to happier employees and lower turnover.

HubSpot -- Their internal Slack channels include spaces for jokes, memes, and team banter. Leaders regularly post humorous content that aligns with company culture, helping employees feel more engaged and connected even remotely.

Final thought: Laughter is loyalty

In today's competitive talent market, people do not just want a paycheck. They want to feel something. They want to feel connected, valued, and like they are part of something meaningful and fun.

Levity and humor are some of the simplest, most human ways to provide that. They do not require a huge budget or a sweeping cultural overhaul. Just a shift in mindset; a willingness to lead with warmth, laugh at ourselves, and bring a little joy to the daily grind.

If you want people to stay, make them smile. Because in the end, happy teams do not leave. They laugh, grow, and thrive together. more
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  • Joseph Resto, Jr

    10
    2mo

    So I am studying HR, and I couldn’t agree with you more on this post. I work for a wonderful company and I work in the lobby. When people are on their... way out to go home at the end of their shifts, I always make sure that they have a smile on their face when they leave. people come up to me and start talking to me like I’m a therapist. People like being told the truth instead of lies because I tell how it is. People respect that more. Many individuals have told me we need more people like you and that brings me hope that if I can make someone smile, they can make someone else smile.  more

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HR & Recruitment

 2mo

Why Your Engagement Strategy Is Failing


If your team is unmotivated, checked out, and potentially browsing the job ads, you're absolutely not alone. Old-school engagement strategies aren't working anymore, and, in some cases, they're backfiring horribly. In 2025, the old-world promises of career development and the distant dangling carrot of promotion just won't cut it.

Constant employee recognition is the key to engagement, but... you must get it right.

The Problem: Outdated Engagement Tactics

We all know that employee engagement is a good thing. According to the Gallup State of the Workforce report, low employee engagement costs the global economy $8.8 trillion annually. On a smaller scale, highly engaged employees are 51% less likely to leave, and when you do have to replace a valued member of the team, it can cost between 50% and 200% of their salary.

While the basics are well-known, many companies still don't fully understand employee engagement and recognition. Perks like bonuses and gift cards are all well and good, but they don't really make employees feel valued and motivated.

The latest Gallup report revealed that only 23% of global employees feel engaged at work, and an incredible 59% are already in the process of quiet quitting.

Engagement Starts from Within

True engagement has nothing to do with turning up every day, or hitting KPIs. It's about the psychological and emotional connection to their work and team. So, engagement starts internally and can't be bought, which is where most companies get it badly wrong.

Psychologists Fred Luthans and Carolyn M. Youssef-Morgan, in their book Psychological Capital and Beyond, identified four critical internal drivers of engagement: Hope, Efficacy, Resilience, and Optimism, which conveniently spells HERO.

The key to true engagement lies in encouraging and cultivating these basic human emotions to produce a healthier working environment for the individual and the team. Choose one of the HERO elements for the best results, track your progress over a quarter, and then build from there.

Raechel Duplain, VP of Marketing at Motivosity, says, "In 2025, the secret to real employee engagement is not in perks or rewards alone. Those may provide short-term motivation, but they don't drive consistent engagement. The secret is in the social well-being of each individual, which starts with creating meaningful, authentic connections and building community at work. At Motivosity, we help companies deliver personalized and consistent social recognition that creates those bonds between peers, between people and their managers, and between employees and executive leadership. By focusing on these internal drivers of engagement, we empower teams not just to meet their goals, but exceed them, creating a culture where people truly feel valued and motivated every day."

Hope: Help Employees See a Path Forward

Hope goes well beyond vague wishes. It's about helping your employees identify their long-term goals and then finding the path to reach them. Do that, and you have already mastered the art of giving hope.

Encourage employees to brainstorm ideas and multiple ways to hit certain targets. Help them think creatively and experiment with concepts that might not work. This kind of collaboration and working towards goals will help everybody on the team and show them how progress is always within reach.

Efficacy: Build Confidence Through Coaching

Self-efficacy is the simple belief that you can rise to the challenge and get things done. Employees without this inner strength and confidence often disengage as the fear of failure weighs them down.

Give your team the small wins that help them overcome their fears. That will help them build the confidence they need to take on bigger challenges as and when they arise.

Resilience: Equip Teams to Bounce Back Stronger

Workplace stress is a part of the modern world, but resilient employees will deal with it and respond. Less resilient employees will burn out or simply disengage and mentally head for the exit.

Resilience training can include workshops on reframing challenges and disappointments or open lines of communication that allow employees to reach out for support when they feel stressed. Let your team know they will experience setbacks, and they won't be punished for them, and celebrate the comebacks and victories as they happen to foster a stronger mindset in your team.

Optimism: Focus Conversations on What's Possible

Optimism is the natural cure for negativity. Much of the responsibility for this lies with the team leader, who must always focus on possibilities and potential solutions rather than problems. When disaster strikes, the same team leader will have to take lessons and immediately look forward.

Employee Recognition Tactics That Work

Be careful with employee recognition. If you get it wrong, it can feel inauthentic and isolate employees even more. It's up to you to personalise the recognition and make it authentic and timely. Do this, and you will slowly build engagement, morale, and a stronger workforce. more
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