Regardless of whether you are used to debriefing sessions or if it is the first time, it is always good to start the dialogue by setting up a framework for the conversation in terms of time and structure. Go through the purpose of the process and give a presentation of the methods used, as well as the competencies that were agreed upon at the start of the process. It is these areas of competency that have been assessed and which will be reported.
The competency report
The competency report is developed to be able to share with both the recruiting manager as well as the candidate. The purpose of the report is to be able to continue to use it even when the person starts the job. It can be used during the onboarding process, and also for further development. In the event of a debriefing session, you can therefore share a copy of the report with the recruiting manager.
Then review the report together. You will find an overall summary on the first page. Here, the total matching percentage is shown, and then match scores are reported for each individual competency. If you have included Matrigma in your process, the result will be shown at the bottom of the summary. It is not a requirement to use both MAP and Matrigma but highly recommended when using the competency framework.
Furthermore, you will find a descriptive result of each individual area of competency where you get a clear description of which behaviors are associated with the individual's results.
Finally, the report provides proposals for development linked to each competency that is considered important. The development program offers tips on behaviors and activities that the candidate themself can work with, or continue to work on in cooperation with the employer.
Be clear about why you recommend or do not recommend a candidate. Make sure to highlight strong candidates. In case a candidate falls short, report on which areas and explain any possible risk in hiring. Leave room for questions and then give a final summary of what you have talked about. Ensure that the recruiting manager is made aware of which candidate(s) has the most and least potential for the role based on the competency profile chosen.
NOTE! When reporting to the recruiting manager, it is recommended to first report the competency score and in a second step present results on the personality test. In cases where a recruiting manager does not have sufficient knowledge about the tests used and its various scales, too much information can risk confusing rather than clarifying. Therefore, give a reminder of the framework and purpose of this process. That it is the matching towards the areas of competency that is important and that has been established at the start of the process and should therefore form the basis for the decision. An attempt to analyze other information opens up for the risk of subjective interpretations and increases the chance that we are affected by our human bias.