Assessment History Ii
description
Transcript of Assessment History Ii
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The Spitler Group LLCHuman Capital Development
BEHAVIORAL ASSESSMENTS
Bing G. SpitlerSpitler Group LLC(513) 382-7675
![Page 2: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/2.jpg)
The Spitler Group LLCHuman Capital Development
BEHAVIORAL ASSESSMENTS
Bing G. SpitlerSpitler Group LLC(513) 382-7675
![Page 3: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/3.jpg)
Contents
The History of Assessments
Reliability and Validity
Types of Assessments
What to Look for in an Assessment
How Assessments can Improve Hiring
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The History of Assessments
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Hippocrates
(c 460 bc– 370 bce)
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Hippocrates
The Four Humours
Humours- Predominant – Temperament - Characteristics
Humor Temperament Season Characteristic
Blood Sanguine Spring Optimistic, enthusiastic, and excitable.
Phlegm Phlegmatic Winter Stolid, apathetic and
undemonstrative.
Black Bile Melancholic Fall Depressed in spirits.
Yellow Bile Choleric Summer Anger, irritability, and a "jaundiced"
view of life.
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Carl Jung
Introversion v Extroversion
•Sensing•Thinking•Intuiting•Feeling
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Dr. William Marston
In 1928 published Emotions of Normal People, DiSC Theory. Marston’s two axes,
Passive or Active, Favorable or Antagonistic.
Dominance Inducement
ComplianceSteadiness
Interpretation of Marston’s Theory by Dr John Geier
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Stanley Smith Stevens
Psychologist“Scales of Measurement”
More accurate measurements of behavior
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Myers-Briggs Type Indicators
Isabel Briggs Myers and her mother, Katharine Briggs, developed to make the insights of type theory accessible to individuals and groups.
Introvert (I) – Extrovert (E)Sensing (S) – Intuition (N)Thinking (T) – Feeling (F)Judging (J) – Perceiving (P)
16 personality Type Indicators
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The Standards for Educational and
Psychological Testing
The Standards for Educational and
Psychological Testing is a set of
Testing standards developed jointly by:
The American Educational Research Association (AERA)
American Psychological Association (APA), and
The National Council on Measurement in Education (NCME).
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Leading Clinical Psychological Research
Minnesota Multiphasic Personality Inventory (MMPI)
California Psychological Inventory (CPI)
The validity of assessments are often compared to the results of the clinical studies
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TESTING AND ASSESSMENT:
AN EMPLOYER’S GUIDETO GOOD PRACTICES
U.S. Department of LaborEmployment and Training Administration
1999
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Department of Labor
Assessment instruments should account for no more than one-third (1/3) of the decision
making process.
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Department of Labor Official Guidelines
1. Use assessment tools in a purposeful manner.
2. Use the whole-person approach to assessment.
3. Use only assessment instruments that are unbiased and fair to all.
4. Use only reliable assessment instruments and procedures.
5. Use only valid assessment procedures and instruments.
6. Use assessment tools that are appropriate for the target population.
7. Use assessment instruments for which understandable and comprehensive documentation is available.
8. Ensure that administration staff are properly trained.
9. Ensure that testing conditions are suitable for all test takers.
10. Provide reasonable accommodation for people with disabilities.
11. Maintain assessment instrument security.
12. Maintain confidentiality of assessment results.
13. Ensure that scores are interpreted properly.
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What makes a good test?
1. The test measures what it claims to measure.
2. The test measures what it claims to measure consistently.
3. The test is job-relevant.
The degree to which a test has these qualities is indicated by two technical properties:
reliability and validity
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Reliability
•Reliability refers to how dependable or consistent a test measures a characteristic.
•A test that yields similar scores for a person who repeats the test is said to measure a characteristic reliably.
General Guidelines for Interpreting Reliability Coefficients
Reliability Coefficient InterpretationValue
.90 and up excellent
.80 - .89 good
.70 - .79 adequate
below .70 may have limited applicability
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Validity
•Validity refers to what characteristic the test measures and how well the test measures that characteristic.
