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Best Practices in Screening and Assessment


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ERE webinar from 10/16/2007 hosted by Dr. Charles Handler

Published in: Economy & Finance, Technology
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Best Practices in Screening and Assessment

  1. 1. Best Practices in Screening and Assessment: How Today's Leading Companies Are Leveraging These Tools Presented by: Charles A. Handler, PhD, President/Founder: October 16, 2007
  2. 2. Introduction to Rocket-Hire <ul><li>Vendor selection specialists and experts in the use of technology to add efficiency and effectiveness to the hiring process. Publish only Buyer’s Guide for this market. </li></ul><ul><li>Focused on helping clients understand the ROI associated with strategic staffing tools. </li></ul><ul><li>Focused on ensuring legal defensibility of selection processes. </li></ul>
  3. 3. Objectives for Today <ul><li>Focus on providing useful information about assessment and its value proposition </li></ul><ul><li>Provide info on best practices for use </li></ul><ul><li>Cover the following topics </li></ul><ul><ul><li>Understanding prediction </li></ul></ul><ul><ul><li>Screening vs. Assessment- A process focus </li></ul></ul><ul><ul><li>3 steps to success </li></ul></ul><ul><ul><li>Questions </li></ul></ul>
  4. 4. Qualification questions Knowledge & Skills Tests Behavioral Interviews Resume Evaluations What Assessments Tell Us Future Performance Job Fit: What do they want to do? Environment Fit: Where do they want to work? Personality Measures Ability Measures “ What can they do?” “ What do they want to do?” “ What have they done?”
  5. 5. Informed Decision Making <ul><li>When you have an important decision to make what do you do? </li></ul>Do your homework Consult experts for information Use information to make predictions Evaluate the effectiveness of your decisions and learn from the results
  6. 6. Understanding Prediction <ul><li>Define performance requirements and desired outcomes </li></ul><ul><li>Measure these requirements in applicants </li></ul><ul><li>Use results to support decision making </li></ul><ul><li>“ Close the loop” Evaluate the accuracy of your decisions vs. outcomes </li></ul>
  7. 7. Understanding Predictive Accuracy Job Performance Predictor Content O Predictive Accuracy Moderate Predictive Accuracy Job Performance Predictor Content High Predictive Accuracy Job Performance Predictor Content
  8. 8. Validity <ul><li>Synonymous with accuracy </li></ul><ul><li>That is, does the test measure what it is supposed to? </li></ul><ul><li>Major types include Content and Criterion </li></ul><ul><li>Choice of type depends on contingencies </li></ul><ul><li>Is essential for ROI and legal defensibility </li></ul><ul><li>Validity is taking on new characteristics as new assessment models proliferate. </li></ul>
  9. 9. Sourcing Screening Testing <ul><li>Outcomes </li></ul><ul><ul><li>Retention </li></ul></ul><ul><ul><li>Performance </li></ul></ul><ul><ul><li>Promotion </li></ul></ul>Traditional Test Validation Modern Best Practices
  10. 10. Best Practice Assessment Methodology Step 1: Build a solid foundation Step 2: Measure and evaluate applicants Step 3: Close the loop- evaluate your decision making
  11. 11. Step 1: Build a Solid Foundation <ul><li>Accuracy and effectiveness is not possible unless you clearly understand the requirements of the position. </li></ul><ul><li>This requires due diligence to fully understand and document all job requirements and desired outcomes </li></ul><ul><li>Ideally this should be linked to an organizational competency model or set of key performance drivers </li></ul><ul><li>This step is the foundation for both legal defensibility and systematic accuracy </li></ul><ul><li>This step is the one that is most frequently given the least attention </li></ul>
  12. 12. Practical advice: Conduct a Job Analysis <ul><li>Job analysis is a systematic study of the requirements related to a specific job or position. It can take many forms but all must have the following elements: </li></ul><ul><ul><li>Input from incumbents and supervisors </li></ul></ul><ul><ul><li>A performance model that aligns job duties with key outcomes </li></ul></ul><ul><ul><li>Documentation demonstrating the method used to collect data </li></ul></ul><ul><ul><li>A plan for translating data collected into Predictor measures </li></ul></ul><ul><ul><li>This information can be used to link selection to other key HR functions such as performance management and development </li></ul></ul>
  13. 13. Step 2: Measure and Evaluate Applicants <ul><li>The goal here is to take job analysis information and use it to create a set of predictors that are designed to measure key performance drivers. In order to be effective these predictors must:: </li></ul><ul><ul><li>Be solidly linked to job analysis output or competency requirements </li></ul></ul><ul><ul><li>Be used systematically, treating each applicant the same </li></ul></ul><ul><ul><li>Be used as only 1 part of an overall decision making process </li></ul></ul><ul><ul><li>Be staged so that they create a process </li></ul></ul><ul><ul><li>Provide easy to understand output </li></ul></ul><ul><ul><li>Be applicant friendly </li></ul></ul>
