Plan an assessment suited to the role
Assessment adds evidence for hiring, internal selection or exploring potential. Its value depends on how well requirements, exercises and interpretation fit the specific role. A test score alone does not establish job fit.
Clarify the selection purpose
Identify the decision being prepared: recruitment, internal promotion or development for future work. Communicate the purpose transparently. Development should not conceal a selection exercise.
Agree how results combine with interviews, work samples and other information, and who decides. Assessment supports judgement without replacing company responsibility or a considered overall decision.
Requirements rather than vague labels
Describe tasks, context and typical difficult situations in the target role. “Leadership” becomes concrete when it means feedback discussions, prioritisation or cross-functional coordination. Involve HR and line management as appropriate.
| Requirement | Concrete link to work |
|---|---|
| Collaboration | Coordination across different functions |
| Decision-making | Priorities under conflicting demands |
| Technical communication | Explain complex material to its audience |
Choose understandable methods
Structured interviews, job-related simulations, work samples and suitable tests provide different evidence. Ask which requirement each method assesses. A long method list is not proof of quality without a link to the job.
Ask about assessor training and preparation and a documented rating process. Tests need an explanation of their suitability for the purpose and population, limitations and interpretation. Certification can be checked but does not guarantee an individual hiring decision.
Individual, group and online formats
Individual formats explore one person and role in depth. Group formats can involve several people and their interactions. A self-completed online test differs from a live-observed virtual assessment.
Clarify the number of people and roles, languages, venue and technology. Virtual procedures need clear instructions and a plan for connection problems. Agree participation conditions suitable for the actual tasks.
Data and participant information
An initial quote needs the role, scale and organisational context, without CVs or names. Later, clarify purpose, necessary information, recipients, access and retention or deletion of results.
Private Swiss employment relationships limit personal-data processing. General consent does not replace checking what processing is permitted. Inform participants about the process and use of results; sensitive personal topics do not belong in the initial procurement request.
Compare quotes on a common basis
Headcount alone is not enough for comparing prices. New procedure design, reuse for the same role, delivery, test licences, reports and feedback may be separate items. Clarify the cost of adding a person and changing dates.
| Item | Check in the quote |
|---|---|
| Preparation | Role analysis and exercise design |
| Delivery | Participant count, observation and technology |
| Outputs | Report language, discussion and candidate feedback |
Understand results and limitations
A useful report links observable behaviour to agreed requirements and identifies open questions. Ask for an understandable explanation of conclusions. Results should not become permanent labels attached to a person.
Agree participant feedback and a discussion with decision-makers in advance. Selection and development recommendations have different consequences. Future performance also depends on working conditions, onboarding and management.
From request to delivery
Prepare the objective, job tasks, current candidate count, available profile, languages and decision deadline. If you only need procedure design initially, say so and agree later delivery separately.
Next, agree requirements and methods, inform participants, coordinate dates and deliver the assessment. Allow time for reporting and feedback before the decision. Review whether the results and process were useful for the original question.
Frequently asked questions
Do I need a role requirements profile already?
No. Developing it together may be part of the engagement. Still describe the tasks and context to help scope the work.
Can one person be assessed?
Yes. Individual assessment may fit the role. It is not simply a group procedure with fewer people; ask how methods and scope are adapted.
Is an online test enough for a decision?
It provides a particular type of evidence. Check the requirements covered, limitations and how it combines with other decision inputs.
What should feedback include?
Understandable observations, their link to requirements and clear next steps. Agree scope, recipients and timing beforehand.
What data should I provide for a quote?
The role, tasks, planned participant count and organisational setting. Names, CVs and individual results are not needed initially.
Can a correct hiring decision be guaranteed?
No. A suitable process improves the evidence but has limitations. Discuss uncertainty and its place in the overall selection process.