General Guidelines for Interpreting Validity Coefficients
Validity coefficient Interpretationvalue
above .35 very beneficial
.21 - .35 likely to be useful
.11 - .20 depends on circumstances
below .11 unlikely to be useful
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Here’s what the U.S. Department of Labor
says about assessments:
• Employment tests can be used to gather accurate information about job-related characteristics. This information helps assess the fit between people and jobs.
• Tests can be used to predict employee and applicant job performance.
• Appropriate use of professionally developed assessment tools enables organizations to make more effective employment-related decisions.
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Types of Assessments
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Tests, inventories, and procedures are assessment tools that may be used to measure an individual’s abilities, values, and personality traits. They are components of the assessment process.
! observations! resume evaluations! application blanks/questionnaires! interviews! drug tests! biodata inventories! work samples/performance tests! achievement tests! general ability tests! specific ability tests! Cognitive abilities tests! physical ability tests! assessment centers! personality inventories! honesty/integrity inventories! interest inventories! work values inventories
Assessment processSystematic approach to combining and evaluating all the information gained from testing and using it to make career or employment-related decisions.
Types of Assessments
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Ipsative Assessments
Ipsative assessments are behavioral based instruments based on Jung and Marston type work.
Recognized by the four quadrants of behavior.
Excellent for training purposes but not recommended for hiring – Myers Briggs and DiSC.
Generally require interpretation by a trained professional for hiring purposes. Low predictability
Amiable ExpressiveFeeler Extrovert
Analytical Driver Thinker Judge
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Normative Assessments
•Normative assessments are based on measurements of the “normal” population – Bell Curve.
•Normative assessments can be used for hiring and do not require certification or training. High Predictability
16% 68% 16%
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Cognitive Assessments
Cognitive Assessments are more complexassessments that measure an individual’s abilityto think.
Cognitive Assessments measure:
1. Verbal Skills – Vocabulary
2. Verbal Reasoning – Words used in Reasoning and Problem Solving
3. Numeric Ability – Numeric Calculations
4. Numeric Reasoning – Numbers in Reasoning and Problem Solving
5. Learning Index – Combination of all
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Assessments for Hiring and Promotions
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1) Personality indicatorsMyers-Briggs Type IndicatorKersey-bates Temperament Jung Type Indicators
2) Personality StyleThe Marston 4 Quadrant Theory – DiSCWilson LearningChalleyPredictive IndexThe Brickman
3) Personality TraitsMMPI16 PFHogan
4) Honesty/IntegrityReid/London HouseProfiles International: Step One Survey II
5 Groups of Assessments
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5 Groups of Assessments
5) Whole Person or Total Person Battery(Multi-construct and Job Matches) Measures abilities, interests and behavior.
Wonderlic Personnel TestProfiles International: PXTThe Caliper
Points to consider:
•Not all exceed the co-efficiency rating of .70 for predictability?
•Not all provide a Legal Opinion Letter?
•Many require expensive and extensive training and certification?
•Most are written in “Psycho-babble” instead of simple business language?
•Not all assessments are the same and most are not recommended for hiring.
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What to Look for in a Behavioral Assessment
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Behavioral Assessments
• The Department of Labor’s 13 Official Guidelines for Testing and Assessments
• A Technical Manual (Documented methods and results)
• Reliability and Validity Analysis (Updated every three years)
• Assessments should predict future performance
• An assessment should include a “Distortion Factor” that measures the candidate’s level of candor
• Internet technology (Easy access and fast results)
• Results should be quickly available
• Results should be easy to read
• Produced by a reputable company – In-house research and development
• Legal Opinion Letter Available upon Request
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Companies Face Two Types of Problems…
People Problems
Behavioral Assessments focuses on people problems
System Problems
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Behavioral Assessments
Why are assessments so important now?
