How to Attract and Hire The Best
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Many companies today do not take advantage of the selection science that is available to them to make sure that the people they hire into particular job roles have a high probability of success. You can save significant costs and add to your organization’s bottom line by properly using proven screening tools and other attraction and selection practices.
Learn how to improve your selection and hiring practices so you don’t suffer from “Bad Hire Nightmares”.
If you want to increase the probability that you will hire the right talent for your organization, who will succeed and get results for your company, join us to learn how. Get away from ‘gut feel;” and go beyond behavioral interviewing to learn how you can assess temperament, behaviors, thinking style and a variety of other demographic measures to better insure success in bringing the right talent onboard quickly.
Areas Covered:
• Who to attract to your organization and how
• How your employment brand and sourcing methods affect your talent pipe line
• How to predict which job candidates will succeed
• Assessing the candidate’s fit to the job role
• How predictive analytics can help you increase the probability of selecting employees who will be successful
• A sample of proven assessments available today
• The use of 360’s for internal hires
• What to look for when selecting pre-hire screening tools
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Dr. B. Lynn Ware
Dr. Ware is an Industrial/Organizational Psychologist and has practiced for over 25 years in the talent management field. She is the CEO of Integral Talent Systems, Inc., a technology-enabled global talent management consulting firm headquartered in Silicon Valley. ITS’s mission is to optimize the [...]
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This webinar received a total of 6 survey responses. Attendees have given an average rating of 3.9 stars out of a possible 5, reflecting the quality and value of the content presented.
Webinar Presentation
How many of the objectives of the event were met?
3.5 Stars
How useful was the information presented at this event?
3.8 Stars
Overall, how satisfied were you with this event?
3.7 Stars
Speaker Performance
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4.2 Stars
How closely did the presenter follow the schedule?
4.3 Stars
Reviews From Webinar Survey
Our webinars are crafted to deliver exceptional value and insight to business professionals. Below, you'll find genuine feedback from attendees.
Shannon R.
October 8, 2021
4.0 / 5
Webinar Rating:
4.0 Stars
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4.0 Stars
Do you have any other comments, questions or concerns?
no comment
Janet S.
October 8, 2021
4.6 / 5
Webinar Rating:
4.3 Stars
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5.0 Stars
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no comment
Jennifer F.
October 8, 2021
4.8 / 5
Webinar Rating:
5.0 Stars
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4.5 Stars
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No additional comments.
Kris B.
October 8, 2021
3.2 / 5
Webinar Rating:
2.3 Stars
Speaker Rating:
4.5 Stars
Do you have any other comments, questions or concerns?
This class should have been called "How to Attract and Hire The Best REMOTE Workers". Everything discussed was in regards to dealing with the new remote workforce. There is still easily 50% of the workforce such as factory workers, food service workers, construction workers, etc who cannot work remotely. Maybe you can have a class that specifically deals with attracting and retaining that type of work force?
Jenelle M.
October 8, 2021
3.8 / 5
Webinar Rating:
4.0 Stars
Speaker Rating:
3.5 Stars
Do you have any other comments, questions or concerns?
no comment
Jennifer W.
October 8, 2021
3.0 / 5
Webinar Rating:
2.3 Stars
Speaker Rating:
4.0 Stars
Do you have any other comments, questions or concerns?
This is the second session that my team has attended and the materials haven't been very applicable to our work place. I think if the description stated that it was mainly geared for a remote working audience, we would not have attended. Our workplace does not offer remote work for our business needs.
Frequently Asked Questions
Selection science is a field of industrial-organizational psychology that provides evidence-based tools and methods for predicting candidate job performance more accurately than traditional interview-only approaches. Rather than relying on gut feel or general impressions, organizations that apply selection science use validated assessments to evaluate candidates across dimensions that research links directly to job success: cognitive ability, behavioral tendencies, temperament, and role-specific competencies. These assessments are used alongside structured interviews and reference checks to triangulate a multi-dimensional picture of each candidate. The result is a significantly higher probability that the person hired will perform well and remain in the role—reducing the substantial costs associated with bad hires. Companies that invest in understanding the science of selection and applying proven tools consistently improve both the quality of their hires and the diversity of their candidate pools by reducing reliance on subjective judgment.
Employment branding is the perception that prospective candidates hold about an organization as a place to work, and it is one of the most powerful factors shaping the quality and volume of the talent pipeline. Strong employer brands—built through authentic stories of employee experience, visible investment in development, clear articulation of values, and a compelling employee value proposition—attract candidates who are not only qualified but genuinely aligned with the organization's culture and goals. Weak or negative employer brands, by contrast, force organizations to compete primarily on compensation, attract lower commitment candidates, and increase time-to-fill. Digital channels, including Glassdoor reviews, LinkedIn presence, and company careers pages, have made employer brand highly visible and largely shaped by employee voices. HR professionals must actively manage and invest in employer brand as a strategic talent acquisition asset, ensuring that the candidate's experience through the hiring process itself reinforces the brand promise.
The most predictively valid pre-hire assessments are those that directly measure attributes linked to role-specific success rather than general personality. Cognitive ability tests, which measure problem-solving and learning agility, are among the strongest predictors of job performance across most roles. Behavioral assessments evaluate how candidates naturally approach work—their communication style, collaboration tendencies, resilience, and response to pressure—providing insight into cultural and team fit. Temperament assessments add a layer of understanding about how someone manages emotion, handles authority, and responds to change. For technical roles, job simulations and skills tests offer direct evidence of role readiness. When selecting pre-hire tools, HR professionals should evaluate each instrument's validity and reliability data, ensure it has been tested for adverse impact, and confirm it is appropriate for the target population and role level. A layered assessment approach—combining two or three validated tools—significantly outperforms any single assessment method.
Predictive analytics in hiring uses statistical models trained on historical workforce data to identify which candidate characteristics are most strongly associated with successful performance and retention in specific roles. By analyzing data from past hires—assessment scores, sourcing channel, interview ratings, and eventual performance outcomes—organizations can build predictive models that score new candidates based on their likelihood of success before a final selection decision is made. These models reduce reliance on subjective impressions and introduce data-driven objectivity into the process. The result is not just better hiring decisions, but also improvements in sourcing strategy (identifying which channels consistently yield high performers) and onboarding design (targeting development resources where new hires are most likely to struggle). For organizations with sufficient workforce data, predictive hiring analytics represents one of the highest-ROI investments available in talent management.
360-degree assessments are particularly valuable when hiring or promoting from within, where rich behavioral data from direct colleagues is available and can be collected systematically. For internal candidates being considered for leadership roles or cross-functional positions, 360 feedback provides a multi-rater perspective on how the candidate actually behaves in the organization—their communication style, influence skills, leadership impact, and professional relationships—rather than how they present in an interview. This data is especially useful for predicting success in roles that require high levels of collaboration, team leadership, or stakeholder management. When using 360s in a promotional context, HR must ensure a clear communication framework so raters understand how the information will be used, and that the process is perceived as fair and developmental rather than punitive. Properly administered, 360 assessments add a uniquely grounded dimension to internal selection decisions that external candidate tools cannot replicate.