Factsheets

  • Predictive Hiring

    How employers can identify future high performers at the application stage, using a reliable, fast and cost effective process.

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  • Performance-Predicting Profile

    How jobseekers can discover their personal mix of the strengths, abilities and preferences that predict success at work and have the chance to be matched with the right jobs for their talents.

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  • Career Positioning System

    How students can discover their unique career strengths and explore their fit with the most popular career areas, plus learn what they can do to increase their chances of success in the job.

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Thought Leadership

  • Fixing Hiring Through Science

    Prevent 8 out of 10 mis-hires. Know how candidates will perform before you make an offer. Get the results of worldclass companies at a fraction of current time and cost. Hiring is getting tougher every day, and too many companies get uncertain returns despite significant spend. If recruiters knew what worked, and could apply it easily and at reasonable cost, business performance would soar.

    Fixing Hiring Through Science gives you the facts you need to make outstanding recruitment decisions. Analysis of the current state of the recruitment industry is followed by an in depth look at popular approaches and technologies and practical recommendations for how to get outstanding recruitment results within existing budgets. Now every company can use gold standard recruitment, at a fraction of current costs and at scale.

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  • The Science Behind Matchpoint Careers

    Exactly what do we need to know about job applicants? How can we find it out? What criteria are we evaluating candidates against? At what stage of the process? How do we know we are testing what matters for job performance? What is a fair, legal, efficient and cost effective way of running the process and making the final selection?

    These are serious issues that need serious solutions. This paper addresses them by setting out the science behind performance-predicting recruitment, as practiced by Matchpoint Careers.

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Sourcing is Not the Problem and Passive Candidates are Not the Solution

March 31, 2011

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Large companies receive up to 25,000 resumes per week...but still struggle to find high quality employees. Many have turned to innovative sourcing via social media, referral programs, online network mining and technologies aimed at uncovering previously personal and private data. Finding more candidates, the logic goes, is the best way to finding the right candidates.

Results don't bear this out. Almost half of all new hires are gone within 18 months, and roughly the same number fail to achieve an acceptable performance rating a year into the job. Focusing on sourcing passive candidates has not delivered a solution to this problem. Perhaps it's time to try a different approach.

This webcast outlines a hiring strategy based on discovering candidates' real potential for high performance in the specific open job. You will learn about why sourcing does not work, and about the alternative approaches best-in-class companies use to get their great results. For the first time, this genuinely predictive hiring is available at scale, cost-effectively and online. Find out how easy it is to implement, and how great the impacts could be not just on hiring, but on business results.

Online Recruiting Like You've Never Seen It

May 5, 2011

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Online Recruiting is undergoing a revolution. The first wave - online job boards - has produced unmanageable volumes of applicants, but very few high quality hires. Social media sourcing and online referral communities have given recruiters more information about candidates, but not always the type of information that helps the hiring decision or is legally defensible.

This webcast focuses on the third wave of online recruiting, Performance-Predictive Hiring. This brings together the power of Big Data/ Big Analytics and the insights generated by researched and validated psychometric assessments of performance potential. Discover how to assess the latest technologies and approaches, share insights and case examples, highlight some potentially serious risks and learn how every recruiter can get high performing employees in each job - at scale and for a fraction of current recruitment costs.

Benchmarking: How to Determine if the Candidate is a Quality Hire

July 20, 2011

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Recruitment is no longer just about attracting candidates, it's about making quality hires.

But who are these quality hires? And what benchmarks can you use to find them among the mass of candidates? Large companies receive 5,000 resumes every day - a day in which 10 million searches for careers or jobs are performed via Google. These numbers are unmanageable for any recruiter to process meaningfully, so we turn to keyword searches and other automated screening... which all too often screen out potential high quality hires.

Surely there is a better kind of benchmarking, right at the application stage, that will determine which candidates have the potential to deliver strong performance in the job?

There is. By basing recruitment benchmarks on the proven predictors of performance - and we know these, for every job - we can assess candidates against the right criteria and identify, very early in the recruitment process, high likelihood Quality Hires.

In this virtual conference, we explore the factors that have been proven to predict performance and show how using them dramatically improves the success of hiring. We share real examples of how such dramatic improvement can be delivered fast, at scale and affordably to generate immediate, impressive savings in recruiting spending and substantial gains in business productivity and performance.

World Class Hiring without Breaking the Bank

September 28, 2011

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Best-in-class companies hire the best people because they invest in getting hiring right. These are high-performing, highly-profitable enterprises. They have the resources to invest. What are aspiring organizations who don't have their recruitment budgets meant to do?

For the first time, the same approach used by best-in-class companies is available at scale and affordably. The secret is a combination of psychometric assessment and job success factor definition. Until now, this was only available via expensive, time-consuming and complex consulting interventions but now all organizations can avail themselves, via technology, of the same best-in-class hiring methods, even with limited budgets.

