The Value of Using Assessments in the Workplace

The Value of Using
AssessmentsIn the
Workplace
A guide for organizations to leverage assessments in different stages of an
employee’s life cycle including but not limited to recruiting and hiring, training
and development, and performance improvement or disciplinary action.
MGT 265 Human Resources Management & MGT 280 Organizational Behavior
Professor Kathleen Foldvary | Harper College Professional Center
Group Workshop by Artur Szuster • Perla Garcia • Vanessa Jimenez • Tatyana Stoyanova
WEDNESDAY, OCTOBER 9, 2019

The Value of Using Assessments in the Workplace • 2
MGT265 Human Resources Management & MGT280 Organizational Behavior | Kathleen Foldvary
Group Workshop by Artur Szuster • Perla Garcia • Vanessa Jimenez • Tatyana Stoyanova | 10.09.2019
TABLE OF CONTENTS
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Assessment Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Using Assessments in Stages of an Employee’s Life Cycle . . . . . . . . . . . . . . . .
Recruiting and Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Training and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Performance Management and Disciplinary Action . . . . . . . . . . . . . . . 10
Sample Assessments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Summary and Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Sources and Suggested Readings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

INTRODUCTION
Assessments are likely common to any person(s) that was raised in a country with a standardized and
regulated education system. Any person that attended kindergarten was probably required to complete a
Kindergarten Entry Assessment (KEA) before beginning their first day of school.The KEA is a method
to learn what children know and are able to do, including their inclination to learn.These assessments
provide a snapshot on children’s development and are helpful in determining areas of opportunities
for improvement.The average child is introduced to assessments at the age of five and the assessments
become more challenging and are administered more frequently as the child progresses into adulthood.
While children and many teenagers may not understand the value and purpose of assessments, it is likely
their mentality will change as they grow into adulthood and realize that assessments are intended to help
them succeed in school and progressively develop. Any person that realizes the value of education and self-
development, whether it is physical or mental, will understand that assessments are important to make
progress because they help gauge the level of ability or knowledge in the specific area of interest. In other
words, any person studying for an exam in an area of interest is more likely to succeed if self-assessments
are used throughout the process of studying.This principle also applies to anyone that is training to pass
a physical-ability test. Any person that trains, studies, and does self-assessments regularly will have an
advantage over someone that does not. A person with favorable results is more likely to succeed.
There is just as much value of applying assessments in the workplace as there is in kindergarten,
elementary school, middle school, high school, college, and any other environment of education.
Organizations compete for talent and many invest an immense amount of money, time, and resources
in advertising and recruiting to attract the best candidates.The human resources of an organization are
most important because they have a significant impact of the success of the organization. While many
organizations realize the value of attracting the finest candidates, many of them fail to select the best-
fitting ones because they do not use any type of assessment in the process. While assessments are crucial
in the selection process of recruiting and hiring, they are just as imperative in other stages of an employee’s
life cycle including training and development, performance management, and disciplinary action.
One reason so many organizations do not use assessments is because many executives and Human
Resources professionals have misconceptions about the value of using them. Some of the most common
misconceptions of using assessments are presented on the following page.

Common Misconceptions About Selection Tests
• Myth: Screening applicants for conscientiousness will yield better performers than
screening applicants for intelligence.
• Myth: Screening applicants for their values will yield better performers than
screening applicants for intelligence.
• Myth: Integrity tests are not useful because job candidates misrepresent themselves
on these types of tests.
• Myth: Unstructured interviews with candidates provide better information than
structured assessment processes.
• Myth: Using selection tests creates legal problems for organizations rather than
helps solve them.
Another reason why assessments are not used in organizations is due to a lack of knowledge about what
type of assessment method is most effective in identifying the best candidates during recruiting, assisting
in training and development, and improving performance or resolving disciplinary issues. It is paramount
that executives and HR professionals are well-educated on the different types of assessment methods
available and it is necessary they take the necessary steps to implement assessments in their organization.
This guide has three important objectives:
1. Provide a quick snapshot of the different types of assessment methods that are available and used
across various types of businesses and organizations.
2. Explain how organizations can leverage assessments in different stages of an employee’s life
cycle to recruit, select, and hire the best human resources, train and develop talent, improve
performance, and resolve disciplinary issues.
3. Provide samples of assessments as reference material and share examples of assessment scorecards.
1
D. Pulakos, E. (2005). Selection Assessment Methods. SHRM Foundation’s Effective Practice Guidelines. [online] Alexandria, VA: SHRM
Foundation. [Accessed 22 Sep. 2019].

