Create your hiring campaign
Click on “Create a new campaign“.
Enter the required information on the first tab, “Parameters”
- Name of the campaign: the name (not visible) of the campaign (interior reference).
- Collect the resumes: you have the option to collect resumes. If you wish to collect them, the candidate will have to transfer his resumer at the end of the test. You also have the possibility to define whether or not this is mandatory.
- Collect the cover letters: you also have the option to collect cover letters. You have the same options as you do for the resume.
- Owner: the owner of the campaign (= the person who will have the authority to modify it).
- redirection URL: a web page towards which people will be redirected at the end of the questionnaire. This can be used, for example, if you want to communicate a particular message.
With the second tab, “Sought Culture”, you can specify criteria that you would like your candidates to have (culture and personality).
This part can be pre-loaded if you have previously completed a corporate culture audit. If you have not done so, you obviously have the option of manually setting these parameters.
The diagram above allows you to specify the organizational culture in which the future employee will evolve.
The personality criteria are automatically deduced from your choice of culture. You can however modify them if you deem this necessary by clicking on, “Modify Personality Criteria“.
With the third tab, “Sought Motivation“, you can define which kind of motivation you are looking for in your candidates. You have a series of proposals that you must sort in order of preference.
With the fourth and last tab, “Position Requirements“, you can le quatrième et dernier onglet « Exigences du poste » you can add all the (closed) questions you want. These will be added to the questionnaire and taken into account when sorting applications.
Click on “Save” to save your campaign.
With a little experience, it takes only 30 seconds to create a hiring campaign! If you have doubts regarding certain points, feel free to save and then return to the parameters, they are modifiable at any time.
Launch your hiring campaign
You have just created your campaign. You now have an “Invite Responders” button to invite your collaborators. The “wrench” button allows you to modify the criteria of your campaign or to end it by archiving it. Click the “Invite Respondents” button to receive a unique link to your campaign questionnaire. By clicking on this button, a window will open containing the link to be sent to the candidates.
Send this link by email, post it on your website or insert it into your job ads. You can also make available to your candidates a room containing one or more computers with a browser previously opened on the page of this link.
The hiring questionnaire
You have just created your campaign and given your candidates the link to the questionnaire. The recruitment questionnaire is based on several models: a corporate culture model, a value model, a personality model and a motivational model.
This questionnaire contains 153 questions of different types. It will make it possible to measure the cultural adequacy between your candidates and your company while determining their suitability with the job positions.
Here are sample questions.
The candidate must choose between two propositions, answer affirmations, classify items or answer closed questions. He can at any time go back in the questionnaire. He can also pause (leaving the browser window open) and resume the questionnaire afterwards.
The hiring report
Your candidates have begun answering the questionnaire. The first reports are available.
Each application is automatically and immediately visible in your campaign. Everything is centralized in real time. You are notified as soon as a candidate has completed the test.
You can sort the applications by clicking on the icon at the top right of a campaign. They are ranked by date by default but you can choose to rank them by global suitability with your criteria.
To view the details of an application and to consult a candidate’s report, simply click on the “See” button
Once the report is open, you have the possibility to manage the status of the application (new candidature, invited to the interview, etc.). With each change, you can choose whether or not to inform the candidate by email and to include a test restitution report. This response can be saved to automate this process.
To retrieve the report as a PDF, just click the wrench button and then click “Download“.
To retrieve a candidate’s report (ie a different report, one of restitution, not containing the notes on adequacy), just click on the same button and then click on “Download the candidate version“.
In order to assist in the interpretation, here is a description of each part of the report, including a brief definition of the measurement indexes for each, allowing for a better understanding of the results, a better reading of the summary charts and a brief explanation of the theoretical elements on which the Vadequa research and design is based.
Job position adequacy
Meeting position requirements
This part of the Vadequa test allows the recruiter to formulate personalized questions in a yes / no form. These are various matters relating to the proposed position, such as workplace, competence, remuneration, etc. The recruiter then defines the answers he expects from the candidate. The candidate’s score indicates the percentage of his answers that correspond to the answers expected by the recruiter.
Adequacy with the candidate's motivation
This part of the Vadequa test allows you to compare the candidate’s expectations with the attributes offered by the position. The score indicates the percentage of fit between the two.
Adequacy with the organization
Thanks to cultural profiling, Vadequa makes it possible to compare the culture of the company with that of the candidate. The cultural adequacy score indicates the percentage of concordance between the two cultures.
Potential to adapt
Thanks to the personality test, Vadequa makes it possible to estimate the compatibility of the candidate’s personality with company’s type of culture. The more the candidate’s personality matches the company’s culture, the easier it should be for him to integrate it. The test score indicates how compatible the candidate’s personality is with the company’s culture and thus provides an indication of his potential to adapt.
