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This is based on the evidence that has emerged from the assessment process. The decision as to whether or not to offer someone a job is seldom solely based upon the need to hire someone, rather it is based upon the evidence. It is not uncommon for an organization not to hire any of the candidates they have seen, especially if all of the candidates have weaknesses in one or more ‘essential’ areas of the person specification.

The final decision can be based on a simple test score ‘cut-off’ as a first stage (where test scores are clearly related to job performance). A more sophisticated process might involve ‘regression’ or ‘factor analysis’, and a ‘multi-stage actuarial decision process’. But these are in the realms of advanced selection theory and beyond the scope of this book.

There is no use in worrying about it – you can’t influence the decision making process, mainly because you will not be there when it goes on! Do bear in mind that if this process has been gone through thoroughly by the organization, you can take some comfort from the fact that the selection or recruitment process and decision-making mechanism are based on evidence and have been designed to be as objective and error free as possible. The fact that an organization uses tests should be viewed as a source of comfort rather than dread.