This webcast reveals the science that can predict performance for every job that exists. Learn how these predictors enable any organization to identify, with high probability, the highest performers for any role. Discover how to make predictive hiring work for your organization, so you too can get the hiring results of best-in-class companies.

How to End Hiring on Skill and Firing on Fit

November 10, 2011

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Learn how to break the cycle of hiring on skill and firing on fit.

Hiring on skill - using the traditional resume - isn't working. Application volumes are overwhelming, and increasing. Recruiters burn up more time and money trawling through social networking sites and instituting referral programs to try to gain extra information about candidates. The results are not impressive: 46% of new hires in the US fail within the first 18 months, over 80% because of poor fit with the job - a mismatch of personality, capability, culture and other soft skills. This webcast addresses the problem and offers analysis and solutions. We examine different approaches to predicting strong future employees and use researched evidence to determine the best way to assess candidates, using the right criteria, early in the recruitment process. We share best-practice to help you manage the shift from screening candidates to predicting successful employees reliable, cost-effectively and at scale.

How to End Hiring on Skill and Firing on Fit

December 19, 2011

Click here to listen to recorded webcast

Learn how to break the cycle of hiring on skill and firing on fit.

Hiring on skill - using the traditional resume - isn't working. Application volumes are overwhelming, and increasing. Recruiters burn up more time and money trawling through social networking sites and instituting referral programs to try to gain extra information about candidates. The results are not impressive: 46% of new hires in the US fail within the first 18 months, over 80% because of poor fit with the job - a mismatch of personality, capability, culture and other soft skills. This webcast addresses the problem and offers analysis and solutions. We examine different approaches to predicting strong future employees and use researched evidence to determine the best way to assess candidates, using the right criteria, early in the recruitment process. We share best-practice to help you manage the shift from screening candidates to predicting successful employees reliable, cost-effectively and at scale.

What Really Matters in Quality of Hire: The Hard Science of Soft Skills

January 26, 2012

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This association of soft skill and quality performance makes sense when you think about work colleagues who left their jobs and you remember why they left. Further, the facts substantiate your memory: over 80% of employees who leave their jobs, whether voluntarily or not, leave for reasons of fit. That is, they leave due to a mis-match of competencies required for the job with competencies inherent in the employee.

Our confidence in the relationship between soft skill and success derives from the hard science that explains and demonstrates it.

This webinar will present the hard science, will show why and how it works, and will give specific recommendations for how to implement it. We will even get into some of the myths around assessments and psychometrics and deal with the common fears associated with assessment instruments, tests, diagnostics, and analyses. We will look at how this hard science works both in assessing the job and the candidate – the future high-performing employee.

Perfect Vision: HR in 2020 - Own the Future Today

March 22, 2012

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US business is going through its toughest transformation in a century, and HR is on the frontline. The global war for talent, emerging technologies, economic pressures and changes in the workforce threaten every organization's success today. It's not going to get any easier tomorrow.

Luckily the tools exist that can turn these challenges into triumphs. Organizations who start using them today will own the future. 2020 is only 8 years away, but the pace of technological and social change is such that the steps to success then may well be notably different from the steps to success today.

These tools include deep analytics; performance prediction via online, accessible portals; virtual reality; gaming techniques and mechanics; privacy policies; and job and person assessment. Each of these tools and the factors surrounding their evolution, use, and impact will be discussed in the webinar. We will describe the principal features of each, predict their impact, and highlight practical steps to adopting them. We will also examine the risks inherent in adopting leading-edge approaches and technologies as well as the risks in not doing so.

Accessing and Using the Known Predictors of Performance

April 11, 2012

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It has often been said that to hire is to make a prediction. The key, of course, to know exactly what predicts performance for the job. The good news for all of us? These predictors are known. By using the Known Predictors of Performance, strategic HR goals, such as recruiting and retaining high-quality staff, are achieved. Tactical plans to fill open positions, including hard-to-fill spots, are actualized.

Getting the prediction right is the objective. But what should be predicted?

Where is the expertise to identify and assess the very best candidates for each job?

Assessing and Using the Known Predictors of Performance answers these questions. Decades of scientific, on-the-job, research proves that performance prediction exists. This webcast demonstrates how you can use these predictors easily and effectively. Learn how to greatly increase your track record of placing the right people in the right jobs.

Fixing Hiring Through Science

April 18, 2012

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There are two premises behind this webinar: 1) hiring is broken or at least "sub-optimal", and 2) science can fix it. Both are easily demonstrated with facts and with extensive even exhaustive experience and studies.

Hiring should be a process of matching the right people to the right jobs. It should provide the employer with workers who have the innate qualities to perform at high levels and therefore contribute to the organization's goals and it should provide the candidate with a job, or career, that will draw upon that person's innate qualities and enable her/him to be high performing, engaged, fulfilled, rewarded. These objectives are met by today's hiring practices with scandalous rarity.

