Selection And Assessment

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    Selection And Assessment - Presentation Transcript

    1. Assessment ! Everything you ever wanted to know but were afraid to ask Dr. Wendell Williams Managing Director ScientificSelection.com, LLC 770-792-6857
    2. Who am I
      • 10 years Executive Management
      • 10 years VP Positions Training
      • 20 years Consulting
      • BSIM, MBA, MS, Ph.D.
      • American Psychological Association
      • Society for Industrial and Organizational Psychology
      • Association of Test Publishers
      Copyright 2008, ScientificSelection.com 770-792-6857
    3. What is Assessment?
      • A scary place?
      • A special program?
      • A certain kind of test?
      • Only big organizations?
      • Unfairly screen-out
      • people?
      • A blight on humanity?
      Copyright 2008, ScientificSelection.com 770-792-6857
    4. Assessments
      • Any method used to evaluate whether a person has skills to perform a job
      • Applications:
        • Hiring
        • Promotion
        • Job preview
        • Training needs
      Copyright 2008, ScientificSelection.com 770-792-6857
    5. Not New!
      • BCE
      • Aaron suggests assessment process to Moses
      • Chinese assess for bureaucrats and courtiers
      • Plato outlines management assessment process
      • CE
      • c. 1800 Surgeons and Cadets
      • c. 1850 Government clerks
      • c. 1900 Streetcar operators and salesmen
      • c. WWI and WWII officer candidates
      Copyright 2008, ScientificSelection.com 770-792-6857
    6. Driving Test = Assessment
        • Written exam
        • Eye test
        • Driving Skills
          • Parking
          • Traffic
          • Signals
          • Simulators
      Copyright 2008, ScientificSelection.com 770-792-6857
    7. “ Trendy”
      • Assessments tend to rise and fall with trends in the labor market
      Copyright 2008, ScientificSelection.com 770-792-6857
    8. Biggest Obstacle
      • Human nature encourages
      • people to make sweeping
      • judgments about skills
      • based on small snippets
      • of information (Halo and
      • Horns effect)
      Copyright 2008, ScientificSelection.com 770-792-6857
    9. Rolling the Dice
      • Information snippets such as interviews generally screen-out blatantly unqualified candidates; but, the odds of hiring or promoting the wrong person are no better than chance.
      Copyright 2008, ScientificSelection.com 770-792-6857
    10. ROI Often Ignored
      • The financial impact of interview/resume assessment can be considerable:
        • 20% of base salary for unskilled
        • 30% of base salary for skilled and semi-skilled
        • 50% of base salary for professional and managerial
      Copyright 2008, ScientificSelection.com 770-792-6857
    11. ROI comes from…
      • More productivity
      • Less training
      • Faster learning
      • Lower turnover
      • Less training
      • Fewer mistakes
      • Motivated employees
      Copyright 2008, ScientificSelection.com 770-792-6857
    12. Professional Assessment Results
      • A professionally developed multi-trait, multi-method assessment process usually cuts training, doubles employee productivity and reduces turnover by half.
      Copyright 2008, ScientificSelection.com 770-792-6857 Screen In Screen Out
    13. What Does Assessment ‘Assess’?
      • Job Performance = How + What
      • How= having the right KSA’s for the job
      • What = clear expectations, results, products
      Copyright 2008, ScientificSelection.com 770-792-6857
    14. Tennis Example
      • What = Win majority of sets
      • How = Hard serve, accuracy, endurance, agility, forehand return, backhand return, game strategy
      Copyright 2008, ScientificSelection.com 770-792-6857
    15. Assessments
      • Assessments evaluate the candidate’s job “how’s”…
      Copyright 2008, ScientificSelection.com 770-792-6857
    16. Typical Assessment Areas
      • 1) Cognitive: thinking, learning, problem solving, planning, technical
      • 2) Interpersonal: interacting, behaving, persuading, presenting
      • 3) Motivational: likes and dislikes
      Copyright 2008, ScientificSelection.com 770-792-6857
    17. Common Assessment Tools
      • Handwriting
      • Age
      • Education
      • Projective test
      • Interview
      • Grade point avg.
      • Recommendation
      • Personality test
      • Motivation test
      • Reference check
      • Biographical data
      • Situational int.
      • Behavioral int.
      • Mental ability
      • Simulation
      Copyright 2008, ScientificSelection.com 770-792-6857
    18. Common Assessment Tools (some good…some not so much)
      • Off the Wall
      • Handwriting
      • Astrology
      • Pseudo –psych tests
      • Usually Unrelated
      • Age
      • Education
      • Self assessment
      • Grade point avg.
      • Recommendations
      • Little data –big assumptions
      • General Interview