• Cost of hiring
• Turnover Costs
• Level of Productivity
• Increased illicit drug use
• The Labor Crisis
• Talent Acquisition
• Improve Hiring
• Raising the Bar of Employee Performance
• Employees as a “Competitive Advantage”
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Motivate EmployeesIdentify Reliable People
Minimize Workplace Theft
Improve Productivity
Hire The Right People
Increase Sales
Reduce Turnover
Make Managers More Effective
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When do people perform at a ‘Superior Level?”
It’s not experience – or college degree – or other accepted factors…
…it hinges on fit with the job.”
Source: Herbert
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100
90
80
70
60
50
40
30
20
10
14%
26%
38%
54%
66%75%
0
10
20
30
40
50
60
70
80
90
100
The closer to 100% information the better…
Interview + Background Check
+ Personality & behavior
+ MentalAbilities
+ Interests & Motivators
+ Job Matching
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High Turnover Industry
With out Job Match
With Job Match
% left / fired after 6 months% left / fired after 6 months 46% 24%
% left / fired after 14 months% left / fired after 14 months 57% 28%
Low Turnover Industry
% left / fired after 6 months % left / fired after 6 months 25% 5%
% left / fired after 14 months% left / fired after 14 months 34% 8%
They also stay longer – saving a fortune on recruitment costs!
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The Lines Are Crossing:The Lines Are Crossing:A Growing Shortage of Workers in the U.S.A Growing Shortage of Workers in the U.S.
Expected Labor Force and Labor Force Demand
140142144146148150152154
2004
2005
2006
2007
2008
0
50
100
150
200
250
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
Labor Needed
Labor Available
Millions of People
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How do you know who you are hiring?
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Company Fit Attitudes,Values,
Demeanor,Appearance,
Integrity
Skill FitEducation, Training,
Experience,Skills, Etc.
Job MatchPersonality,
Abilities,Interests
The missing third is...
“Checking the Past” & “Reviewing the Present”
…in predicting ‘superior’ performance
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Assessment Sample
Step One Survey II
Pre-employment
72 Questions
Profiles International, Inc.
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• Personal Integrity
• Substance Abuse
• Reliability• Work Ethic
What What SOSIISOSII™
MeasuresMeasures
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Assessment Sample
Profiles XT
Whole Person Assessment
270 Questions
Profiles International, Inc.
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• Can the persondo the job?
• How will the persondo the job?
• Will the personwant to do the job?
What What ProfileXTProfileXT™ MeasuresMeasures
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The The JobMatchJobMatch™™
PatternPattern
Shaded areas indicate the JobMatch Pattern
The JobMatch patterns show requirements for the jobs in your company
17
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
10987654321
Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryJob Pattern: Sales Representative
Overall Job Match
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
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17
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
10987654321
10987654321
10987654321
Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryJob Pattern: Sales Representative
Overall Job Match
Distortion – 8
94%
Job MatchPercentage
95%
8
6
10
4
Job MatchPercentage
95%
10987654321
Job MatchPercentage
91%
10987654321
10987654321
10987654321
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
4
5
A A ProfileXTProfileXT™™
Good Good MatchMatch
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Final Thoughts
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Here’s what you see & hire/promote…
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Here’s what you see & hire/promote…
Here’s what you get!
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The Spitler Group LLC
BEHAVIORAL ASSESSMENTS
Bing G. SpitlerSpitler Group LLC
513 382-7675
![Page 49: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/49.jpg)
Contents
The History of Assessments
Department of Labor
Reliability and Validity
Types of Assessments
What to Look for in an Assessment
How Assessments can Improve Hiring
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The History of Assessments
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Hippocrates
(c 460 bc– 370 bce)
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Hippocrates
The Four Humours
Humours- Predominant – Temperament - Characteristics
Humor Temperament Season Characteristic
Blood Sanguine Spring Optimistic, enthusiastic, and excitable.
Phlegm Phlegmatic Winter Stolid, apathetic and
undemonstrative.
Black Bile Melancholic Fall Depressed in spirits.
