In several previous posts I have mentioned some of the technical developments that are changing the recruitment landscape for both candidates and recruiters. In the labour market and recruitment domains, it is creating new jobs, valuing new capabilities and skill sets and making possible the emergence of a range of recruitment and selection tools such as ‘online games’ that make more comprehensive pre-selection assessment and evaluation of candidates not only possible but cost effective. In addition companies are using gamification to stand out from other competitors to offer a different application process that attracts more applicants and creates a more ‘fun’ experience. In the next few years we will see the increasing use of technology-enabled recruitment products and processes and potentially similar technology also being used to measure and reward performance in the workplace.

Measuring a candidates capabilities from all angles (360 degrees) and in increasing depth, has already become an essential part of the selection process for many organisations, particularly for candidates being selected for skilled and mission-critical roles where understanding and therefore being able to predict a candidate’s behaviour in a range of scenarios, would be desirable. We can already ‘measure’ intelligence, skills and personality, but we are beginning, it seems, to be able to gather increasingly reliable data on individuals that will provide insights into their behaviour under stress, their resilience, their integrity and their alignment with corporate values. All these elements can potentially come under the microscope before candidates have even made it to the face to face stages of recruitment such as interviews and group assessments. By the face to face stage, selectors can have in depth information on each candidate at their finger-tips. For some candidates the interview may then involve quite intensive and targeted questioning if selectors have specific concerns about what the data has shown them, while for other candidates the interview may be less intense because the data has allowed selectors to be further along the track towards a positive decision to recruit.

Gamified recruitment tools are designed by behavioural and data scientists, game designers and game developers. Thousands of bits of data are generated during every second of play. Response speeds, hesitations, movement around the screen are all tracked and provide a range of possible information such as how empathetic, agreeable, risk averse, cool-headed, perceptive, quick thinking, innovative and extrovert a candidate is.

So what are the pros and cons? The following two reports provide some interesting insights. The first report Gamification in Recruitment by Resource Solutions considers questions such as: What specific benefits could gamification offer? For which vacancies could gamification be considered appropriate? How will gamification be measured and assessed? Can ROI (return on investment) be accurately calculated? What should be the role of the recruitment team in the development process? The report also includes case studies and examples of innovative users. The second report White Paper: Ahead of the Game by Cut-e explains how gamification can: promote a modern and engaging brand; attract a wider pool of talent; differentiate a hiring process (compared to other companies); engage and motivate active but also passive applicants; showcase work scenarios; assess abilities of job candidates; and recruit ‘right fit’ applicants. Happy reading.

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