1 D. Pulakos, E. (2005). Selection Assessment Methods. SHRM Foundation’s Effective Practice Guidelines. [online] Alexandria, VA: SHRM
ASSESSMENT METHODS
There are several assessment methods that organizations can apply to recruit and select the best
candidates, train and develop their employees, and improve performance or resolve disciplinary issues.
The methods are split into two groups and organizations can use them for internal employees or external
candidates.The first group of assessments is related to knowledge, skills, and abilities so it is often referred
to as KSA-Based Assessments and the second group consists of predominantly task-based assessments.
KSA-Based Assessments
1. Cognitive aptitude ability tests
2. Job knowledge tests
3. Personality tests
4. Biographical data
5. Integrity tests
6. Structured interviews
7. Physical fitness tests
Task-Based Assessments
8. Situation judgment test
9. Work sample tests
10. Assessment centers
11. Physical ability tests
1. Cognitive Aptitude Ability Tests: These assessments measure mental abilities, such as verbal and
mathematical skills, reasoning ability and reading comprehension. Cognitive ability tests are very effective
because they can help predict job performance before a selection is made.These assessments can also help
identify areas of opportunity for improvement and development for employees that want to grow within.
Format of Assessment: [1] Multiple Choice (paper-and-pencil or computer)

2. Job-Knowledge Tests: This type of assessment measures essential knowledge areas that are needed to
perform a job effectively. Job-knowledge assessments with measure the technical knowledge and for this
reason it is best suited for candidates that already possess some knowledge or skill before performing this
job.This is not suitable for candidates that will require training after selection.
3. Personality Tests: Personality tests assess traits that are relevant to job performance and can effectively
predict the candidate’s or employee’s performance.The factors that are frequently assessed include
conscientiousness, extroversion, agreeableness, openness to experience and emotional stability.
4. Biographical Data: These assessments are based on the idea that the best predictor of future
performance is past performance. Biographical data (biodata) assessments are inventories of the person’s
background and personal characteristics or interests. Biodata can effectively predict job performance.
5. Integrity Tests: These assessments measure the attitudes and experiences that are related to an
individual’s honesty, trustworthiness and dependability.
6. Structured Interviews: This is the most common selection type method used in organizations, however
most interviews are unstructured. In unstructured interviews, the interviewer decides which questions to
ask so there are no specific or standardized questions to help evaluate a person’s performance.These types
of interviews are not very effective in predicting job performance. Structured interviews are more effective.
Format of Assessment: [1] In-Person Meeting (face-to-face), or [2] Virtual Meeting (live or recorded on camera)
7. Physical Fitness Tests: These tests are used in some selection situations and they require the candidate
to perform general physical activities to the person’s overall fitness, strength, endurance or other physical
capability to perform a specific task of the job.
Format of Assessment: [1] Physical activity (depends on job requirements)

