CandidClues Understanding Pre Employment Screening Tests [Compa


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CandidClues™ assesses six areas of potentially counterproductive behaviors by a self-descriptive inventory that taps six substantive areas of concern as well a Good Impression (validity) scale. The attached program is used in the teaching clients the proper way to use pre employment tests.

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CandidClues Understanding Pre Employment Screening Tests [Compa

  1. 1. Manager’s Guide to Understanding Pre-Employment Screening Assessments Ira S Wolfe 800-803-4303 Copyright 2010. Ira S Wolfe
  2. 2. Screening Assessments Screening Tests sift out the “square pegs trying to fit round holes,” the high risk and unqualified candidates saving managers time and resources. Primarily used for screening through large pools of candidates or entry level workers. Success Performance Solutions
  3. 3. Screening Assessments May Test…… • Attitudes: Will they show? Will they show up on time? Will they steal? Will they come to work stoned? Will they lose their temper easily? • Absenteeism • Theft • Drug Abuse • Hostility • Computer Abuse • Sexual Harassment Success Performance Solutions
  4. 4. Screening Assessments May Test…… • General Reasoning: How quickly can they learn? How fast can they think on the feet? • Personality: Are they team player, people oriented, tough minded, conscientious? How do they deal with pressure and stress? Success Performance Solutions
  5. 5. Copyright 2010. Ira S Wolfe
  6. 6. Manager’s Guide to Understanding Clues Honesty and Integrity Tests Ira S Wolfe 800-803-4303 Copyright 2010. Ira S Wolfe
  7. 7. Copyright 2010. Ira S Wolfe
  8. 8. The Good Impression Scale on CandidClues is a measure of distortion in the test-taking approach, indicating defensiveness. It is composed of items that inquire about behavior that is “too good to be true;” for example, “I have never told a lie, even to spare the feelings of a friend.” In other words, the Good Impression scale measures the applicant’s tendency to under-report past misdeeds. Low scorers are open in acknowledging their normal flaws and imperfections. High scores tend to deny normal shortcomings and to exaggerate their personal virtue, and thus are likely to produce an invalid CandidClues profile. Sample Good Impression items • I have never acted without thinking first. • If I make a mistake, I always admit it. Copyright 2010. Ira S Wolfe
  9. 9. If a respondent answers too many of these Good Impression items in the direction of making a good impression, then one must question whether this individual’s profile on CandidClues accurately reflects his or her potential for good on-the-job performance. At the very least, a CandidClues test profile with a very high Good Impression scale score needs to be reviewed with great caution. At the same time, it is important to understand that high Good Impression scores are themselves indicative of a particular set of personality characteristics. These include being highly socially sensitive, finding it difficult to accept any blame, and being very eager to win social acceptance. While these characteristics may be useful for some jobs, such as being a social director or a restaurant maitre d’, they likely would preclude success in quality control positions and in most supervisory jobs. Copyright 2010. Ira S Wolfe
  10. 10. The Hostility Scale of CandidClues refers to how applicants responded to questions about how well they control their hostility, especially in the workplace. A high score on the Hostility scale indicates that an applicant is more likely to be seen as aggressive by his or her co-workers, to engage in sarcasm, hostile remarks, and put-downs, and may on occasion actually engage in physical acts of hostility. Low scores on the Hostility Scale suggest that the applicant manages his or her hostility well and is unlikely to be involved in hostile or aggressive acts at work. Sample Hostility Items • I win most arguments, even if I have to turn them into fights. • Sometimes I am deliberately rude to a co-worker. Copyright 2010. Ira S Wolfe
  11. 11. The Conscientiousness scale of CandidClues , as its name implies, refers to how applicants responded to questions about their attitudes and behaviors in approaching their jobs, concentrating particularly upon their work habits, especially attendance and timeliness, high work standards, and general dependability. Low scores on this scale are indicative of dependability, reliability, and conscientiousness in general. High scores are suggestive of laziness, carelessness, lack of dependability, and disorganization. Sample Low Conscientiousness Items • I am very thorough in my work. • It’s better not to care too much about your job. Copyright 2010. Ira S Wolfe
  12. 12. The Integrity scale of CandidClues refers to how applicants responded to questions about their honesty, including unauthorized use of company materials, stealing, lying, and otherwise lacking in integrity. High scores on the Integrity scale indicate a lack of such honesty, with the applicant admitting to a number of misdeeds on prior jobs. Low scores on the Integrity scale suggest that the applicant has reported not taking advantage of prior employers, has a commitment to honesty, and can in general be trusted. Sample Low Integrity Items • People rarely tell their bosses the truth. • On occasion, I have stolen a little bit from my employer. Copyright 2010. Ira S Wolfe
