Assessments

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Psychological Assessments

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Assessments

  1. 1. Assessments Assessments offer a solution Why Use Assessments? You want employees who are dependable Historically, employers depend upon cv’s, references and interviews as sources of information for making hiring decisions. In practice, these Is the company’s bottom line being hurt by high employee On average, absenteeism cost employers well over $1 357 sources have proved inadequate for consistently selecting good employees. When training employees, a quot;one size fits allquot; approach has failed turnover? Would you like to know about a person’s honesty, job (R10 856) per employee. This was the direct cost reported by to provide the desired results. When selecting people for promotion, otherwise excellent employees have too often been miscast into roles they interests, or attitude to social and organizational issues about a survey of human resource professionals and does not include could not perform satisfactorily. before hiring them? Would you like to demonstrate that a the cost of hiring others or paying overtime to perform the hiring/promotion decision was made objectively, without work of absent employees. Clearly, an essential ingredient for making quot;people decisionsquot; has been missing from the formula. Several factors contribute to the failure of discrimination? traditional hiring methods. Résumés often contain false claims of education and experience while omitting information that would help employers make better hiring decisions. Business references are of little value because most past-employers will tell you nothing but quot;name, You want to avoid the liability of employees' behavior rank and serial number.quot; These realities are the reason interviews have become the most influential factor in hiring and promotion decisions. Is it important to get a 360° view of direct reports, customers, on and off the job However, experience shows only a coincidental correlation between the ability to deliver well in an interview and to deliver well on the job. vendors, and peers on the effectiveness of the decision makers in Studies peg this correlation at 14% - one good employee in every seven hires. Even background checks don't help much. The success rate your company? Is it important to know that supervisors and becomes 26%, but that's only one good hire in every four. Unfortunately, many employers have accepted these poor results and the high cost You must know the nature of the people you hire because their managers are functioning optimally as leaders? of excessive turnover as a business reality. They have flown the white flag of surrender. criminal behavior could cost your business millions of Rands. Every time you hire without practicing due diligence, you may The use of assessments has become essential to employers who be accepting liability for their actions - even when they are quot;off want to put the right people into the right jobs, provide effective Assessments do help significantly the clock.quot; training, help their managers become more effective, and assure people promoted will succeed. This is also one of the main :: Assessing behavioral traits improves the hiring success rate to 38%. reasons 75% of the Fortune 500 companies use human capital :: When both thinking abilities and behavioral traits are assessed, the right people are hired 54% of the time. You can be sued for illegal discrimination assessments. :: When an assessment of occupational interests is added, successful results improve to 66%. In the absence of objective data, how can you demonstrate a Utilizing assessments has resulted in extraordinary increases in The most impressive results are achieved when these different assessments are effectively integrated. A well structured battery of hiring/promotion decision was made objectively, without productivity. They have reduced employee relations problems, assessments successfully identify potentially excellent employees better than 75% of the time. discrimination because of gender, race, religion, etc. employee turnover, stress, tension, and overall human resource expenses. Employees will have higher job satisfaction and much What is involved? higher functionality resulting from better job matching. Testing is acceptable, even expected Each participant will be given information and instructions for completing a questionnaire. Respondents are typically asked to rate each item on a Likert-type scale ranging from (1) Very Inaccurate (2) Moderately Inaccurate (3) Neither Inaccurate nor Accurate (4) Moderately Accurate (5) APSinc focuses on the development, production, and marketing As reported in Molding Systems (May, 1999, v57 i5 p56(1)), a Very Accurate. Typically, responses to a questionnaire result in a ‘profile’ being created which provides an overview of the responses in the of personal and management tools that aid individual survey found that 92% of job applicants accept testing as part particular areas examined by the questionnaire. Consequently, there are no right or wrong answers or profiles when behavioural style is development as well as assisting clients with putting people into of the job qualification process. Only 3% resent it, while 5% considered although, certain behavioural styles may be more or less appropriate to certain situations. Assessments are used in both selection jobs that fit the employee's thinking processes, occupational were neutral. and development. interests and behavioral tendencies. AND... The basic respondent information (name, surname, email) is provided to the APSinc administration team who will set up all the questionnaire profiles, distribution lists, and survey administration process. The questionnaires are distributed electronically and are completed via web access, following which APSinc processes the data, prepares, and distributes the reports to the individual or consultant for feedback. It is important to note that the data are kept completely confidential and is used only within the feedback context to the participant and for further research purposes by APSinc. No third party will have any access to the raw data. Reports Options Personality Report Standard service Leadership Style Report Includes the processing and scoring of responses, generation and provision of Conflict Management Style Report individual reports and help-desk assistance. Interpersonal Communication Style Report Additional services (optional) 360 Degree Feedback Report Arrangements for access to the questionnaire and the distribution of reports can Organisational Climate Report be changed to meet the individual needs of organisations. Customised Occupational Report management reports can be prepared on request. Career Interest Inventory Fees, including volume discounts, are available on application. Further information For further information regarding the access arrangements to any assessment please contact: Seth Townsend, APSinc on +27.11.475.2392, seth@apsincsa.com, or assessments@apsincsa.com