Any test presents the possibility of social expectation bias. A candidate is influenced by what he thinks is desirable and this influence can be reflected in the answers he provides. This bias is present in all tests, and Vadequa proposes to measure this influence thanks to successful psychometric methods (see table of scores).
There are two possible scenarios: either a candidate can voluntarily choose the answers he thinks are the most expected of him; either the candidate’s personality, more or less sensitive to social expectations, will affect his responses to the test.
Finally, social desirability is not necessarily negative; individuals that are conscious of these expectations will be sought for certain job postions.
|Adequacy with the job position|
|Meeting position requirements||Comparison between the obtained and expected answers.||All mandatory expectations are met and more than 70% of all responses match.|
|All mandatory expectations are met and between 50% and 70% of all responses match.|
|At least one mandatory expectation is not met, or less than 50% of all responses match.|
|Motivational Adequacy||Correlation between motivational hierarchies between the candidate and the job position.||71 – 100% – Strong Adequacy|
|51 – 70% – Medium Adequacy|
|0 – 50% – Weak Adequacy|
|Adequacy with the organization|
|Cultural Adequacy||Distance between the candidate’s culture and the company’s culture.||71 – 100% – Strong Adequacy|
|51 – 70% – Medium Adequacy|
|0 – 50% – Weak Adequacy|
|Potential To Adapt||Average distance between the candidate’s score and the criteria.||71 – 100% – High Potential|
|51 – 70% – Medium Potential|
|0 – 50% – – Low Potential|
|Social Desirability||Comparison with the Population Average Social desirability can also be a positive element.||0 – 70% – Weak to moderate social desirability|
|71 – 100% – Strong social desirability|
Meeting position requirements
Our tool is based on the theory of self-determination (Deci & Ryan 1985, 1991). This theory conceives human motivation as having as its basis three basic needs: the need for autonomy, competence, and social belonging. It is in response to these needs that researchers have defined two distinct types of motivation: intrinsic (internal) and extrinsic (external).
The Vadequa test is used to link the candidate’s professional expectations and the attributes of the proposed position. For this purpose, we review the domains of intrinsic and extrinsic motivations adapted to the professional environment, represented in the graph above.
Intrinsic motivation covers aspects of the pleasure that individuals can experience in their work. It is a matter of satisfying needs such as self-realization, a sense of usefulness, etc. The intrinsic motivation is internal, it concerns the satisfaction that the employee will find in the content of his work.
Extrinsic motivation is concerned with more instrumental, material motives, such as remuneration, bonuses, etc. These are more external satisfactions, which the employee will find in the profits related to his position.
|Dimensions||Type of motivation||Description|
|Salary||Extrinsic||To have a high salary|
|A candidate with a strong “Salary” motivation will first and foremost be motivated by his salary and will provide labor in accordance with such a salary.|
|Career||Extrinsic||To envision career perspectives|
|A candidate with a strong “Career” motivation will have as an objective and motivation to evolve professionally over time in a company.|
|Security||Extrinsic||To have job stability|
|A candidate with a strong “Security” motivation will be looking for job stability and protection.|
|Time Planning||Extrinsic||To be free to organize my own working time|
|A candidate with a strong “Time Planning” motivation will seek a certain degree of freedom in the management of his working time and in the organization of his schedules.|
|Work Atmosphere||Extrinsic||To evolve in a pleasant working climate|
|A candidate with a strong “Work atmosphere” motivation will seek to have a good relationship with co-workers, maintaining a good working climate.|
|Creativity||Intrinsic||To be creative|
|A candidate with a strong “Creativity” motivation will be motivated if his imagination is put to use, responding to a desire for creation and conception.|
|Image of Profession||Intrinsic||To be socially valued|
|A candidate with a strong “Image of profession” motivation will be attracted by the reputation of the chosen profession, he will seek the valorization of his profession or his activity.|
|Sociale unity||Intrinsic||To be useful to the collectivity|
|A candidate with a strong “Social unity” motivation will seek to occupy a place or a role within the company or in society in general, where he feels useful to others.|
|Learning||Intrinsic||To learn interesting things|
|A candidate with a strong “Learning” motivation will be driven by the desire to acquire new knowledge and skills.|
|Human Contact||Intrinsic||To be in contact with many people|
|A candidate with a strong “Human contact” motivation will be motivated by the encounter and interaction with new or famous people, whether inside or outside the company.|
Cases of strong internal motivation (intrinsic)
The candidate has a strong internal motivation, based on attractions such as self-realization, a sense of being useful, etc. Wages and other material benefits will not be the driving force behind his work. However, if he has the feeling of accomplishing something in his activity then he will be very quickly involved, autonomous, and will live through the company. He will not require constant supervision to ensure his good performance.