  13. 13. The Substance Abuse scale of CandidClues refers to how applicants responded to questions about the use of illicit drugs and alcohol both before and during working hours and their attitudes about such behavior by co- workers. Applicants with high scores on the Substance Abuse scale have reported high use of alcohol while on the job, have come to work either drunk or hung over, have used illicit drugs either at work or before reporting to work, and condone the use of alcohol and illicit drugs by co- workers. Applicants with low scores deny using alcohol inappropriately, deny using illicit drugs, and are intolerant of co-workers who do so. Sample Substance Abuse Items • If an employee is using an illegal drug at work, it should be reported to a supervisor. • At work I steer clear of anyone who has been using illegal drugs. Copyright 2010. Ira S Wolfe
  14. 14. The Sexual Harassment Scale of CandidClues refers to how applicants responded to questions about their sexual behavior, physical and verbal, in the workplace as well as their attitudes about such behavior on the part of co- workers. High scores on the Sexual Harassment scale of CandidClues indicate the admission of a variety of inappropriate behaviors at work, including touching a co- worker, making sexual remarks, telling “dirty” jokes, pressing for after-work meetings, and the like, as well as condoning such behavior by co-workers. Low scores on the sexual harassment scale indicate that the applicant denies engaging in such behavior or having such attitudes. Sample Sexual Harassment Items • At work I have asked a co-worker about sex. • If a co-worker turns you down for a date, it is okay to keep asking. Copyright 2010. Ira S Wolfe
  15. 15. The Computer Misuse scale of CandidClues refers to how applicants responded to questions about the use of their employers’ computer during working hours. Obviously, this scale should be used only when the applicant has computer access on the job. The scale focuses on the misuse of the computer, such as sending personal e-mails, web surfing, on-line shopping and the like, particularly when there is a clear company policy about such behavior. High scores on the Computer misuse scale indicate an admission of inappropriate use of an employer’s computer, including the sending and receiving of personal e-mail, the forwarding of dirty jokes, web surfing, computer hacking, and so on as well as condoning such behavior on the part of co-workers. Low scores on this scale indicate that the applicant has denied such behavior or attitudes. Sample Computer Misuse items • I have forwarded e-mail with dirty jokes to others at work. • I have routinely used my computer at work to keep in touch with family and friends. Copyright 2010. Ira S Wolfe
  16. 16. Copyright 2010. Ira S Wolfe
  17. 17. General Reasoning Personality 1. Conscientiousness 2. Tough-Minded 3. Conventional 4. Extroversion 5. Stable 6. Team Distortion Good Impression Copyright 2010. Ira S Wolfe
  18. 18. Library of Benchmarks • 53 General Positions Templates • Hospitality Clues • Salon Clues • Property Clues • Staffing Clues • Development Clues • Leadership Clues Copyright 2010. Ira S Wolfe
  19. 19. The General Reasoning scale reveals how quickly people learn and process new information when time is limited. In other words, how quickly can people “get it” and think on their feet. General Reasoning reveals a person’s capacity to solve problems and to assimilate new information. They indicate how a person thinks, how he or she might visualize solutions and organize information, and how quickly he or she learns when presented data in various ways. They represent the individual’s ability to “catch on” or understand underlying principles and use reason to make judgments. Copyright 2010. Ira S Wolfe
  20. 20. General Reasoning also tell how challenged – or bored – an individual will be in a job. Individuals who might be overly challenged require longer training periods, more supervision and coaching and tend to make more mistakes or miss deadlines and details when workloads increase or the complexity of the job increases. Individuals who are bored, because the job or responsibilities aren’t complex enough to keep them challenged, may not stay with the position or the company resulting in higher turnover costs. Note: The General Reasoning scale is NOT an IQ test. Applicants are asked to respond to questions constructed at a basic literacy level in a limited period of time. It’s the restricted time frame that makes the difference. Regardless of education and/or IQ, some people perform tasks accurately and quickly regardless of time restraints while others are more deliberate and/or mull over the choices. With general reasoning, faster is not always better. Copyright 2010. Ira S Wolfe