8. Situational Judgment Tests: In these assessments, job candidates are presented with a situation they
are likely to experience on the job and viable options for handling the presented situation.The candidate
is expected to choose the most effective way of handling the situation from the responses provided.
Situational judgment tests are more difficult to develop than many of the other types of assessments.
9. Work Sample Tests: For a work sample test, a person is asked to perform work activities or tasks
that mirror the tasks that employees are required to perform on the job. Organizations can design work
sample tests for almost any role in the organizations, however they are most commonly used for jobs that
require technically-oriented tasks, such as operating machinery, repairing and troubleshooting equipment,
organizing and planning work, and others.
Format of Assessment: [1] Job-specific activities (physical abilities or knowledge skills, etc.)
10. Assessment Centers: This is a work sample that is typically focused on higher-level managerial and
supervisory competencies. Assessment centers are very similar to work sample tests because candidates
are required to complete exercises involving actual situations, problems and tasks that they would face
on the job.These candidates are expected to handle the tasks as if they are in a real situation.These kinds
of assessments can last up to several days and include role-play exercises, analytical exercises, and group
discussions.Trained professionals will observe the candidate and evaluate their performance.
Format of Assessment: [1] Job-specific activities (physical abilities or knowledge skills, etc.)
11. Physical Ability Tests: These types of assessments are important for selecting individuals for
physically demanding jobs, such as police officers and firefighters. Physical ability tests are also similar
to work sample tests because candidates are required to perform actual job tasks to determine if they can
perform the physical requirements of a job.These types of assessments are typically scored on a pass/fail
basis and to pass, a candidate must complete a series of tasks within a specified time-frame.
Format of Assessment: [1] Physical activity (depends on job requirements)

USING ASSESSMENTS TO RECRUIT, SELECT, AND HIRE CANDIDATES
The selection process of recruiting and hiring employees is the most important of all because it will
determine which candidate will or will not join the organization. Before an organization begins
recruiting for a position, it is important that HR completes a job analysis to determine what the job
requires employees to do. A job analysis will also help identify the appropriate type of assessment that an
organization should apply to assess any candidates.There are several steps in the Selection Process and it is
recommended to assess candidates early in the process to make it most effective.
STEPS IN THE SELECTION PROCESS
Screen
Applications
and Resumes
1 32 4 5
Test and
Review Work
Assessments
Interview
Candidates
Check
References and
Background
Make a
Selection
Why are assessments important? By identifying the characteristics that match people with their job
and what they are required to do, organizations can effectively identify the essential components that will
motivate individual employees. Assessments will not only help an organization find and select the best
person that fits the role, but they will also reduce turnover.
According to an article published by Predictive Success, Using Assessments to Improve Retention, “the
voluntary turnover rate has been steadily increasing from 9.1% in 2011 to 11% in 2014.This is concerning
for any HR department because turnover always ends up costing organizations.” According to a study
commissioned by LinkedIn, candidates that are poorly matched to a position drive up costs associated with
hiring and on-boarding new employees, and the hiring process takes longer and the recruits do not stay;
these are issues that create a cost burden of $19.8 billion in a year in each of the 11 countries examined in
the global study by PWC (PricewaterhouseCoopers), Adapt to Survive: How better alignment between talent
and opportunity can drive economic growth”.
Organizations can avoid the costs and challenges of unanticipated turnover by turning their attention to
the hiring process and being very selective with their candidates.
1
Davis, C. and Davis, C. (2019). Using Assessments to Improve Retention - Predictive Success. [online] Predictive Success. Available at: https://
www.predictivesuccess.com/blog/using-assessments-to-improve-retention/
2
Pwc.com. (2019). [online] Available at: https://www.pwc.com/gx/en/hr-management-services/publications/assets/linkedin.pdf