Cases of strong external motivation (extrinsic)
The candidate has a strong external motivation, based on salary, working conditions, career prospects, etc. A competitor, he will be perfectly at ease in a reward-system, with clearly defined rules and issues. He will be able to adapt to a style of management with objectives or team projects, as long as he is pleased.
Cases of mixed motivation
If the candidate presents a more mixed motivation, it would be relevant to refer to his three main sources of motivation to highlight what he would be looking for in a job.
The main objective lies in the development of people, for which the means that are employed are focused on social cohesion, in a participatory approach involving all employees. For employees, their welfare is at the heart of their concerns. There is a feeling of belonging to great family where a good leader is a leader who takes care of his subordinates. A good goal is a goal shared by all and decisions are made through consensus, as everyone has something to contribute. This has the effect of putting everyone in agreement, which allows granting a significant amount of autonomy to employees in their daily tasks.
The main objective is to grow and acquire resources. They work in a flexible and agile way. Leaders are often entrepreneurs with a long-term vision for the organization. Innovators leave ample room for experimentation and therefore for calculated error. This helps create an agile organization that quickly adapts to a changing environment. Each employee is free to adapt his / her working methods, provided that they accept the successes as well as failures.
Their main goal is productivity and efficiency, they define clear and planned objectives. Leaders are competitive and pugnacious. Competitors seek above all to conquer or maintain their leading position in their market. To achieve this, all employees have ambitious targets that they will have to meet. There is little room for excuses and underperforming employees: the organization is radically oriented towards results.
They mainly seek stability by using clever methods of information and communication management. The leaders are coordinators and managers. The organizers are specialists in maintaining a stable and efficient organization. The procedures and rules are clearly communicated to employees in order to guarantee a stable level of quality and reliability. As a result, breaking the rules cannot be tolerated.
Correspondence with personal values
Our tool is based on Schwartz’s theory of values (1987), based on the famous works of Rokeach (1973), the model contains 56 universal values.
The colors make it possible to find the markers in the cultural suitability test results, and here it is a question of being able to represent how the distinctive values of the individual may correspond to his position in the graph.
For example, if an individual is in the “universalism” area, the graph tells us that the main tendency of his or her value system is focused on equality, harmony, social justice, environment, wisdom. Of course, this does not mean that these are the individual’s only values, but to focus on his main provisions.
Potential to adapt
Our tool is also based on Lewis Golberg’s Big Five personality model (OCEAN) from 1990. This model has 5 big dimensions.
The Vadequa test analyzes the individual’s values. The diagram above gives us the opportunity to visualize the main trend in which he is located.
The Vadequa personality test allows to evaluate the candidate according to the facets of the big five. The graph above details three facets in lines, the 5 colors allow to associate the facets constituting a trait. For a better interpretation, the following table summarizes the facets / lines correspondences and adds a brief description for each of the features and facets.
Although reliable, however, psychometric personality tests work as a grid of reading, which allows to point out some of the candidate’s characteristics. Thus, the Vadequa personality test should be considered a support, allowing better preparation of an interview. The Vadequa personality test can highlight some of the results that need to be explored. It does not in any way replace an interview with the candidate. Nevertheless, it allows you to make a quick preselection among many candidates, according to the criteria you are looking for.
Personality trait chart
|Trait Description||Facets||Facet Description|
|Openness to experience||Curiosity towards his internal and external universe. Cognitive style that differentiates imaginative, creative people and down to earth people.||Curiosity||Intellectual curiosity, appreciation of art and beauty.|
|Imagination||Live and active imagination, tendency to create an interesting interior world for himself.|
|Openness to new things||Willingness to try different and new activities. Ability to challenge ideas, positions and values.|
|Conscience||Degree of organization, persistence, control and motivation for a specific purpose. Ability to control, regulate and direct his impulses.||Self-confidence||Belief in his own efficiency.|
|Ambition||Search for success, need for personal fulfillment in work.|
|Organization||Deliberation, a tendency to think well before acting, to organize, to plan.|
|Extraversion||Tendency to be social and to be of an active, confident and optimistic nature. Looking for interaction with the outside world. Tendency to experience positive emotions.||Active temperament||Activity, dynamism. Fast rhythm, vigor and energy.|
|Sociability||Interest and friendly attitude towards others. Gregariousness, search for the company of others.|
|Leadership||Tendency to be dominant, energetic and socially ambitious, assertive.|
|Agreeability||Tendency to be pleasant, friendly and willing to help others. Concern for social harmony and cooperation.||Altruism||Active concern for the well-being of others.|
|Trust in others||Belief in the honesty and good intentions of others.|
|Compliancy||Tendency to submit to others in interpersonal conflicts.|
|Sensitivity||Identifies individuals prone to psychological pain.||Timidity||Social timidity, tendency to experience emotions of shame and embarrassment.|
|Anxiety||Tendency to feel timidity and fear.|
|Stress||Vulnerable to stress.|