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Prepared by:Charles A. Handler, Ph.D.May 2, 2012
   To provide information to support an    understanding of what assessment is   To provide an understanding of the valu...
   Background on assessment- what is it?, what does    it do?, how does it add value?   Implementing assessment- 4 steps...
A: Any method used to provide data/information  about a candidate’s qualifications and potential for  performing a job or ...
Personality Measures                                                  Experience MeasuresAbility Measures                 ...
 Information overload Low quality information No standardization Not always job related
   Process efficiency   Candidate quality   Own the employee lifecycle   Predict the “stuff” needed to fulfill    busi...
 Provide extra data points about an applicant to help  support the decision making process Provide a standardized way to...
 Tell you all you need to know about an applicant Solve all your problems Make decisions for you Guarantee applicants ...
Dark and scary?
Using assessments correctly is achallenge that requires insight andwisdom
   Matching tools   Qualifications screening   Biographical history data   Personality tests   Work values/ “fit”   ...
   Jobs are complex and require many different traits coming together   A single test can rarely provide the whole pictu...
Creating a process using complimentary assessments yieldsbetter predictive power than any one assessment alone   The right...
Screening OutScreening In
   Science is your friend   Helps screen out the bad, screen in the good   The more applicants the more assessment    a...
Information is power!    When you have an important    decision to make what do you    do?                  What or whom  ...
0 valueZero Predictive      Job Performance                                                 Predictor Content   Accuracy  ...
   Tangible outcomes    o   Reduced turnover    o   Reduced absence    o   More sales    o   Increased customer sat   Le...
1.   Define- Know what it takes, first!2.   Measure- Use relevant assessments3.   Decide- Choose the best applicants4.   E...
   We must define job performance domain-    first!   You cant measure what you don’t    understand   This definition s...
   Ad hoc (job description, hiring manager    interview)   Job analysis   Competency modeling   Profiling (benchmarkin...
Performance is described in several ways •Business drivers •Valued outcomes •Knowledge, Skills, & Abilities •Competencies ...
Collecting input from experts        Interviews        Observations        Focus groups        Surveys
   Clear understanding of what it takes as described    by:     ▪   Knowledges     ▪   Skills     ▪   Abilities     ▪   E...
   Use results of definition process to    select measurement tools   This is where one can build a    strategic process...
   Supports informed decision making   Provides clear data on relevant performance dimensions   Is staged so informatio...
Cognitive Ability   Simulation   Personality   Biodata   SJT   Interview                                              Test...
   Look at all the data, provide systems to track and organize   Rely on the expertise of decision makers   Ensure buy ...
   This step is where skill and experience of the recruiter    and hiring manager shine!   Assessment is all about suppo...
   This is a critical step that is often ignored   Think six sigma   This is the way to show ROI   The value propositi...
Let’s look at how understanding the relationship between  predictors and job performance can show us the value of  assessm...
300% Higher     $55 Million     46%            $78 MillionPerformance     Retained        Reduction in   in ReducedRatings...
Assessment can help provide the answers to moremacro level strategic questions such as:     “ Is my employment brand compe...
 This where the power of assessment lies We want to simultaneously screen out low  performers while screening in high pe...
Test scores can differentiatebetween high and lowperformers.                                       Roster   Output    Aver...
Test Validation is the most common methodDon’t stress- Validation just means the test ismeasuring what it takes to do the ...
Validation =     Study of Relationships & ROI        High                                        v CandidateAssessment    ...
   Quantitative     Tracking back performance to source of hire     Evaluation based on identification of hi-pos     O...
   The world of assessment is rapidly changing   We are at the beginning of the next stage of    evolution   Key driver...
   Part of Talent Management – technology backbone    yields data from pre-hire to retire   Data shows key relationships...
   Quality of hire does not seem to be something that is measured by    organizations   Quality of hire lacks a standard...
   What is measurable (hard)?: demographic data,    test results, certifications, degrees, in-role    performance (i.e., ...
 The way that people find jobs (and vice versa) is currently broken Communication between job seekers and employers is n...
   Candidates are customers   Employer brand is key for differentiation   We are moving from “test” to “experience”   ...
51
   Vendors have collected enough data to know what works   Off the shelf assessments are more accurate then ever   Off ...
   Assessment does not have to be a mystery   It is not perfect but it still has tremendous potential   It adds value a...
Chandler@Rocket-Hire.com
Rocket Hire Assessment 101  4 Steps To Success
Rocket Hire Assessment 101  4 Steps To Success
Rocket Hire Assessment 101  4 Steps To Success
Rocket Hire Assessment 101  4 Steps To Success
Rocket Hire Assessment 101  4 Steps To Success
Rocket Hire Assessment 101  4 Steps To Success
Rocket Hire Assessment 101  4 Steps To Success
Rocket Hire Assessment 101  4 Steps To Success
Rocket Hire Assessment 101  4 Steps To Success
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Rocket Hire Assessment 101 4 Steps To Success

