how does cognitive ability impact job...

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How does cognitive ability impact job performance?

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Drew FortinVP, MarketingThe Predictive Index

WELCOME!

ß Q&A

Matt Poepsel, PhDVP, ProductThe Predictive Index

FORMAT- 30 Minute Presentation- Q&A Session at the end- Offer to follow

Mike ZaniCEOThe Predictive Index

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In a recent survey (n>200) only 21% CEOs felt they got their money’s worth from who they hired

80% of external hires

were disappointments

Promotions 75% of the time

PRICE PRICHETT

TOPGRADING: HOW TO HIRE, COACH AND KEEP

A PLAYERS

A survey of top HR executives at 25 of the global 50 found that:

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SO WHAT DO MOST PEOPLE DO ABOUT IT?

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5

RESUMEHEATMAP

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6 sec. screening…then we interview

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with less than10 min. of prep

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Unicorn Image

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WORK PERFORMANCE

KINDA FIXED

LEARNEDEDUCATION

KNOWLEDGESKILLS

EXPERIENCE

BEHAVIOR

COGNITIVE

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TOOLS NEEDED

THE FOCUS OF RESUMES

& INTERVIEWS

EDUCATIONKNOWLEDGE

SKILLSEXPERIENCE

BEHAVIOR

COGNITIVE

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6%

12

23%

27%

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6%23% 27%

51%

REFERENCESHarris T., Tracy, A. & Fisher G. (2011). Predictive Index® Technical Overview. © 2011, Praendex, Incorporated, d.b.a. PI Worldwide. All rights reserved.

Hunter, J.E. (1983). A casual analysis of cognitive ability, job knowledge, job performance, and supervisor, ratings. In E Landy, S. Zedeck, & J. Cleveland (eds.), Performance measurement and theory (pp. 257-266), Hilldale, N.J.: Erlbaum.

Hunter, J. & Hunter, R. (1984). Validity and utility alternative predictors or job performance. Psychological Bulletin, 96 (pp.

72-98).Smith, F. & Hunter, J. (1998).

The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin 124, (pp. 262-274).

Smith, M. & Smith, P. (2005). Testing people at work-Competencies in psychometric testing. Blackwell Publishing UK. All rights reserved.

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See the entire person.

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BEHAVIOR

COGNITIVE

PI Behavioral Assessment™

PI LearningIndicator™

General Cognitive Ability (GCA)

Simply put:

The ability to learn

grefers to developed General Cognitive Ability

An Indisputable Link

oOverwhelming evidence that

g predicts job performance (e.g., Schmidt, 2002)

oOnboarding and job trainingoOn-the-job learningoSolving problemsoDealing with complexityoMaking important decisionsoAdapting to changesoExecutive and leadership functions

Learning in the Modern Work Environment

oThree forces are placing a premiumon the ability to learn quickly.

oIncreasing complexity (e.g., Technology)oHyperconnectednessoAccelerated rate of change

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Takes TimeCANDIDATE 2

CHANGE

TIME

Learns QuicklyCANDIDATE 1

Environmental Complexitydue to change in business environment

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Environmental Complexitydue to change in business environment

Takes TimeCANDIDATE 2

CHANGE

TIME

Learns QuicklyCANDIDATE 1

Design Criteria: PI Learning Indicator

üBRIEF ASSESSMENTüEASY TO ADMINISTERüEASY TO COMPLETEüEASY TO INTERPRETüAVAILABLE TO OUR GLOBAL CLIENT BASEüMEETS OUR SCIENCE STANDARDS

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The Predictive Index Learning Indicator™ is a cognitive ability assessment that measures an individual’s

capacity to learn, adapt, and grasp new concepts in the

workplace.

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The assessment measures 3 factors of cognition

Numerical Abstract Verbal

12-minuteTimed Assessment

Available in 80+ languagesAcross any industry

Predict learning velocity. The PI Learning Indicator is a cognitive ability assessment that measures an individuals learning velocity, or their capacity to learn, adapt, and grasp new concepts in the workplace.

