A business owner recently made a typical statement about whether or not a candidate possessed the required core values for a job. “I’ll simply ask her if she has integrity, work ethic, and reliability, and if she does drugs. Then, I won’t need to use an assessment!”
Huh? Over 71% of people lie in their interviews and on their resumes. Why would this person be the exception?
Scientifically validated assessments have been a continuing debate for several decades. It can be difficult to discern from among offerings of over 3,000 publishers, which tools are available and to understand their inherit differences. The issue here is that thousands of test publishers do not go to the expense and trouble to validate and test for discriminatory impact. This shortfall is compounded by the hundreds of thousands of users who don’t follow assessment directions accurately.
The following are key points to consider when selecting the right tools required to hire the right person.
Not all assessments are created equal. Using the wrong tool, or no tool at all, is like tossing the dice and hoping for the best. Some tools are incredibility accurate, while others are simply fun to use in a seminar type setting. The problem is we often don’t understand the difference, and end up inappropriately choosing the fun ones for hiring purposes. Legally, you need to use the tool that has a window of predictive validity of more than several months.
One assessment can not address everything. There are different types of assessments; each validates specific areas:
- Skills Tests – measure actual competency within a particular skill set
- Core Values Assessments – gauge integrity, work ethic, reliability and attitude towards substance abuse.
- Job Fit Assessments – ascertain a candidate’s ability and commitment to get the job done in the manner you desire.
Passing one of these does not mean the applicant possesses everything else required to best fill the position. For example: although applicants have successfully completed skills and core values assessments, they may not have the interest, thinking style or core behavior to do the work. The reality is, the candidates may not have the willingness to do a good job – although, they may have the skills. Measuring these key factors is the purpose of job fit tools.
Assessments help you find and hire the qualified people. Using an interview process alone is only successful in one of eight hires! When you employ an objective process and hire the right person, it will make a significant difference in your own success, and your company’s bottom line.
How do you find and select the right assessments?
Insist on having the Technical Manual. It will describe precisely how the assessment has been validated, and how it has been tested for discrimination. It will also provide further information about study size, validation and reliability processes – important determinants. Predictive validity is the key! Are the results valid for a few months or five years? If the provider is unable or unwilling to provide a Technical Manual, move on to another provider.
Review key determinants. The Department of Labor offers a publication on use and selection of assessment tools. They list 13 key determinants of whether an assessment is appropriate, and its proper use. Contact me for a copy of this publication. JLSeibly@gmail.com
Still in doubt? Ask the provider for a copy of their attorney’s legal opinion. Many sales people will tell you what you want to hear, not what you need to know. Get the company’s legal counsel to provide a written outline of how the tool works and how it can be used. Have your own attorney review for clarification.
Employers need to hire the right people the first time to turn their companies into profitable ventures. It makes good business sense to ensure successful hiring practices. Contact me today to discuss how you can use scientifically validated assessments to improve your hiring success. JLSeibly@gmail.com
©Jeannette Seibly, 2010
1 thought on “Which assessments = hiring success?”