It's not that employers and jobseekers don't try. Major search engines see well over 100 million searches for "job" per month. At least 50 million jobs are posted on job boards each year. Companies spend over $50 billion a year simply on posting and advertising jobs and anywhere from $500 to hundreds of thousands of dollars to hire the right person. The average cost-per-hire for new university graduates in 2011, for example, was over $5000.

Not only time and money are invested. New technologies meant to improve hiring results proliferate. Social media approaches become highly touted – you are meant to feel a luddite if your jobs aren't tweeted and the buzz about your jobs not top-of-mind on Facebook. Are the technologies and the social media channels improving the outcomes? As this webinar will demonstrate, not much.

The solution is science. The science of psychometrics generates a much better result, a much higher performing employee, than any other approach. The evidence is compelling, the results conclusive.

Accessing and Using the Known Predictors of Performance

May 23, 2012

Click here to listen to recorded webcast

It has often been said that to hire is to make a prediction. The key, of course, to know exactly what predicts performance for the job. The good news for all of us? These predictors are known. By using the Known Predictors of Performance, strategic HR goals, such as recruiting and retaining high-quality staff, are achieved. Tactical plans to fill open positions, including hard-to-fill spots, are actualized.

Getting the prediction right is the objective. But what should be predicted?

Where is the expertise to identify and assess the very best candidates for each job?

Assessing and Using the Known Predictors of Performance answers these questions. Decades of scientific, on-the-job, research proves that performance prediction exists. This webcast demonstrates how you can use these predictors easily and effectively. Learn how to greatly increase your track record of placing the right people in the right jobs.

Why Referrals are Not "The Answer"

June 12, 2012

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If you are a jobseeker, you would be foolish to seek a job without doing everything in your power to get referred by an employee or customer or even friend of someone at the hiring company. This insistent advice derives from the fact that referred candidates are nearly two orders of magnitude more likely to be hired than non-referred candidates. Avoid getting a referral, it would seem, and remain unemployed.

If you are an employer, you will be aware of the enormous advantage given to referral candidates and might therefore conclude that you MUST have a referral program. So you learn about best practices in such programs and quickly adopt one or modify the one you have. Because...apparently, referral candidates are "better". But maybe you should confirm that.!? You hunt and you find research suggesting that: referral candidates are slightly better (about 3% better) than the rest. Why is that? Perhaps because the vast majority of referrers naturally avoid referring obviously inappropriate candidates while the non-referring hiring system at least occasionally lets them through.

Think about it. If you are an employer and are hunting for quality hires, people who will be strong performers – and that's exactly what you should be doing – why would you possibly think that the best place to look is among the people that your employees (and customers, etc) HAPPEN to know? Even the most amazing networking maven will know a very, very tiny fraction of the people who could be potentially great candidates. Why would we limit ourselves to such a miniscule sample size?

You Must Use Assessments to Get Quality Hires: How To Do It Without Fear and Trepidation

April 29, 2013

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Validated, performance-predicting assessments are - no exaggeration here - indispensible for making high quality hires. Without accurate and defensible knowledge of the performance requirements of the job and the performance capabilities of the applicants, what chance do recruiters have to identify and hire the right people? Hiring without assessments carries the same probability - as many real-world studies attest - as flipping a coin. We can do better, much better.

Using assessments and using them well, generates greatly increased likelihood of hiring top performers. Yet assessments appear too infrequently and sometimes mis-guidedly in recruitment. Anecdotes circulate suggesting assessments don't work (so not used) give faulty or silly answers (the mis-guided use). But facts overwhelm anecdotes. Assessments properly used deliver huge benefits.

Don't fear assessments. Today, their use can be - and is - much simpler, more understandable, more verifiable, more affordable and scalable than ever before. Organizations don't need to hire armies of psychologists or consultants, don't need to experiment with highly specialized tests, don't need to embark on long and uncertain projects, in order to benefit from the incredible power of assessments.

Hiring and Managing Non-employees

June 16, 2014

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The Age of the Employee is over. Companies increasingly buy in talent on an as-needed basis, in the form of consultants, contractors and interim workers. Using non-employees brings obvious business gains, but requires a new approach to HR, especially to hiring and managing performance.

Getting Selection Right

June 2, 2015

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A description of recruitment programs that has become increasingly true is that they resolutely focus on attracting the largest possible number of candidates and uncovering every detail about their lives. The growing use of social media in recruiting provides but one proof point.

While this goes on, the really important factor, ensuring quality of hire, has been neglected. Yet what matters more than finding the people who will contribute the most to your business, who will be high performing employees rather than simply great candidates?

This solution comes from serious research and validated science, from tested and proven processes delivered through powerful technology. Application of this solution across the board and online reliably enables companies to pick the winners, to prevent the 81% mis-hires that are the industry average, to predict the best future performers. Getting selection right has enormous financial value to the hiring company, reducing risk and minimizing surprises. The proven process is used in leading companies but has not been adequately scalable nor sufficiently easy to use to find application in many companies. Until now. The reach of the internet, the power of matching algorithms and the availability of easy-to-use SaaS applications, makes this possible and available to all organizations of all sizes.