  2. 2. Assessments Conflict Management Style Questionnaire® (CMSQ®) identifies your strongest preference Townsend Personality Questionnaire® (TPQ®) is developed specifically for both personal in terms of the five main types of conflict management styles namely, collaboration, competing, development as well as the workplace. Unlike most assessments that are based on theories of avoiding, accommodating and compromising. In every situation we are responsible for our personality that have resulted from one particular psychologist's theory and opinion about human actions. Most of us have a favourite style that we use in conflict situations, but we are all capable nature, the TPQ® is based on the Five-Factor model - a concept that it is founded on the idea that of choosing a different style when it is appropriate. The CMSQ is designed to provide each of us five main factors are necessary and sufficient for broadly describing human personality. with a clear idea of how we currently respond to conflict situations as well as presents us with the information to choose an appropriate style for responding to conflict. The CMSQ is based on the work of A. Falikowski (2002). Leadership Style Report® (LSR®) indicates the leadership style you most prefer. Having a Myers-Briggs Type Indicator® (MBTI®) Assessment is a widely used personality clearer understanding of this can help you appreciate your strengths and uniqueness when assessment in the world. With a proven record of reliability spanning more than 50 years, it offers dealing with family, friends, and colleagues within either a social or work context. It will empower a foundation for understanding individual differences and applying that understanding to the you to focus on your strengths and maximise your opportunities for development. The LSR was ways people think, communicate, and interact. Versatile and dependable, the MBTI tool sets the developed by Dr Gary Townsend and Michelle Townsend and is based on George Manning and stage for lifelong learning and development. Kent Curtis’ Leadership model The MBTI assessment is used to develop individuals, teams, and organisations to meet today’s challenges in such areas as communication, team building, leadership, and career management. Townsend Interpersonal Communication Inventory® (TICI®) assessment helps identify The Fundamental Interpersonal Relations Orientation–Behavior® (FIRO-B®) what your primary and secondary interpersonal communication preferences are and how your Assessment helps people understand their own behaviour and that of others in interpersonal reported preferences relate to that of your partner. Knowing your emotional language, and situations. For more than 40 years, it has been used around the world to clarify human learning about your partner’s, can help you appreciate the strengths and uniqueness that both of interactions in both business and personal situations. It explores three basic interpersonal needs you bring to the relationship, understand how these special qualities combine in the most optimal (Inclusion, Control, and Affection) along two dimensions (Expressed and Wanted). and rewarding way, and ensure that efforts at a constructive relationship remains productive. The FIRO-B assessment can be used as an integral part of team-building initiatives, management The TICI tool was developed by Dr Gary Townsend and Michelle Townsend and is based on Gary training programs, personal development plans, and communication workshops. Chapman's Five Love Languages interpersonal communication model. Organisational Climate Survey® (OCS®) provides a scientific approach to understanding the BarOn Emotional Quotient-Inventory™ (BarOn EQ-i™) A growing body of research way employees experience their workplace. Having a clearer understanding of this can help the suggests that emotional intelligence is a key determinant of success in life. Based on over 20 individual and the organisation establish whether the business is being managed effectively; years of research by Dr Reuven BarOn and used on over 85,000 individuals worldwide, BarOn EQ- whether the employees understand the mission and its implementation, as well as identify what i® is the first measure of emotional intelligence to be reviewed in the BUROS Mental the employees’ expectations and perceptions of the organisation are. It will empower the Measurement Yearbook (the leading international review of psychometric tests). individual and the organisation to focus on the highlighted strengths as well as to maximize the opportunities for development. The Occupational Personality Questionnaire™ (OPQ32®) is one of the most popular and widely used Occupational Personality Questionnaires; it is available in over 30 languages, with an The T360° Questionnaire® (T360®) is a structured method of gathering information about unparalleled worldwide research base. It is a truly international tool - shaped by an unique performance in relation to globally accepted leadership competencies. It has been specifically understanding of the use of OPQ in a wide range of cultures and languages. designed for use in 360° feedback and broader leadership and career development programs. The OPQ32 is suitable for selection, training needs analysis and individual development, career counseling and succession planning,

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