Regardless of whether you are used to debriefing sessions or if it is the first time, it’s always good to start a 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 competence that have been assessed and which will be reported.
Then go through each individual candidate and its results and then compare the candidates against each other.
Candidate for candidate
When reviewing a candidates’ results, you can choose to report their competency scores and/or potential scores under the tab ‘Radar’.
The competency score shows the match score against the selected competencies on a C-scale from 0-10. In the example below, we see that the selected candidate, for example, has a score of 5 for the competency ‘Influencer’ and a score of 8 for the competency ‘Team player’. To the right is the selected candidate with a total match score of 89%.
The potential score shows the candidate's test results. In the first step, you get an overview of results on the main scales in MAP and results on GMA, measured by Matrigma. You can choose to click on any of the main scales to see the results on all subscales.
NOTE! When reporting to the recruiting manager, it is recommended to first report the competency scores and in a second step present potential scores on main scales. In cases where a recruiting manager does not have sufficient knowledge about the tests used and their 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 match score against the competencies that are 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 the risk of subjective interpretations and increases the chance that we are affected by our human bias.
Under the tab ’MAP-X’, you will find a presentation of the candidates' results for risk behaviors in cases where the assessment of these is to be included in a process. All candidates have a result on five overall scales and have either moderate or high risk. During a debriefing session, you go through the areas where the candidate has been given a high risk. In the example below, the results show a high risk for three scales – ‘rigid’, ‘eccentric’ and ‘oversensitive’.
When it's time to compare candidates, select the candidates on the right that you wish to compare. You will then get an overview of all candidates' different scores to be able to compare how they differ around the different areas and/or scales. 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 discussed. 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.