Methods for uncovering young talents

In today’s world, it is crucial for companies to find talented employees who are not only technically adept but also possess interpersonal skills. To identify suitable candidates, companies often resort to aptitude diagnostics. Usually, aptitude diagnostics are used to find the most suitable person for a specific job. On educational platforms, where companies come into contact with students, this process can be complemented by aptitude diagnostics.

The aim of the companies is to present their employer brand to students by working with them and to inspire them to work for the company later on or to speak positively about the company to others. At the same time, they may also want to attract specific students. As part of this getting-to-know-you phase, aptitude testing can help identify high-performing students who are able to work in groups and combine their cognitive skills with interpersonal skills.

Hidden Talents

Compared to conventional selection procedures, aptitude diagnostics has the advantage that it is not only based on one measurement, but takes measurements from different sides and thus can produce assured information about the candidate profile. The candidate’s profile consists of two areas: the analysis of his or her past performance and the measurement of performance during the procedure, and the measurement of competence that is carried out during the procedure. Aptitude diagnostics can help to discover hidden talents that would otherwise have been overlooked when looking at the CV. These hidden talents are particularly exciting because the competition for these individuals in the labour market is somewhat lower and you can attract capable employees at a lower cost. The strong practical relevance of the cases can ensure that the performance strengths are applicable precisely to practical activities, thus identifying individuals who previously could not or would not show their full performance strengths in a purely educational context

Avoiding Mistakes

In addition to identifying high potentials, our platform also provides support in the context of recruiting new employees through aptitude diagnostics in order to minimise wrong decisions. If individuals are particularly underperforming, this can also be identified. In this way, people who appear attractive on the basis of their previous CV but are less successful in practice can be weeded out. After all, everyone knows people from their own school days who wrote good grades but with whom one still did not want to do group work because it was difficult to work together.

At this point, it also becomes clear why aptitude diagnostic guidance over a semester is superior to the procedure of an assessment centre. This is because an assessment centre relies on performance on one day, whereas the preparation of a case requires working in a group over a longer period of time.

Conclusion

In summary, aptitude testing as an accompanying procedure offers the possibility to create a profile of all candidates and thus to identify particularly strong candidates on the one hand and to avoid weaker candidates on the other. The practical relevance is a great advantage here, as performance is measured in a realistic environment and thus a very good prediction can be made of how candidates will behave in similar situations later on.