This is the third and final segment from Vervoe, a publication that covers various issues such as flexible working, branding, automation, how-tos and tips on interview scripts, tests and more. Verve helps organizations such as Uber to assess a candidate’s accomplishments and style in order to get to the right hiring choice.  This article is from Vervoe ,


Tests and assessments sound fairly similar. They are ways of measuring ability or quality. On the other hand, an interview is a discussion. Technology also makes it possible to conduct one-way interviews using video, which are essentially discussions without real-time interaction. And yet, the most commonly used method for making hiring decisions is interviewing. For some reason the notion that skills and behaviors can be evaluated without skill tests or assessments – but through a discussion – has become the norm.

Maybe it’s because of a lack of resourcing. Maybe we trust our intuition more than third party methods. Or maybe it’s a lack of awareness. But it doesn’t make a lot of sense because interviews don’t predict performance. They typically focus on understanding what someone did in the past or discussing what they claim to be able to do, without proof.

Can interviews nevertheless play a valuable role in the hiring process? Interviews should be used to get to know a preferred candidate after their skills and behaviors have been validated. Only candidates who have already demonstrated they can do they job should be interviewed. That would allow for a much more valuable interviewing experience, and a far better use of everyone’s time. Unfortunately, that is not normally the case.

Can we combine skill testing, pre-employment assessment and interviewing?

A strong hiring process will combine reliable insights about a candidate’s ability to do the job and their expected behavior with high-quality human interaction. In theory, this could involve a skill test, some form of pre-employment assessment and an interview. It very much depends on the type of role, and the candidate experience the company wants to deliver.

Hiring is not a “one size fits all” endeavour. Every situation is different. But understanding what each evaluation method can achieve and, more importantly, what it will not achieve, will go a long way to helping companies build hiring robust processes.

AUTHOR – Omer Molad, Making hiring about merit, not background – Co-founder and CEO of Vervoe