Yellow Bile Choleric Summer Anger, irritability, and a "jaundiced"
view of life.
![Page 53: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/53.jpg)
Carl Jung
Introversion v Extroversion
•Sensing•Thinking•Intuiting•Feeling
![Page 54: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/54.jpg)
Dr. William Marston
In 1928 published Emotions of Normal People, DiSC Theory. Marston’s two axes,
Passive or Active, Favorable or Antagonistic.
Dominance Inducement
ComplianceSteadiness
Interpretation of Marston’s Theory by Dr John Geier
![Page 55: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/55.jpg)
Stanley Smith Stevens
Psychologist“Scales of Measurement”
More accurate measurements of behavior
![Page 56: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/56.jpg)
Myers-Briggs Type Indicators
Isabel Briggs Myers and her mother, Katharine Briggs, developed to make the insights of type theory accessible to individuals and groups.
Introvert (I) – Extrovert (E)Sensing (S) – Intuition (N)Thinking (T) – Feeling (F)Judging (J) – Perceiving (P)
16 personality Type Indicators
![Page 57: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/57.jpg)
The Standards for Educational and
Psychological Testing
The Standards for Educational and
Psychological Testing is a set of
Testing standards developed jointly by:
The American Educational Research Association (AERA)
American Psychological Association (APA), and
The National Council on Measurement in Education (NCME).
![Page 58: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/58.jpg)
Leading Clinical Psychological Research
Minnesota Multiphasic Personality Inventory (MMPI)
California Psychological Inventory (CPI)
The validity of assessments are often compared to the results of the clinical studies
![Page 59: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/59.jpg)
TESTING AND ASSESSMENT:
AN EMPLOYER’S GUIDETO GOOD PRACTICES
U.S. Department of LaborEmployment and Training Administration
1999
![Page 60: Assessment History Ii](https://reader033.fdocuments.in/reader033/viewer/2022061109/54512608af79597c6c8b6f9c/html5/thumbnails/60.jpg)
Department of Labor
“The Rule”
Assessment instruments should account for no more than one-third (1/3) of the decision
making process.
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Department of Labor Official Guidelines
1. Use assessment tools in a purposeful manner.
2. Use the whole-person approach to assessment.
3. Use only assessment instruments that are unbiased and fair to all.
4. Use only reliable assessment instruments and procedures.
5. Use only valid assessment procedures and instruments.
6. Use assessment tools that are appropriate for the target population.
7. Use assessment instruments for which understandable and comprehensive documentation is available.
8. Ensure that administration staff are properly trained.
9. Ensure that testing conditions are suitable for all test takers.
10. Provide reasonable accommodation for people with disabilities.
11. Maintain assessment instrument security.
12. Maintain confidentiality of assessment results.
13. Ensure that scores are interpreted properly.
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What makes a good test?
1. The test measures what it claims to measure.
2. The test measures what it claims to measure consistently.
3. The test is job-relevant.
The degree to which a test has these qualities is indicated by two technical properties:
reliability and validity
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Reliability
•Reliability refers to how dependably or consistently a test measures a characteristic.
•A test that yields similar scores for a person who repeats the test is said to measure a characteristic reliably.
General Guidelines for Interpreting Reliability Coefficients
Reliability Coefficient InterpretationValue
.90 and up excellent
.80 - .89 good
.70 - .79 adequate
below .70 may have limited applicability
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Validity
•Validity refers to what characteristic the test measures and how well the test measures that characteristic.
General Guidelines for Interpreting Validity Coefficients
Validity coefficient Interpretationvalue
above .35 very beneficial
.21 - .35 likely to be useful
.11 - .20 depends on circumstances
below .11 unlikely to be useful
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Here’s what the U.S. Department of Labor
says about assessments:
• Employment tests can be used to gather accurate information about job-related characteristics. This information helps assess the fit between people and jobs.
• Tests can be used to predict employee and applicant job performance.
• Appropriate use of professionally developed assessment tools enables organizations to make more effective employment-related decisions.