USING ASSESSMENTS TO TRAIN AND DEVELOP EMPLOYEES
While assessments are usually considered a recruitment tool, organizations can use the data collected
from these assessments for individual training and development of individual employees. Even the best
candidate that was selected for the job may not score a perfect score because a perfect score in all areas is
highly unlikely. Nevertheless, a decision was made by the organization to hire the best candidate and now
the organization can act on the data by applying specific training in areas in which the candidate may
need improvement.This data is especially helpful for managers and supervisors that a candidate will report
to because the manager(s) will gain several advantages.
ADVANTAGES OF USING DATA FROM EMPLOYEE ASSESSMENTS
Educate and Coach
Managers on Getting the
Best from their People
Predict and Overcome
Potential Conflicts
Develop Appropriate
Learning and Training
Opportunities
1 2 3
1. Educate and Coach Managers on Getting the Best from their People: When managers or leaders in
the organization know what to expect from their employees, they are in a better position to utilize and
coach each person for better results.
2. Develop Appropriate Learning and Training Opportunities: Every person is different therefore each
person will require an approach to training that is specific for their individual needs. Instead of applying
the same method of training for everyone, organizations can apply data from assessments to identify a
specific method that will improve an employee’s engagement in training.This may also reduce the cost.
3. Predict and Overcome Potential Conflicts: Effective team dynamics are essential to productivity
and employee engagement so for this reason it is important to minimize any possible conflicts before
they occur. Organizations can use data from assessments to identify characteristics and predict potential
conflicts that may arise between team members. It is more effective to prevent them from occurring.
2
Davis, C. and Davis, C. (2019). Using Assessments to Improve Retention - Predictive Success. [online] Predictive Success. Available at: https://
www.predictivesuccess.com/blog/using-assessments-to-improve-retention/ [Accessed 24 Sep. 2019].

USING ASSESSMENTS TO ADDRESS POOR PERFORMANCE AND OTHER ISSUES
Although assessments will aid organizations in selecting a candidate that is a good-fit for the company’s
culture and assist in pairing this individual with the right manager or members of a team, unexpected
circumstances could cause any employee to perform below expectations or other unanticipated issues
could arise. Whether it is poor performance or other issues with work behavior that require disciplinary
actions, these challenges are not always predictable, even when organizations use pre-employment
assessments. Nevertheless, any organization could leverage assessments to help any employee get back on
track. Below are types of performance problems and work behaviors that may arise in the workplace.
TYPES OF PERFORMANCE PROBLEMS
WORK BEHAVIORS WHICH RESULT IN PERFORMANCE PROBLEMS
Quantity of Work
1. Poor prioritizing, timing, scheduling
2. Lost time (lateness, absenteeism,
leaving without permission, misuse
of sick leave)
Quality of Work
1. Inaccuracy, errors
2. Failure to meet expectations
3. Customer dissatisfaction
4. Waste of material
5. Inappropriate work methods
Inappropriate behaviors
1. Negativism, lack of cooperation
2. Failure to follow instructions
3. Unwillingness to take responsibility
4. Insubordination
5. Power games
Resistance to change
1. Inability to update skills
2. Resistance to policy, procedure
3. Lack of flexibility to problems
4. Inappropriate work methods
Inappropriate interpersonal relations
1. Inappropriate communication style
2. Impatient, inconsiderate, arguments
3. Destructive humor, sarcasm
4. Inappropriate conflict with others
Inappropriate physical behavior
1. Smoking, eating, drinking in
inappropriate places
2. Sleeping on the job
3. Alcohol or drug use
4. Problems with personal hygiene
5. Threatening or hostile behaviors

