Hiring Practices Show Gaps in Assessment, Speed: Talogy

Recent studies from Talogy, OCC, and McLean & Company point to a growing mismatch between companies’ hiring ambitions and the tools and timelines they use to identify and retain top talent. Across the recruitment and talent development lifecycle, data shows organizations continue to rely heavily on subjective judgment, slow processes, and outdated assessment methods that risk bias and disengagement.

A recent report by Talogy found that 91% of HR professionals and 88% of leaders depend on performance ratings or manager recommendations to identify high-potential employees, while only 45% of HR and 30% of leaders use psychometric assessments. Despite these limitations, 79% of HR and 72% of leaders rated their hiring programs as effective. The report warns that such reliance on perception-based methods undermines predictive accuracy and can perpetuate bias in leadership pipelines.

“Organizations are investing significant time and resources into [hiring] programs, but are often using methods such as manager recommendations and performance ratings, which can be prone to subjectivity,” says Dan Hughes, Senior Director of R&D, Talogy. “These approaches must be complemented with science-based assessments to accurately identify talent who can drive future success.”

Parallel concerns about hiring efficiency are emerging from candidates. A national survey by OCC found that 53% of workers expect recruitment processes to last between one and two weeks, while 31% believe they should take less than a week. In contrast, lengthy procedures or excessive interview rounds can weaken employer branding and drive candidate drop-off. Up to 65% of respondents said one or two interviews are sufficient, suggesting that employers who streamline their hiring processes are more likely to secure top talent.

“Candidates will share their experience with peers regardless of the outcome, so it is crucial for companies to maintain an efficient and positive selection process,” OCC reports. The survey, which gathered responses from 1,511 workers, highlighted that speed and candidate experience are now critical indicators of a company’s reputation in the labor market.

McLean & Company’s Design Pre-Employment Assessments That Improve Hiring Success report urges organizations to move beyond traditional interviews and adopt assessments that evaluate both skills and organizational fit. The firm argues that misaligned or poorly designed assessments can lead to ineffective hiring and turnover costs up to twice an employee’s annual salary, according to data from Hays.

“When organizations design pre-employment assessments thoughtfully and tailor them specifically to roles where they matter most, the benefits are significant,” says Karen Mann, Senior Vice President of Human Resources Research, McLean & Company. The report recommends using methods such as simulations, role-play scenarios, and realistic work samples to gain a clearer view of a candidate’s potential, while incorporating gamification to enhance engagement.

Together, these studies reflect a broader challenge in talent management: companies are striving to identify high performers and improve hiring accuracy, yet continue to rely on subjective tools and prolonged processes. As workplaces evolve under pressures of rapid change and skills shortages, experts agree that combining speed, structure, and scientific rigor will be key to building fairer and more predictive talent systems.

“Organizations are being challenged to do more with less and stay lean. That is why high-potential programs, supported by data-driven and efficient recruitment strategies, are more important than ever for companies that want to build a workforce ready for the future,” says Russ Becker, CEO, Talogy.