LEARNING INDICATOR™

Getting to go Timed Assessment –

“processing speed” matters

o Verbal, Numeric, and Abstract questions

o Items have 3 different difficulty levels

o Dynamic assessment engine o Different itemso Different order of answerso Unique first & second assessments

LI Score (g)

Verbal

Analogies

Antonyms

Verbal Analysis

Numeric

Number Series

Word Problems

Number Values

Abstract Reasoning

Visual Analogies

Visual Series

Common Features

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Greg Barnett, Ph.D. VP OF RESEARCH & DEVELOPMENT

Austin Fossey, MADIRECTOR OF ASSESSMENT RESEARCH

Phil Drazewski, MSSENIOR RESEARCH CONSULTANT

Sarah MulveyRESEARCH CONSULTANT

Matt Poepsel, Ph.D.VP OF PRODUCT DEVELOPMENT

PI SCIENCE TEAM

Science Advisory Board

Dev Dalal, Ph.D. UNIVERSITY OF CONNECTICUT

Jason Huang, Ph.D.MICHIGAN STATE UNIVERSITY

Jay Magidson, Ph.D.FOUNDER OF STATISTICAL INNOVATIONS

Caveon Test SecurityADVANCED PSYCHOMETRIC EXPERTISE

Fritz Drasgow, Ph.D.UNIVERSITY OF ILLINOISSPECIAL ADVISOR

Establish and Ensure Validity, Reliability, and Fairness

Conduct PI Validity Studies

Advance the Science of the PI portfolio

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To succeed in today’s hiring environment, employers must:

1. Define the cognitive requirements of the job

2. Prioritize candidates based (in part) on their cognitive abilities

Step 1. Define the Cognitive Requirements

oTarget Scoring Guideo Start with percentile-based

recommendations

o Make adjustments based on YOUR JOB’s learning needs, complexity of job, and work environment stability

o Add points for manager or VP level roles

oGain agreement from key stakeholders

This is your starting point. Other data (e.g., average score of applicants) may influence the Target score.

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Target the right cognitive threshold for any job or industry.

2019181716151413

Find a 100% cognitive fit for the position.

USING RAW SCORES: Learning Fit to Role

• Think about “Learning Fit”• Go down 10% Fit for each score

below Target• Don’t give extra points for scores

higher than Target

• Constructive way to use Learning Indicator

• Modify when you have enough real applicant data

Using FIT language reduces sharing confidential and sensitive scores

100% FIT90% 80% 70% 60% 50% 40% 30%

Step 2: Prioritize Candidates

Behavioral Fit

Learning Fit

High

Low

HighLow

BENEFITSo Consistent, fair selection processo Multivariate selection decisiono Highest probability of successo Optimal investment of time

You have a plan.It’s time to launch.

WHO WILL TAKE YOU THERE?

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Understand your people.

Ensure alignment.

Move confidently forward.

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SCIENCE+ TECHNOLOGY+ KNOWLEDGE TRANSFER

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SCIENTIFICALLY VALIDATED ASSESSMENTS

PI Job Assessment™PI Behavioral Assessment™PI Learning Indicator™PI Selling Skills Assessment™

HIREto

RETIRE

INTELLIGENT

SOFTWARE

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THE PREDICTIVE INDEX• KNOWLEDGE TRANSFERKNOWLEDGE

TRANSFER

What you want.

PLAN

What you get.

RESULTS

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REQUIRE HIRE INSPIRE

PLAN RESULTS

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Drew FortinVP, MarketingThe Predictive Index

THANK YOU!

ß Q&A

Matt Poepsel, PhDVP, ProductThe Predictive Index

NEXT STEPS1. Receive email with slides and recording2. Reach out to your PI Partner3. Contact PI directly

Mike ZaniCEOThe Predictive Index