Regardless of the issues that cause poor performance and unacceptable work behaviors, it is important
that managers and HR professional in any organization address these issues immediately. Issues that are
not addressed may become regular behaviors and create more undesired challenges for the managers and
colleagues, teams, and the organization. When performance problems or unacceptable work behaviors are
identified, an organization can respond in several ways and the most common ways are identified below.
ADDRESSING POOR PERFORMANCE AND WORK BEHAVIORS
Non-Disciplinary Steps
These actions are the first place to start
when managing a performance problem.
Informal meeting to address performance.
Disciplinary Action
Formal process to discipline an employee.
Managers to address performance and set
a plan with goals to improve performance.
1 2
Managing an employee’s performance is critical to effective productivity and not only to the individual
employee’s growth, but also to any team members and organization. Poor performance and unacceptable
behaviors will impact the performance of an organization in some way so it is important to act quickly.
Leverage assessments to improve performance and gauge improvement: Whether it is poor
performance or work behaviors, an organization can apply assessments as part of disciplinary action to
help an employee improve or use the results of assessments to determine next steps for the employee, i.e. a
job or department transfer, temporary suspension, or termination at the worst. It is unlikely to address all
types of performance or work behaviors using assessments, however organizations can address these issues
by assessing if an employee understands the company’s standards, policies and procedures related to issues.
Consider these assessment types and scenarios as examples to leverage assessments for disciplinary action.
1. Physical Fitness Test: An employee loses ability to perform requirements of the job due to
unhealthy habits and failing to make improvements.
2. Situational Judgment Test: An employee expresses inappropriate behavior towards other employees
and does not understand or is not willing to make necessary changes.
3. Job-Knowledge Test: An employee fails to learn how to operate new equipment or follow new
methods of repairing machinery at the factory.
2
Office of Human Resources. (2019). Dealing with Performance Problems. [online] Available at: https://humanresources.umn.edu/performance-
management/performance-problems

Progressive discipline is the best approach to use assessments: Progressive discipline is only used
by managers and supervisors when it is appropriate. It is based on the severity of the misconduct
or performance deficiencies so it may begin with a written warning and progress to more severe
consequences, such as involuntary termination.
Every company is structured differently and most likely has different rules and policies for employee
misconduct and performance deficiencies, therefore the process of progressive discipline will also vary
from company to company. Nevertheless, there are similarities in the consequences and steps that occur.
EXAMPLES OF COMMON DISCIPLINARY ACTION
Letter of
Warning
This is the first step and
acts as a warning to the
employee that misconduct
occurred or improvement
in performance is needed.
Suspension with
or without Pay
This step is sometimes
required when an
employee does not make
an effort to improve poor
performance or behavior.
Termination of
Employment
Final step in an employee’s
life cycle. Employees
try to avoid this as well
as organizations due to
changes and costs.
1 2 3
Assessments can become an effective method for disciplinary action before suspending or terminating an
employee. As a matter of fact, some companies require employees to complete mandatory training due
to misconduct or poor performance and others will allow an employee to transfer to another department
where the employee may have a chance to succeed. Nevertheless, organizations can apply assessments
to determine if the employee is properly trained and/or if the employee is prepared to return to work.
Oftentimes, depending on the severity of the circumstances, termination is inevitable.

SAMPLE ASSESSMENTS
Sample Cognitive Ability Test
Verbal ability
Innocuous means the same as:
a. Harmless
b. Preventative
c. Distasteful
d. Futile
Numerical ability
16% of 62.5 is
a. .844
b. 8.44
c. .084
d. 8.4
Numerical ability
1 3 2 4 3 5 4 6 5 ___
a. 4
b. 5
c. 6
d. 7
Reading ability
In American politics, the concern of each
party is to win. This requires gaining the
support of many people with differing
views. Political parties often have to build
into their programs potentially conflicting
objectives that speak to the needs of
these different groups in order to win. As
a result, the platforms of major parties
typically reflect:
a. Unified principles
b. Prejudice
c. Compromise
d. Disagreement
Sample Job-Knowledge Test
The principle of the “lever” is essential to
the use of a:
a. Hydraulic jack
b. Plow
c. Auto steering wheel
d. Forklift
Sample Personality Test
It does not make sense to work hard on
something if no one will notice.
a. Definitely true
b. Somewhat true
c. Neither true nor false
d. Somewhat false
e. Definitely false
I tend to let others do most of the talking
in conversations.
a. Definitely true
b. Somewhat true
d. Somewhat false
e. Definitely false
I have remained calm in situations where
others have become upset.
a. Definitely true
b. Somewhat true
d. Somewhat false
e. Definitely false
1