  14. 14. Hiring is a PROCESS <ul><li>Effective use of assessments requires multiple measurement tools implemented in correct sequence </li></ul><ul><li>Effective assessment is a process not a “test” </li></ul><ul><li>An integrated, process focus represents the BEST PRACTICE </li></ul>
  15. 15. Think “Process” not “Test” <ul><li>At the end of the day effective selection is not about basing selection decisions on the result of just one test. Instead selection must be looked at using a process focus in which: </li></ul><ul><ul><li>Multiple data points are collected and used by trained decision makers </li></ul></ul><ul><ul><li>Each step in the process has been aligned with key job performance drivers and this can be documented </li></ul></ul><ul><ul><li>A platform can be used to allow decision makers access to full range of candidate information </li></ul></ul><ul><ul><li>Successive steps in the process create value by focusing more deeply on qualified candidates </li></ul></ul><ul><ul><li>The effectiveness of the overall process is evaluated using hard data </li></ul></ul>
  16. 16. Recruitment Advertising (Providing) Final Decision Making Qualifications Screening (Processing) Unqualified Predictive Screening (Predicting) Unqualified Structured Interview Screening Out Screening In All Applicants Qualified Applicants
  17. 17. The Players pt. 1 <ul><li>Sourcing Tools </li></ul><ul><li>-Employment Brand </li></ul><ul><li>-Career Site </li></ul><ul><li>Screening Tools </li></ul><ul><li>-Resume review </li></ul><ul><li>-Qualifications screens </li></ul>
  18. 18. The Players pt. 2 <ul><li>Testing </li></ul><ul><ul><li>Skills/Knowledge testing </li></ul></ul><ul><ul><li>Personality testing </li></ul></ul><ul><ul><li>Cognitive testing </li></ul></ul><ul><ul><li>Values matching/Fit </li></ul></ul><ul><ul><li>Biodata </li></ul></ul><ul><ul><li>Simulations </li></ul></ul><ul><li>Interviewing </li></ul><ul><ul><li>HR interview-competency focused </li></ul></ul><ul><ul><li>Technical interview </li></ul></ul><ul><li>Verification </li></ul><ul><ul><li>Reference checking </li></ul></ul><ul><ul><li>Background checking </li></ul></ul>
  19. 19. Step 3: Evaluating selection decisions <ul><li>I refer to this as “closing the loop”. This is the only way to clearly demonstrate the ROI associated with a selection process. It is a critical part of any selection plan because it: </li></ul><ul><ul><li>Documents job relatedness and therefore provides legal defensibility </li></ul></ul><ul><ul><li>Provides a business case for HR to gain credibility </li></ul></ul><ul><ul><li>Provides clear links between predictors used and key organizational outcomes </li></ul></ul><ul><ul><li>Can be used to diagnose key problem areas </li></ul></ul><ul><ul><li>Is part of a broader business intelligence strategy to evaluate the entire recruitment and selection process. </li></ul></ul>
  20. 20. Summary of Evaluation Methods <ul><li>Criterion related validation studies </li></ul><ul><li>Recruitment process analysis </li></ul><ul><li>Meeting key business goals </li></ul><ul><li>Business intelligence </li></ul><ul><li>At the end of the day you must ask: “What information is meaningful to us” </li></ul><ul><li>This should be both a strategic and tactical question </li></ul>
  21. 21. Outcomes of Accurate Prediction <ul><li>Short Term </li></ul><ul><ul><li>Better hiring decisions </li></ul></ul><ul><ul><li>Achievement of technical goals </li></ul></ul><ul><ul><li>Achievement of immediate business objectives </li></ul></ul><ul><ul><li>ROI </li></ul></ul><ul><li>Long Term </li></ul><ul><ul><li>Building an employee brand </li></ul></ul><ul><ul><li>Keeping valued assets </li></ul></ul><ul><ul><li>Building organizational knowledge base </li></ul></ul><ul><ul><li>Leveraging strengths for the long run </li></ul></ul>
  22. 22. Practical Advice: Evaluate Your Process <ul><li>Closing the loop requires a systematic comparison of predictor scores with data on key organizational outcomes. Steps required include: </li></ul><ul><ul><li>Collecting predictor data for all selection measures of interest </li></ul></ul><ul><ul><li>Comparing this data to clean, objective measures of employee performance </li></ul></ul><ul><ul><li>Documenting the relation between predictor scores and job performance </li></ul></ul><ul><ul><li>Using this information to refine selection criteria and thresholds </li></ul></ul><ul><ul><li>Investigating this relationship on an ongoing basis </li></ul></ul><ul><ul><li>Creating documentation for both legal and business case purposes </li></ul></ul>
  23. 23. Take Aways <ul><li>Assessment is not a “no brainer” </li></ul><ul><li>It’s worth the effort </li></ul><ul><li>Best practices demand attention to 3 key steps </li></ul><ul><li>The outcome of an assessment is only as good as the process in which it is used </li></ul><ul><li>Process evaluation is essential </li></ul><ul><li>Choosing a vendor should be the result of a careful evaluative process </li></ul>
  24. 24. <ul><li>Questions and Discussion </li></ul>