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How Using Tests & Assessments Can Make the Difference (Part II)

By: Norm Bobay – President of hireMAX June 11^th2009

In Part I of this article I talked about how tests and assessments can be a solution to numerous concerns of an organization. Whether it relates to the hiring of better people or the development and retention of current personnel tests and assessments can bring great value to an organization.

In this part of the article I am going to discuss what to look for in a good test or assessment and how they should be used.

Test vs. Assessment – What is the difference?

TESTS (Hard Skills / Abilities)

For hiring purposes, it can be defined as “any” instrument or process that is used to “screen out” candidates. Some examples would be:

• Ads placed in public media (Newspapers, Monster.com, local on-line Job Boards, etc.). To say in an ad: “We are looking for people to work weekends” is to screen out people who cannot or will not work weekends.
• Application To require a High School graduate or a degreed individual in a particular field is to “screen out” those who aren’t High School graduates or don’t have the degree.
• Interviews Since questions are being asked to better define an applicants “fit” for the job position and organization’s culture, it means that those who do not “fit” are being screened out.
• Skill Measuring Instruments Examples: Math, Verbal Comprehension, etc.
• Assessments Yes, assessments can be considered tests when used to screen out applicants for hire. See following sections for further discussion on assessments.

NOTE:

* For a FREE copy of what the EEOC considers a test, see Part I of this article or e-mail me at: info@hiremax.com

* All tests, including the ones above, can be misused and put your organization at risk for lawsuits. For further discussion on this concern see the section of this article entitled: “Tests & Assessments – Proper Use”

ASSESSMENTS (Soft Skills / Type of Person)

An instrument used to measure what is commonly referred to as the “Soft Skills” of an individual.
Some examples would be:

• Personality Generally refers to such behavioral instruments as DISC based assessments, Myers-Briggs, etc. Calling these instruments Personality Assessments is actually a misnomer. An individual’s personality is really a combination of factors such as a person’s intellect, beliefs, behavioral preferences, attitude and more. But the market commonly is referring only to a person’s behavioral preferences (people focus, task focus, introverted, extroverted, etc.) when mentioning personality type.
• Competencies (Talents) Referring to such skill based areas as: Goal Setting. Planning, Vision, Leadership, etc.
• Motivators Describe what an individual becomes passionate about or interested in enough to take action
• Attitudes Used to measure a persons willingness to act or not act, participate in or not participate in certain activities, etc. Examples: work ethics, long-term employment, tardiness, drugs, theft, Supervision, customer service, etc.

Assessments are commonly used for development purposes and for team placement. For hiring purposes assessments are considered tests when used to “screen out” candidates. When used in this format, they need to meet the same criteria of fairness and the “required” needs for effectively completing the job as that of tests. See next section.

Tests & Assessments – Proper Use

In order for tests and assessments to be effective and legal, they must meet certain criteria as listed below.

LEGAL AND FAIR

• No adverse impact
• Non-biased questions or processes
• Non-prejudicial administration

VALID AND RELIABLE

• Valid = Predicts successful job performance
• Reliable = Predicts success consistently

JOB RELATED

• Measures essential characteristics for successful job completion

When using tests and assessments in the hiring process, I recommend that a good benchmark be used to determine the requirements of the job and how they relate to the criteria mentioned above. To see a sampling of instruments that match the criteria above, visit our website or contact me .

NOTE:

• It is not my attention to provide “legal” advice in any way nor do I claim to be a legal advisor in any way. In regards to legal matters brought up in these articles, I suggest you consult a good Human Resource attorney. By “good”, I mean an attorney who knows the value of and proper use of tests and assessments in the hiring process.

Conclusion
Tests and assessments can greatly enhance your hiring and development processes. By doing a little due diligence up front, it can pay off “big time” in dollars, job satisfaction and retention. If I can assist you in any way, contact me. I also conduct presentations related to this topic that can be formatted for a luncheon or longer as needed. Some of my topics include:

• How To Hire and Keep Highly Motivated Employees – How to stop the turnover cycle, save money and increase production

• Removing the Mask – How to effectively communicate even with jerks!

• Benchmarking Top Producers – How to Clone the people who will make you the most money