EXAMPLES OF ASSESSMENTS
Sample Integrity Test
It is alright to misrepresent the truth
if being completely honest will create
problems that small “white lies” can solve.
a. Strongly disagree
b. Disagree
c. Neither agree nor disagree
d. Agree
e. Strongly agree
As long as people follow the spirit of
policies and regulations, they don’t need
to follow them exactly.
a. Strongly disagree
b. Disagree
c. Neither agree nor disagree
d. Agree
e. Strongly agree
Sample Situational Judgment Test Items
You are currently working on several tasks, all of which are pressing. Your supervisor asks
you to work on another assignment with an immediate deadline. She asks you to phone
companies to obtain financial data. The list of companies is long and not yet complete. You
would…
a. Describe the pressing deadlines in which you are already involved and ask your
supervisor to assign the new task to a less busy colleague.
b. Complete those assignments on which you are already working, then concentrate on
phoning the companies.
c. Work on your other assignments and begin phoning companies only when you
receive a complete list.
Sample Physical Test
• Run a mile.
• Lift 20 lb. weights for 50 repetitions.
Sample Work-Sample Tests
Mechanic
• Repairing a problem on a car.
• Reading a blueprint.
Clerical
• Typing test.
• Proofreading.
Cashier
• Operating a cash register.
• Counting money and totaling
balance sheet.
Computer Programmer
• Programming and debugging test.
• Hardware replacement test.
1

Sample Assessment Center Process
Candidate Orientation
Role-Play: Candidate prepares for and conducts a counseling session with a subordinate
who is not performing well on the job. Trained assessors play the role of the subordinate
and evaluate the candidate’s performance.
In-Basket Exercise: Candidate completes a mock “in-basket” where he or she responds
to phone messages, e-mails, memorandum, reports and other items that require action to
be taken. Sometimes in-basket exercises also include an interview with trained assessors
where the candidate explains the rationale for his or her actions.
Case Analysis: A business problem is presented to the candidate that he or she has to
analyze and prepare a written plan discussing the actions to be taken. Trained assessors
evaluate the written products.
Role-Play: Candidate is given a set of facts and must prepare a persuasive oral
presentation regarding a situation. Following the presentation, the candidate responds to
questions. Trained assessors play the role of audience members who ask the questions and
evaluate the candidate’s performance.
Leaderless Group Discussion: A small group of candidates is given a problem to work
on that is similar to what they would encounter on the job. As they work to resolve the
problem, trained assessors observe and evaluate their performance. Following all of
the exercises, assessors discuss their evaluations of the candidates, decide on consensus
evaluations of their performance and prepare feedback.
Sample Work-Sample Tests
Firefighter
• Climb a ladder while carrying equipment.
• Drag a hose.
• Carry a person down from a building.
Warehouse worker
• Lift materials of weight required on job.
• Drag materials for distances required on job.
• Roll barrels.
• Carry materials of weight and distance required on job.
1

SUMMARY AND CONCLUSIONS
Assessments will bring value to any organization that uses them effectively because they will assist in
recruiting and selecting the right talent for the organization, train and develop new hires or current
employees that want to grow within, and help resolve issues with an employee’s poor performance or
unacceptable work habits. Organizations that implement appropriate assessments, which are well-
prepared for specific jobs, can expect an increase in the quality of overall performance.
Studies show there is a lack of support from management to implement assessments in the organization
and those organizations that do not use assessments may never realize the real value it adds to their
business. Nevertheless, the Global Assessment Barometer monitors worldwide trends in the workplace
assessments and their most recent report from 2016 summarizes that: (1) online assessments are growing;
(2) the use of psychometric assessments is increasing; (3) development centers, assessment centers,
integrity and value questionnaires and situational judgment questionnaires are the fastest growing tools;
(4) pre-application testing is a growing trend; (5) cost is an obstacle to the increased use of assessments;
and more.
Assessments are
increasing across the
employee life cycle.
While they are mostly
used in the hiring
process, there is an
upward trend in other
areas as well.
Companies that
use assessments
expect to make
more reliable and
less risky decisions.
There is growth in
the expectation that
they can predict
future performance.
The Global Assessment Barometer 2016. (2016). [online] Hamburg: cut-e Group Hamburg, pp.4, 8, 13. Available at: https://cdn2.hubspot.net/
hubfs/294088/2019/Documenten/Rapporten/Engels/Assessment-barometer-report-cut-e-2016.pdf [Accessed 5 Oct. 2019].