      • Personality test
      • Motivation test
      • Reference check
      • Hard to fake - Job related
      • Biographical data
      • Situational int.
      • Behavioral int.
      • Mental ability
      • Simulation
      Copyright 2008, ScientificSelection.com 770-792-6857
    19. Assessments = Common Sense Copyright 2008, ScientificSelection.com 770-792-6857
    20. Hard to Fake + Job Related
      • Demonstrate Skills
        • Problem solving tests
        • Scheduling exercises
        • In-baskets
        • Participation in simulations
      • Give concrete examples
        • Situational Interviews
        • Behavioral Interviews
      • Self-descriptions
        • Self-descriptions
        • Standard interviews
      Copyright 2008, ScientificSelection.com 770-792-6857
      • Job Attitudes
      Candidate Iceberg Copyright 2008, ScientificSelection.com 770-792-6857 Interviews/ impressions Job Skills
    21. Look Under the Water Line Copyright 2008, ScientificSelection.com 770-792-6857 Attitudes Interests Motivations Details Spelling Communication Problem Solving Learning
    22. Self Descriptions Can be Faked Copyright 2008, ScientificSelection.com 770-792-6857
    23. Demonstrations = Hard to Fake What You See is What You Get Copyright 2008, ScientificSelection.com 770-792-6857
    24. Workshops? Copyright 2008, ScientificSelection.com 770-792-6857
    25. Professional Assessment Guidelines
      • Clearly identify what to evaluate
      • ONLY use assessments developed to predict performance
      • Make sure assessments are accurate and trustworthy
      Copyright 2008, ScientificSelection.com 770-792-6857
    26. Example
      • If a critical element is:
      • Learning
      • Problem Solving
      • Coaching
      • Persuasion
      • Planning
      • Enthusiasm
      • Mixed elements
      • Then evaluate (assess) for:
      • Learning ability
      • Solving problems
      • Ability to coach
      • Persuasiveness
      • Planning skills
      • Motivation
      • Multi-trait/Multi-method
      Copyright 2008, ScientificSelection.com 770-792-6857
    27. Getting Started
      • Clearly define “performance”
      • Identify “hows” (job requirement and business necessity)
      • Choose proven professional tools
      • Confirm that “hows” differentiate between high and low performance
      • Use a MTMM approach
      Copyright 2008, ScientificSelection.com 770-792-6857
    28. STOP!
      • Assessment tests and training tests are NOT the same: training tests evaluate interpersonal differences regardless of performance. Hiring tests evaluate performance regardless of interpersonal differences
      Copyright 2008, ScientificSelection.com 770-792-6857
    29. Assessments Evaluate “Hows” “Hows” Lead to Performance Test Score Performance + - Copyright 2008, ScientificSelection.com 770-792-6857
    30. Summary Copyright 2008, ScientificSelection.com 770-792-6857
    31. Professional Assessments
      • Fairly and accurately evaluate whether a person has skills to perform a job
      • Applications:
        • Hiring
        • Promotion
        • Job preview
        • Training needs
      Copyright 2008, ScientificSelection.com 770-792-6857
    32. Not New
      • BCE
      • Aaron suggests assessment process to Moses
      • Chinese assess for bureaucrats and courtiers
      • Plato outlines management assessment process
      • CE
      • c. 1800 Surgeons and Cadets
      • c. 1850 Government clerks
      • c. 1900 Streetcar operators and salesmen
      • c. WWI and WWII officer candidates
      Copyright 2008, ScientificSelection.com 770-792-6857
    33. Require Discipline
      • Human nature encourages
      • people to make sweeping
      • judgments about skills
      • based on small snippets
      • of information (Halo and
      • Horns effect)
      Copyright 2008, ScientificSelection.com 770-792-6857
    34. Impressive ROI
      • Differences between high and low performance are estimated to be:
        • 20% of base salary for unskilled
        • 30% of base salary for skilled and semi-skilled
        • 50% of base salary for professional and managerial
      Copyright 2008, ScientificSelection.com 770-792-6857
    35. Multi-trait/Multi Method
      • Evaluate critical job activities
      • Hard to fake
      • Level the playing field
      • Fair to all applicants
      • Based on job requirements and business necessity
      • Scores relate to job performance
      • Pay for themselves in one or two hires
      Copyright 2008, ScientificSelection.com 770-792-6857
    36. Don’t Stand Alone
      • Even the best assessments cannot compensate for:
        • Bad managers (the greatest source of job dissatisfaction)
        • Frustrating working conditions
        • Low pay or benefits
        • Poor executive leadership
        • Lack of training
      Copyright 2008, ScientificSelection.com 770-792-6857
    37. Q & A Copyright 2008, ScientificSelection.com 770-792-6857

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