assessment use in hiring - 2015

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Assessment Use in Hiring

Tools in the Toolbox

Windridge Consulting www.windridgeconsulting.com – 206-533-9700

AS S ES SMENT S = I N FORMAT IONIN FORMAT ION = I N S I GHT

IN S I GHT = SMART ER H I R ING & TA L ENT MANAGEMENT


Windridge Consulting - www.windridgeconsulting.com - 206-533-9700

Would You Hire Me?

Endurance (4) –When projects are demanding or difficult, you tend to give up easily. Your low endurance may be due to emotional fatigue, short attention span, lack of interest, or burnout.

Trust (2) – You find it very difficult to trust people. In activities you find it difficult to cooperate and tend to become resentful.

Self confidence (4) – You question whether you have the ability to function successfully and as a result are very sensitive to criticism.

Windridge Consulting - www.windridgeconsulting.com -206-533-9700

A Great Hire!

Endurance (5) – You are as energetic and persistent as most people when working to accomplish tasks in order to be successful.

Trust (8) – You are more likely to be trusting than suspicious and find it easy to get along with most people. When interacting with others, you are usually cheerful and adapt readily to them.

Self confidence (8) – You have strong faith in yourself and believe you possess the knowledge, skill, and experience to function successfully in most situations.


Impressive on the Outside


What is on the Inside?




Remember


Bring Balance


30%

30%

30%

10%

The Four Areas of Hiring Decisions

Assessment

Interview

References

Intuition

Assessments = Information

1. Ninety percent of all résumés are faked. (U.S. Department of Labor)2. Eliminate: “I’m God’s gift to your business” attitude (prevalent in some new

hires) by pointing out their growth areas before offering the position.3. “Properly validating and standardizing employee selection procedures can

significantly contribute to the implementation of non‐discriminatory personnel policies, as required by Title VII.”(Equal Employment Opportunity Commission – Title 29)

4. Assessment is an objective aspect of the hiring process and overcomes natural interview biases during the hiring process.

5. Provides a valid method for comparing required job behavior to the candidate’s predicted behavior using standard position analysis scores.

6. Personality is part nature / part nurture in origin; attempting to reshape an unsuitable person through training is very costly and potentially frustrating.

7. Provides immediate feedback on likely behavior; the manager doesn’t have to wait for the initial “honeymoon” of good behavior to end.

8. Saves the manager time in developing unsuitable people if the right person is on board from the start.

9. It is naïve to believe that every candidate is equally suited for every position.Windridge Consulting - www.windridgeconsulting.com - 206-533-9700

Three Different Levels – Behavioral Assessments

Category "A" tests can only be interpreted and used by educated, licensed and / or certified professionals (psychologists, psychiatrists, counselors).

Tests such as the Minnesota Multiphasic Psychological Inventory (MMPI), California Psychological Inventory (CPI), and other clinical / diagnostic instruments.

Instruments that measure such things as psychoses, neuroses, physical or mental disabilities, or other pathological issues are prohibited in the pre‐offer stage of a selection process.


Category "B" tests must be interpreted by certified professionals (in my case psychologists), however, they can be used by trained / certified laypersons / users under the direction of psychologists (direct or indirect – in my case indirect).

Tests such as The Winslow Profiles, The 16 Personality Factors (16 PF), The Personality Research Form (PRF), and other personality instruments.


Category "C" tests can be interpreted and used by anyone…education, certification, licensing and / or training is not required.

The DISC, MBTI, Myers Briggs, and others are in this category. To use these tests in the selection process makes an organization very vulnerable to litigation.


Three Types of Basic Hiring Assessments

Behavioral Assessment Attitude Assessment

Aptitude or Skills

1. Behavioral Assessments Personality Characteristics and Traits; can contain a cognitive thinking portion –e.g. problem solving.2. Attitude Assessments Measures attitudes and motivators – self‐admissions to certain likes / dislikes.3. Skills Assessments Measures hard / learned skills and capabilities – technical ability, attention to detail, multi‐tasking, etc.


Great for Training and Development – Not Good for Hiring

The vast majority of styles type tests (personality) weredesigned to evaluate differences between people…notevaluate people for jobs.“In my experience, style tests cannot meet the aboverequirements. Neither can separating people into groupsand looking for dominant group styles. The problem isthat successful and unsuccessful people often have thesame styles.”

— Dr. Wendell Williams, Ph.D


Information Gained Falls Into Three Categories

1. Does the person fit the job by having the underlying traits or core behaviors to do the task?

2. Does the person want / like to perform the task?

3. Does the person know how to do a particular task?


The Importance of Job Descriptions

It is critical to “clearly” identify the competencies and tasks that will be performed in each position.

Primary duties and responsibilities Percent of job duties – Identify what the person is doing most of the time and in various roles.

Primary internal and external contacts Purpose and scope of position


To be Legally Defensible, ANY Hiring Test Must:

1) Be job‐related and its results appropriate for the employer’s purpose.

2) Be backed with a professional study showing scores accurately (predict job performance).


Avoiding Adverse Impact

The operative principle must always be to avoid any adverse impact or non‐performance related discrimination against any minorities.

The technical manual for the instrument must provide thorough documentation of: The development of the scales used. The development of the norms. The various validation studies. The diversity of the populations used in the studies, representing a mixture of appropriate ages,

sexes, and races.

The psychometric studies, which generated the original norms, should be revisited approximately every three years. This allows the instrument to adjust to changes in demographics and social values and attitudes.

Instruments, which measure such things as psychoses, neuroses, physical or mental disabilities, or other pathological issues are prohibited in the pre‐offer stage of a selection process.


Items of Importance When Choosing a Vendor

1. The most important thing in choosing an assessment is making sure that it is valid and reliable for the purposes in which you intend to use it.

2. Choose assessments that have current validation studies and technical manuals that have been updated within the last couple of years. A quality tool will have validation studies performed every two to five years.

3. Your managers should be able to use the assessments and information without expecting them to become experts in assessments.

4. You might want to choose assessments that allow you to use the information throughout the life cycle of the employee. For example, if you choose a valid “behavioral / personality” assessment for screening, you could also use that information to coach the new employee as well as assist with their succession / career path.


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