  21. 21. Conscientiousness is typically described as reliability, dedication, and readiness to internalize societal norms and values. Carefree: Carefree people tend to be non-conformist and prefer environments with a lack of structure that permit spontaneity. People with spontaneity are flexible and unpredictable and they work well in changing, challenging situations. When problems arise, they often adopt creative and unorthodox solutions. Conscientious: Conscientious individuals are neat, tidy and detail-conscious. They tend to prefer working in highly structured environments with clear guidelines. They follow rules and abide by standard practices and procedures so you can always depend on them. They are always well prepared through careful planning. Copyright 2010. Ira S Wolfe
  22. 22. Carefree Conscientious • Flexible • Well-organized, deliberate • Unpredictable • Traditional • Easy-going • Respectful • Responsive • May appear straight-laced • Concerned with the overall picture• Work • Concerned with rules and high standards well in changing, challenging situations • Follows through on boring routines • Offer creative and unorthodox solutions • Forward planning • May become uncomfortable when forced • Well-prepared through careful planning to use analysis for sustained periods • Considers all the details • More likely to act out of the ordinary • Dedicated • (Combined with high stability, may live by • Dependable their own rules) • May over-analyze or over-complicate situations Copyright 2010. Ira S Wolfe
  23. 23. The Tough-Minded Scale measures how an individual interacts with others. Refers to a person being participative, helpful, cooperative, and inclined to interact with others in a harmonious manner. Agreeable: People who are agreeable are tactful, seeking to avoid controversy and diffuse aggression. They tend to work well with others and are easy-going and obliging. They would rather avoid conflict than confront it. Direct: Assertive people are outspoken because they know their own minds and are not afraid to say so. They express their views openly and are often seen as oppositional, critical, and argumentative. They seek to be group leaders. They can create conflict through their sometimes controversial and unpopular opinions. Copyright 2010. Ira S Wolfe
  24. 24. Agreeable Direct • “Successful if people would just tell • “Successful if people would just me what to do” listen to me” • Passive • Needs to control what’s going on • Non-assertive • Outspoken • Retiring • Not afraid to speak their mind • Diplomatic • Seek to lead groups • Tactful • Create conflict through their • Avoid conflict and diffuse aggression sometimes controversial and • Peacemaker unpopular opinions • Compliant • Aggressive • Have a difficult time saying no and • May talk too much setting limits. • Not afraid to confront others or take • May not speak even if they have a controversial stand something valuable to contribute Copyright 2010. Ira S Wolfe
  25. 25. The Conventional Scale measures how an individual approaches new situations or tasks. Open to New Experiences: Those people who are open to new experience are often innovators who don’t feel bound by rules and "the way things have always been done." They would rather explore new routes than take the well-traveled path; often viewing established rules, policies and procedures as obstacles to progress. Conventional: Those with conventional traits will do their work in a meticulous, consistent, and reliable manner. They are trustworthy, structured and intent on doing things "the right way." Copyright 2010. Ira S Wolfe
  26. 26. Open to New Experiences Conventional • Open to new experiences • Rule-bound • Always trying to find a better way to do • Sticks strictly to rules and policies things • Concerned with moral values • Casual attitude toward rules • Meticulous • May view established rules, policies, • Reliable and procedures as obstacles to • Trustworthy progress • Structured • May lose focus • Do things “the right way” • May not stay with a project long enough • Pays attention to one thing at a time for to take care of the details or complete sustained periods the work • May suffer from “tunnel vision” • More likely to think spontaneously • Approaches to projects may differ each time Copyright 2010. Ira S Wolfe
  27. 27. Extroversion refers to a tendency to be sociable, gregarious, outgoing, warmhearted, and talkative. Introversion – Introverts prefers one’s own company. They are inwardly focused, and reserved. They are quiet and reserved and prefer to stay in the background. Because they speak few words especially with strangers, they are often good listeners. Extroversion – Extroverts are energized by other people and busy places. They tend to direct their energies toward and are stimulated by external stimuli, including other people in the workplace. They are outgoing and talkative and enjoy being the center of attention. Copyright 2010. Ira S Wolfe
  28. 28. Introversion Extroversion • Prefers to stay in the background • Enjoys being the center of attention • Prefers one’s own company • Sociable • Quiet • Energetic • Reserved • Outgoing • Mild-mannered • Talkative • Content to be alone in quiet, familiar • Enjoys the stimulation of being with surroundings people • Subdued • Impulsive • Compliant • Seek out people for fun, excitement, • Avoids group activity company and stimulation • High spirited Copyright 2010. Ira S Wolfe