RESOURCES AND SUGGESTED READINGS
1. Pwc.com. (2019). [online] Available at: https://www.pwc.com/gx/en/hr-management-services/
publications/assets/linkedin.pdf [Accessed 25 Sep. 2019].
2. D. Pulakos, E. (2005). Selection Assessment Methods. SHRM Foundation’s Effective Practice
Guidelines. [online] Alexandria, VA: SHRM Foundation. [Accessed 22 Sep. 2019]
3. Davis, C. and Davis, C. (2019). Using Assessments to Improve Retention - Predictive Success.
[online] Predictive Success. Available at: https://www.predictivesuccess.com/blog/using-assessments-
to-improve-retention/ [Accessed 24 Sep. 2019]
4. Office of Human Resources. (2019). Dealing with Performance Problems. [online] Available at:
https://humanresources.umn.edu/performance-management/performance-problems [Accessed 25
Sep. 2019].
5. Issues,T., Learning, E. and Assessment, S. (2019). Kindergarten Entry Assessment- KEA - Early
Learning - The Issues - BUILD Initiative. [online] Buildinitiative.org. Available at: http://www.
buildinitiative.org/TheIssues/EarlyLearning/StandardsAssessment/KEA.aspx [Accessed 24 Sep.
2019].
6. James, D. (2019). 3 Ways Selective Hiring Improves Employee Retention. [online] Furstperson.
com. Available at: https://www.furstperson.com/blog/using-selective-hiring-to-improve-retention
[Accessed 24 Sep. 2019]
7. Lechner, D. (2019). How Pre Employment Testing Can Decrease Employee Turnover. [online] Info.
ergoscience.com. Available at: http://info.ergoscience.com/employer-blog/how-pre-employment-
testing-can-decrease-employee-turnover [Accessed 24 Sep. 2019].
8. Archprofile.com. (2019).Turnover reduction - personality tests for talent retention. [online]
Available at: http://archprofile.com/corporate/solutions/turnover [Accessed 24 Sep. 2019].
9. Successfactors.com. (2019). Using Employee Assessments to Increase Retention. [online] Available
at: https://www.successfactors.com/content/ssf-site/en/resources/knowledge-hub/educational-
articles/increase-employee-retention.html [Accessed 24 Sep. 2019].
10. The Global Assessment Barometer 2016. (2016). [online] Hamburg: cut-e Group Hamburg, pp.4,
8, 13. Available at: https://cdn2.hubspot.net/hubfs/294088/2019/Documenten/Rapporten/Engels/
Assessment-barometer-report-cut-e-2016.pdf [Accessed 5 Oct. 2019].

A guide for organizations to leverage assessments in different stages of an
employee’s life cycle including but not limited to recruiting and hiring, training
and development, and performance improvement or disciplinary action.
THE VALUE OF USING ASSESSMENTS IN THE WORKPLACE
MGT 265 Human Resources Management & MGT 280 Organizational Behavior
Professor Kathleen Foldvary | Harper College Professional Center
Group Workshop by Artur Szuster • Perla Garcia • Vanessa Jimenez • Tatyana Stoyanova
WEDNESDAY, OCTOBER 9, 2019
NOTES & TAKEAWAYS

The Value of Using Assessments in the Workplace

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