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Types of Assessments
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Tests, inventories, and procedures are assessment tools that may be used to measure an individual’s abilities, values, and personality traits. They are components of the assessment process.
! observations! resume evaluations! application blanks/questionnaires! interviews! drug tests! biodata inventories! work samples/performance tests! achievement tests! general ability tests! specific ability tests! ! medical tests! physical ability tests! assessment centers! personality inventories! honesty/integrity inventories! interest inventories! work values inventories
Assessment processSystematic approach to combining and evaluating all the information gained from testing and using it to make career or employment-related decisions.
Types of Assessments
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Ipsative Assessments
Ipsative assessments are behavioral based instruments based on Jung and Marston type work.
Recognized by the four quadrants of behavior.
Excellent for training purposes but not recommended for hiring – Myers Briggs and DiSC.
Generally require interpretation by a trained professional for hiring purposes. Low predictability
Amiable ExpressiveFeeler Extrovert
Analytical Driver Thinker Judge
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Normative Assessments
•Normative assessments are based on measurements of the “normal” population – Bell Curve.
•Normative assessments can be used for hiring and do not require certification or training. High Predictability
16% 68% 16%
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Cognitive Assessments
Cognitive Assessments are more complex assessments that measure an individual’s ability to think.
Cognitive Assessments measure:
1. Verbal Skills – Vocabulary
2. Verbal Reasoning – Words used in Reasoning and Problem Solving
3. Numeric Ability – Numeric Calculations
4. Numeric Reasoning – Numbers in Reasoning and Problem Solving
5. Learning Index – Combination of all
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Assessments for Hiring and Promotions
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1) Personality indicatorsMyers-Briggs Type IndicatorKersey-bates Temperament Jung Type Indicators
2) Personality StyleThe Marston 4 Quadrant Theory – DiSCWilson LearningChalleyPredictive IndexThe Brickman
3) Personality TraitsMMPI16 PFHogan
4) Honesty/IntegrityReid/London HouseProfiles International: Step One Survey II
5 Groups of Assessments
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5 Groups of Assessments
5) Whole Person or Total Person Battery(Multi-construct and Job Matches) Measures abilities, interests and behavior.
Wonderlic Personnel TestProfiles International: PXTThe Caliper
Points to consider:
•Not all exceed the co-efficiency rating of .70 for predictability?
•Not all provide a Legal Opinion Letter?
•Many require expensive and extensive training and certification?
•Most are written in “Psycho-babble” instead of simple business language?
•Are they cost effective?
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What to Look for in a Behavioral Assessment
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Behavioral Assessments
• The Department of Labor’s 13 Official Guidelines for Testing and Assessments
• A Technical Manual (Documented methods and results)
• Reliability and Validity Analysis (Current within last three years)
• Assessments should predict future performance
• An assessment should include a “Distortion Factor” that measures the candidate’s level of candor
• Internet technology (Easy access and fast results)
• Results should be quickly available
• Results should be easy to read
• Produced by a reputable company – In-house research and development
• Legal Opinion Letter Available upon Request
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Companies Face Two Types of Problems…
People Problems
Assessments focuses on people problems.
System Problems
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Behavioral Assessment and Recruiting
Why are assessments so important now?
• Cost of hiring
• Turnover Costs
• Level of Productivity
• Increased illicit drug use
• The Labor Crisis
• Talent Acquisition
• Improve Hiring
• Raising the Bar of Employee Performance
• Employees as a “Competitive Advantage”
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Motivate EmployeesIdentify Reliable People
Minimize Workplace Theft
Improve Productivity
Hire The Right People
Increase Sales
Reduce Turnover
Make Managers More Effective
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When do people perform at a ‘Superior Level?”
It’s not experience – or college degree – or other accepted factors…
…it hinges on fit with the job.”