  29. 29. Emotional stability refers to a person’s overall level of adjustment, resilience, and emotional stability. It measures how an individual approaches setbacks and how resilient he or she is during stressful times. Sensitive: Sensitive people are more emotional, expressing their own feelings of anxiety, suspicion, guilt and irritability. They are more reactive to pressure and change in their environment. They may be fearful of new people and new situations. Stress Resistant: Those who are described as stress resistant are generally stable, untroubled and calm. They perform well under conditions of pressure and stress and deal well with rejection. They face problems and unforeseen circumstances without suffering undue stress, remaining relaxed and secure. They are untroubled by criticism. Copyright 2010. Ira S Wolfe
  30. 30. Emotional Stable • Sensitive to even subtle interpersonal or • Relaxed environmental cues • Calm • May have a tendency to be overly reactive • Unruffled • Easily upset • Not easily worried by people or adverse • Irritable events • Feelings of guilt • Able to leave worries behind • Fearful of new people and new situations • Untroubled and calm • Lose track of thoughts by focusing on less • Face problems without undue stress relevant thoughts or feelings • Self-controlled • May not be able to keep up with their own • May show little awareness of what is going thoughts on outside of their immediate tasks or personal world Copyright 2010. Ira S Wolfe
  31. 31. This is a team-orientation , or independence, scale that measures how an individual works in a team environment and “plays” with others. Collaborative: Those who collaborate tend to be more cooperative. They are noncompetitive, desiring to make their contributions to achievement as members of a team. They will forego their own success to help others. In fact, they may allow others to win rather than disappoint their opponent. Competitive: Competitive people strive hard to reach their goals. They are interested in personal achievements and play to win at any cost, sometimes using others to get what they want. Copyright 2010. Ira S Wolfe
  32. 32. Collaborative Competitive • Non-competitive • Puts own success first • May shy away from any challenge • Plays hard to win at any cost • It’s not who wins, but playing that counts • Keeps score ALWAYS even when • Make contributions as members of team inappropriate • Forego own success to help others • Second place is the first place for losers • Team players • Interested in personal achievements • Unconcerned about winning or losing • May use others to get what they want • Salespeople leave money on the table • Does not accept defeat easily • Takes a laissez-faire attitude of • Managers don’t manage – let people get managing others away with things • May allow others to win • May keep trying to win even after the game is over Copyright 2010. Ira S Wolfe
  33. 33. The Good Impression Scale measures the consistency of responses to the personality questions and provides a dimension of validity for the test results. It gives insight into how straightforward the candidate has been. Social Desirability does not measure an actual personality trait but it indicates possible behavior. Frank, Candid: When people are overly frank, they have either presented an overly negative picture of themselves or they are lacking in a number of socially acceptable attributes. Exaggerated, Disguised: When people try to present themselves as overly socially acceptable, they exaggerate their finer qualities. However, there is the possibility that a high Good Impression rating can indicate a truly "good person". Note: Extreme scores do not invalidate the test results but should alert the recruiter, Human Resource or other hiring manager that more study is warranted. Extreme scores may also be positive indicators or great modesty or impressive virtue. Copyright 2010. Ira S Wolfe
  34. 34. Three reasons why an individual may score high or low on good impression: 1. Eagerness to create a favorable impression – intentionally or unintentionally 2. A genuinely good person who is not exaggerating to gain approval, but is as wonderful as he or she appears. 3. An intentional effect to misrepresent or manipulate. Copyright 2010. Ira S Wolfe
  35. 35. Score Good Impression Behavior 8-10 You will likely hear them say something like:  “some things are just left better unsaid”  “there’s a time and there’s a place for everything…and now is not the time.” May lead up to what they have to say; hint at what is to come May have exaggerated their good qualities May truly be paragons of virtue 4-7 Average desire to fit-in and conform to societal norms 1-3 You will likely hear them say something like:  “just saying it as it is”  “just being honest” May be minimally concerned about social desirability May be unduly self-critical Could unwittingly present a negative profile due to excessive modesty Copyright 2010. Ira S Wolfe
  36. 36. Job Fit Score Each JobClues report provides a Job Fit score. A “perfect” score (95%) is the result of all of a candidate’s responses falling in the “green” zones. Each time a candidate’s responses fall into the yellow (caution) or red (high risk) zones, points are deducted based on the validity studies. Initially the following ranges are recommended to use in assessing a candidate’s fit: 75% or higher – good job fit 50% to 70% -- marginal job fit Below 50% -- high risk Copyright 2010. Ira S Wolfe
  37. 37. For more information • Ira S Wolfe • Phone: 800-803-4303 • Email: • Website: Copyright 2010. Ira S Wolfe