best practices in screening and assessment
DESCRIPTION
ERE webinar from 10/16/2007 hosted by Dr. Charles HandlerTRANSCRIPT
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Best Practices in Screening and Assessment:How Today's Leading Companies Are
Leveraging These Tools
Presented by:Charles A. Handler, PhD,
President/Founder: Rocket-Hire.com
October 16, 2007
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Introduction to Rocket-Hire
• Vendor selection specialists and experts in the use of technology to add efficiency and effectiveness to the hiring process. Publish only Buyer’s Guide for this market.
• Focused on helping clients understand the ROI associated with strategic staffing tools.
• Focused on ensuring legal defensibility of selection processes.
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Objectives for Today
• Focus on providing useful information about assessment and its value proposition
• Provide info on best practices for use
• Cover the following topics
• Understanding prediction
• Screening vs. Assessment- A process focus
• 3 steps to success
• Questions
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FuturePerformance
Job Fit: What do they want to do?Environment Fit: Where do they want to
work?
Personality MeasuresAbility Measures
“What can they do?”
“What do they want to do?”
“What have they done?”
Qualification questionsKnowledge & Skills Tests
Behavioral InterviewsResume Evaluations
What Assessments Tell Us
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Informed Decision Making
When you have an important decision to make what do you do?
Do your homework
Consult experts for information
Use information to make predictions
Evaluate the effectiveness of your decisions and learn from the results
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Understanding Prediction
• Define performance requirements and desired outcomes
• Measure these requirements in applicants
• Use results to support decision making
• “Close the loop” Evaluate the accuracy of your decisions vs. outcomes
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Job Performance
Predictor Content
O Predictive Accuracy
Moderate Predictive Accuracy
Job Performance
Predictor Content
High Predictive Accuracy
Job Performance
Predictor Content
Understanding Predictive Accuracy
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Validity
• Synonymous with accuracy• That is, does the test measure what it is
supposed to?• Major types include Content and Criterion• Choice of type depends on contingencies• Is essential for ROI and legal defensibility• Validity is taking on new characteristics as new
assessment models proliferate.
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Sourcing
Screening
Testing
Outcomes•Retention
•Performance
•Promotion
Traditional Test
Validation
Modern Best Modern Best PracticesPractices
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Best Practice Assessment Methodology
Step 1: Build a solid foundation
Step 2: Measure and evaluate applicants
Step 3: Close the loop- evaluate your decision making
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Step 1: Build a Solid Foundation
Accuracy and effectiveness is not possible unless you clearly understand the requirements of the position.
• This requires due diligence to fully understand and document all job requirements and desired outcomes
•Ideally this should be linked to an organizational competency model or set of key performance drivers
•This step is the foundation for both legal defensibility and systematic accuracy
•This step is the one that is most frequently given the least attention
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Practical advice: Conduct a Job Analysis
Job analysis is a systematic study of the requirements related to a specific job or position. It can take many forms but all must have the following elements:
•Input from incumbents and supervisors
•A performance model that aligns job duties with key outcomes
•Documentation demonstrating the method used to collect data
•A plan for translating data collected into Predictor measures
•This information can be used to link selection to other key HR functions such as performance management and development
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Step 2: Measure and Evaluate Applicants
The goal here is to take job analysis information and use it to create a set of predictors that are designed to measure key performance drivers. In order to be effective these predictors must::
•Be solidly linked to job analysis output or competency requirements
•Be used systematically, treating each applicant the same
•Be used as only 1 part of an overall decision making process
•Be staged so that they create a process
•Provide easy to understand output
•Be applicant friendly
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Hiring is a PROCESS
• Effective use of assessments requires multiple measurement tools implemented in correct sequence
• Effective assessment is a process not a “test”
• An integrated, process focus represents the BEST PRACTICE
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Think “Process” not “Test” At the end of the day effective selection is not about basing selection decisions on the result of just one test. Instead selection must be looked at using a process focus in which:
•Multiple data points are collected and used by trained decision makers
•Each step in the process has been aligned with key job performance drivers and this can be documented
•A platform can be used to allow decision makers access to full range of candidate information
•Successive steps in the process create value by focusing more deeply on qualified candidates
•The effectiveness of the overall process is evaluated using hard data
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Recruitment Advertising
(Providing)
Final Decision Making
Qualifications Screening
(Processing)Unqualified
Predictive Screening
(Predicting)Unqualified
Structured Interview
Screening Out
Screening In
All Applicants
Qualified Applicants
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The Players pt. 1
Sourcing Tools-Employment Brand
-Career Site
Screening Tools-Resume review
-Qualifications screens
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The Players pt. 2
Testing– Skills/Knowledge testing– Personality testing– Cognitive testing– Values matching/Fit– Biodata– Simulations
Interviewing– HR interview-competency focused– Technical interview
Verification– Reference checking– Background checking
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Step 3: Evaluating selection decisions
I refer to this as “closing the loop”. This is the only way to clearly demonstrate the ROI associated with a selection process. It is a critical part of any selection plan because it:
•Documents job relatedness and therefore provides legal defensibility
•Provides a business case for HR to gain credibility
•Provides clear links between predictors used and key organizational outcomes
•Can be used to diagnose key problem areas
•Is part of a broader business intelligence strategy to evaluate the entire recruitment and selection process.
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Summary of Evaluation Methods
• Criterion related validation studies• Recruitment process analysis• Meeting key business goals• Business intelligence
•At the end of the day you must ask: “What information is meaningful to us”
•This should be both a strategic and tactical question
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Outcomes of Accurate Prediction
Short Term– Better hiring decisions– Achievement of technical goals– Achievement of immediate business objectives– ROI
Long Term– Building an employee brand– Keeping valued assets– Building organizational knowledge base– Leveraging strengths for the long run
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Practical Advice: Evaluate Your Process
Closing the loop requires a systematic comparison of predictor scores with data on key organizational outcomes. Steps required include:
•Collecting predictor data for all selection measures of interest
•Comparing this data to clean, objective measures of employee performance
•Documenting the relation between predictor scores and job performance
•Using this information to refine selection criteria and thresholds
•Investigating this relationship on an ongoing basis
•Creating documentation for both legal and business case purposes
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Take Aways
•Assessment is not a “no brainer”•It’s worth the effort•Best practices demand attention to 3 key steps•The outcome of an assessment is only as good as the process in which it is used•Process evaluation is essential•Choosing a vendor should be the result of a careful evaluative process
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Questions and Discussion