Source: Herbert
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100
90
80
70
60
50
40
30
20
10
14%
26%
38%
54%
66%75%
0
10
20
30
40
50
60
70
80
90
100
The closer to 100% information the better…
Interview + Background Check
+ Personality & behavior
+ MentalAbilities
+ Interests & Motivators
+ Job Matching
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High Turnover Industry
With out Job Match
With Job Match
% left / fired after 6 months% left / fired after 6 months 46% 24%
% left / fired after 14 months% left / fired after 14 months 57% 28%
Low Turnover Industry
% left / fired after 6 months % left / fired after 6 months 25% 5%
% left / fired after 14 months% left / fired after 14 months 34% 8%
They also stay longer – saving a fortune on recruitment costs!
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The Lines Are Crossing:The Lines Are Crossing:A Growing Shortage of Workers in the U.S.A Growing Shortage of Workers in the U.S.
Expected Labor Force and Labor Force Demand
140142144146148150152154
2004
2005
2006
2007
2008
0
50
100
150
200
250
2002
2004
2006
2008
2010
2012
2014
2016
2018
2020
2022
2024
2026
2028
2030
Labor Needed
Labor Available
Millions of People
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How do you know who you are hiring?
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Company Fit Attitudes,Values,
Demeanor,Appearance,
Integrity
Skill FitEducation, Training,
Experience,Skills, Etc.
Job MatchPersonality,
Abilities,Interests
The missing third is...
“Checking the Past” & “Reviewing the Present”
…in predicting ‘superior’ performance
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Assessment Sample
Step One Survey II
Pre-employment
72 Questions
Profiles International, Inc.
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• Personal Integrity
• Substance Abuse
• Reliability• Work Ethic
What What SOSIISOSII™
MeasuresMeasures
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Assessment Sample
Profiles XT
Whole Person Assessment
270 Questions
Profiles International, Inc.
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• Can the persondo the job?
• How will the persondo the job?
• Will the personwant to do the job?
What What ProfileXTProfileXT™ MeasuresMeasures
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The The JobMatchJobMatch™™
PatternPattern
Shaded areas indicate the JobMatch Pattern
The JobMatch patterns show requirements for the jobs in your company
17
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
10987654321
Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryJob Pattern: Sales Representative
Overall Job Match
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
10987654321
10987654321
10987654321
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10987654321
10987654321
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17
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
10987654321
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Thinking Style
Behavioral Traits
Occupational Interests
Job Profile SummaryJob Pattern: Sales Representative
Overall Job Match
Distortion – 8
94%
Job MatchPercentage
95%
8
6
10
4
Job MatchPercentage
95%
10987654321
Job MatchPercentage
91%
10987654321
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10987654321
The Job Matching process for Interests is concerned with top three interests of a Job Match Pattern and how a candidates top three interests match. The three top interests for this Pattern are indicated and ranked from top to bottom.
Top three interests for this position
Lowest three interests for this position
Financial/Administrative
Technical
Mechanical
Enterprising
People Service
Creative
I nterests Ranking
10987654321
10987654321
10987654321
10987654321
10987654321
10987654321
4
5
A A ProfileXTProfileXT™™
Good Good MatchMatch
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Final Thoughts
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Here’s what you see & hire/promote…
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Here’s what you see & hire/promote…
Here’s what you get!
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The Spitler Group LLC
BEHAVIORAL ASSESSMENTS
Bing G. SpitlerSpitler Group LLC
513 382-7675
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Why does this matter?
Unskilled / Semi-skilled
‘Average’ workers output = 19% more than ‘Non-producers’ ‘Superior’ workers output = 19% more than ‘Average’ ‘Superior’ Why does this matter? orders output = 38% more than Non-producers’
Skilled
‘Average’ workers output = 32% more than ‘Non-producers’ ‘Superior’ workers output = 32% more than ‘Average’ ‘Superior’ workers output = 64% more than Non-producers’
Management / Professional
‘Average’ workers output = 48% more than ‘Non-producers’ ‘Superior’ workers output = 48% more than ‘Average’ ‘Superior’ workers output = 96% more than ‘Non-producers
Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings” Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.