Testing - Why Bother?

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Testing - Why Bother?

  1. 1. Testing... Why Bother? Presented by: William (Chip)Valutis, PhD
  2. 2. Why do we need objective data? Human beings possess an inherent lack of objectivity in analyzing people.
  3. 3. Why do we need objective data? To make good hiring decisions To effectively develop managers and leaders To correctly determine the strengths and weaknesses of our workers To plan succession and internal selection To be professional in our Human Resources Management
  4. 4. What is Testing? What do we mean by “testing”?
  5. 5. When we speak of testing, we refer to the use of tests and surveys to get a good snapshot of an individual’s or group’s characteristics and qualities. What do we mean by “testing”?
  6. 6. What can be measured through testing?
  7. 7. In general, we can reliably measure relevant aspects of people’s... Knowledge Skills Abilities Aptitudes Values Personal Characteristics
  8. 8. Problem-solving abilities General knowledge base and learning potential Critical thinking skills Sales aptitude Selling style Management potential Specific examples
  9. 9. Specific examples (cont’d.) Leadership style Leadership effectiveness Customer service orientation Industrial skills and aptitudes Personality characteristics Specific work behavior and characteristics
  10. 10. When would business organizations benefit from the use of testing? Some common scenarios:
  11. 11. Scenario #1: Founder (age 65) finally passes the baton to Junior (age 40). Guess what? Junior isn’t “ready” — he is not up to the job, or doesn’t have what it takes.
  12. 12. Solution: Successor Development Plan the right experiences early Assess knowledge, skills, abilities and personality characteristics (KSAPCs) Evaluate job fit Determine course of action On-the-job training Formal education Use of mentors Potential search for interim or different successor
  13. 13. Scenario #2: Executives and managers have great talent, but . . . They’re lousy leaders and managers.
  14. 14. Test them to determine their KSAPCs, especially leadership style and talent Consider using a 360° Feedback assessment to measure perceptions of leader effectiveness Train and develop leadership skills based on results Solution: Assess & develop leadership skills
  15. 15. Scenario #3: Successful business is stagnating, in part because loyal, long-term employees may not be prepared to “take it to the next level.”
  16. 16. Solution: Determine next level: Where are you going? Determine how jobs will change. Assess employees. Compare KSAPCs to “job of the future.” Determine training and development needs, person/job match, and possible reorganization.
  17. 17. Scenario #4: You’re having trouble hiring good help. You’ve dabbled in some testing but it hasn’t made your problems go away.
  18. 18. Engage in a job description process. Specify what qualities are needed in successful applicants. Seek valid ways to assess those qualities. Use multiple methods to help evaluate candidate/job match (tests are one tool). If unsure about legal parameters and test usage, seek consultation. Solution: Assess Applicants During Selection Process
  19. 19. Scenario #5: You’d like to use testing, but you are wary of legal issues and don’t know what level of performance to use as a standard.
  20. 20. Solution: Explore your testing options. Find out how you might ensure valid use of tests. For example: Use of profile studies to validate tests Informed use of well-validated tests Understand basics of discrimination Keep records of impact Use tests appropriately
  21. 21. Check out the rest of this series here: Want more information? Visit our website Send us an email

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