Why You Shouldn't Fear Assessments

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ERE Webinar From 4/25/12, presented by Paul Basile.

Transcript of Why You Shouldn't Fear Assessments

Why you shouldn’t fear assessments

April 25, 2012

Paul Basile, CEO Matchpoint Careers, Inc paul.basile@matchpointcareers.com

POLL

What is most important? What do you think about?

•  My family •  Sports •  Religion •  My work •  Other

What’s an assessment?

Face the fear!

Why assess at all?

What are we frightened of?

Fear 1: Being exposed

Fear 2: Being judged

Fear 3: Messing up

Fear 4: Being messed around

Fear 5: Wasting time, money & effort

Can we get past the fear?

Beating the fear of exposure

•  Truth as an enabler, not a punishment

•  Bias towards good news •  Privacy protection •  Contrast with other recruitment /

information getting methods

Beating the fear of being judged

•  Let the candidate control access •  Emphasize fit, not results •  Don’t share assessment results

directly •  Show the fair and valid basis for

assessment

Beating the fear of messing up

•  Clear instructions •  Practice questions •  Emphasize no wrong answers •  Reassuring UX •  Sensitive feedback

Beating the fear of being messed around

•  Demonstrate fairness in process and results

•  Share basis for assessments and research validity

•  Show benefits before, during and after assessment

•  Have a user-friendly, transparent process

Beating the fear of wasting time, $,effort

•  Make the results count •  Ipsative assessment where

possible •  Use innovative value pricing •  Core assessments for all,

extras for shortlist •  Emphasize how short 1hr /

20 minutes really is

Fear-free assessment •  Use serious assessments •  Focus on fit •  Use highly user-friendly test platforms •  Make everyone a winner •  Emphasize intrinsic rewards

The science of long-term relationships

eHarmony: •  Uses science, research into thousands of married

couples •  Has identified 29 dimension of compatibility •  Recognizes that it is very hard a person to find and

identify the few people who are deeply compatible •  Has 20 million members •  Is not for getting a date… •  Generates nearly 5% of all new marriages in the US

The science of humanity

Research into performance prediction

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0.7 Correlation coefficient

Weak predictors

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Unstructured interviews (0.18)

Years of education (0.10) Years of job experience (0.18)

Graphology (0.02)

Age (-0.1)

Weakly predictive

Correlation coefficient

Medium predictors

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Knowledge of the job (0.48)

References (0.36)

Unstructured interviews (0.18)

Years of education (0.10) Years of job experience (0.18)

Graphology (0.02)

Age (-0.1)

Weakly predictive

Somewhat predictive

Personality tests (0.40)

Correlation coefficient

Fit (0.26)

Strong predictors

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Cognitive ability tests (0.51)

Cognitive ability tests with behavioral assessment (0.67)

Knowledge of the job (0.48)

References (0.36)

Unstructured interviews (0.18)

Years of education (0.10) Years of job experience (0.18)

Graphology (0.02)

Age (-0.1)

Weakly predictive

Somewhat predictive

Powerfully predictive

Personality tests (0.40)

Correlation coefficient

Structured interviews (0.51)

Fit (0.26)

Powerful predictors

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-0.1

0.1

0.2

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0.5

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0.7

Cognitive ability tests (0.51)

Cognitive ability tests with behavioral assessment (0.67)

Knowledge of the job (0.48)

References (0.36)

Unstructured interviews (0.18)

Years of education (0.10) Years of job experience (0.18)

Graphology (0.02)

Age (-0.1)

Weakly predictive

Somewhat predictive

Powerfully predictive

Personality tests (0.40)

Correlation coefficient

Structured interviews (0.51)

Fit (0.26)

Measure what predicts job performance

Competencies

Skills

Work

preferences

Baselines and differentiators

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Employee performance

Baselines •  Skills •  Knowledge

Differentiators •  Cognitive ability •  Behavior •  Preferences

Baselines •  Knowledge

–  eg. Law degree, plumbing course, programming languages –  Learnable –  Often come from formal education

•  Skills –  Technical abilities –  Learnable –  Often come from experience

Higher knowledge and/or skills do not equate to higher quality hire

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Differentiators •  Cognitive ability •  Behaviors

•  Preferences

Differentiators predict high performance

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Competencies

How it works

Competencies

Preferences

Skills

How it works

Competencies

Preferences

Skills

HIGH HIGH HIGH

How it works

Competencies

Preferences

Skills

HIGH HIGH

MEDIUM

HIGH

MEDIUM MEDIUM

How it works

Competencies

Preferences

Skills

HIGH HIGH

MEDIUM

LOW LOW

HIGH

LOW

MEDIUM MEDIUM

How it works

Competencies

Preferences

Skills

HIGH HIGH

MEDIUM

LOW LOW

HIGH

LOW

MEDIUM MEDIUM

How it works

Competencies

Preferences

Skills

HIGH HIGH

MEDIUM

LOW LOW

HIGH

LOW

MEDIUM MEDIUM

Fit for purpose

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How poor fit appears

Gathering data via assessments •  Consistently

•  Objectively

•  Fit for purpose

•  Timely

•  Cost-effectively

Gathering data: the job •  Need to assess baseline and

differentiating requirements and job context

•  Groundwork done by consultants & psychologists

•  Established, validated methodologies & normed reference databases

•  Used to be expensive & time consuming…

Gathering data: candidate skills & knowledge

•  Thousands of different skills •  Accurate, skill-specific

assessments exist (many online)

•  Skill testing usually quick and reliable

•  Often assessed at relatively early stage

Gathering data: candidate competencies •  Limited number of

competencies, but different combination each job

•  Psychologist interview •  Observation at work •  Psychometric tests •  Costly, so often assessed

at late stage only

Gathering data: candidate preferences •  Good tools exist, but.. •  Too few are specific to

work •  Too few tools are online •  Often undervalued and

underused despite dramatic impact of employee engagement on results

Timing of data gathering Application forms / résumés

Interviews / other assessments

Psychometric assessments

Traditional recruitment pipeline

Timing of data gathering Application forms / résumés

Interviews / other assessments

Psychometric assessments

Self-selection, employer-specific assessments

Interviews / other assessments

Psychometric assessments

New benchmarking recruitment pipeline

Traditional recruitment pipeline

Compare

Job

Candidates

Compare

Job

Candidates

Rank shortlist

Compare

Job

Candidates

Rank shortlist

Hire

Hiring companies using assessments, compared to those

that do not, get:

•  75% greater year-on-year increase in hiring manager satisfaction

•  75% greater yr-on-yr reduction in hiring costs

•  2.5 x greater year-on-year increase in profit per employee

Results

The new war for talent

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Thank you

Paul Basile

paul.basile@matchpointcareers.com tel:1-800-594-9349