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This is our basics of assessment deck that provides an overview of the model we use with our clients to ensure they have success with pre-employment assessment

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Rocket Hire Assessment 101 4 Steps To Success

  1. 1. Prepared by:Charles A. Handler, Ph.D.May 2, 2012
  2. 2.  To provide information to support an understanding of what assessment is To provide an understanding of the value prop for assessment’s impact on quality of hire To boil success down to 4 simple steps To discuss key trends To be practical!!
  3. 3.  Background on assessment- what is it?, what does it do?, how does it add value? Implementing assessment- 4 steps to success Trends in assessment Q and A
  4. 4. A: Any method used to provide data/information about a candidate’s qualifications and potential for performing a job or his/her potential to perform the requirements of the job. So, it’s a predictive tool to support informed decision making! Believe it or not!- interviews, resume reviews, screening, and background checks all are considered to be assessments
  5. 5. Personality Measures Experience MeasuresAbility Measures “What can “What have they do?” they done?” Future Performance “What do they want to do?” Job Fit: What do they want to do? Environment Fit: Where do they want to work?
  6. 6.  Information overload Low quality information No standardization Not always job related
  7. 7.  Process efficiency Candidate quality Own the employee lifecycle Predict the “stuff” needed to fulfill business drivers Invest in human capital Provide legal defensibility
  8. 8.  Provide extra data points about an applicant to help support the decision making process Provide a standardized way to gain insight into applicant qualities that aren’t always apparent Provide a way to support quality of hire Provide supporting evidence for trends in an applicant’s data Help identify developmental needs from Day 1 Weed out the worst applicants while focusing on the best Provide real ROI
  9. 9.  Tell you all you need to know about an applicant Solve all your problems Make decisions for you Guarantee applicants will be successful Be 100% effective Take the place of an expert who can see the big picture
  10. 10. Dark and scary?
  11. 11. Using assessments correctly is achallenge that requires insight andwisdom
  12. 12.  Matching tools Qualifications screening Biographical history data Personality tests Work values/ “fit” Cognitive tests Situational judgment tests Simulations Integrity tests Structured interviews Knowledge and skills testing Assessment centers Executive assessment
  13. 13.  Jobs are complex and require many different traits coming together A single test can rarely provide the whole picture A single test is useful to ID on a key requirement (i.e., customer service) The bigger picture requires the use of several data collection opportunities using different methods (a.k.a. the whole person method) Determining how many, what type, and where are strategic decisions
  14. 14. Creating a process using complimentary assessments yieldsbetter predictive power than any one assessment alone The right combination depends entirely upon the situation A weak link can mean disaster!!!
  15. 15. Screening OutScreening In
  16. 16.  Science is your friend Helps screen out the bad, screen in the good The more applicants the more assessment adds value Closes the loop- allows track back to key outcomes
  17. 17. Information is power! When you have an important decision to make what do you do? What or whom do you trust?
  18. 18. 0 valueZero Predictive Job Performance Predictor Content Accuracy useful value Moderate Job Performance Predictor Predictive Content Accuracy (.3) strong value High Predictive Job Performance Predictor Accuracy (.6) Content
  19. 19.  Tangible outcomes o Reduced turnover o Reduced absence o More sales o Increased customer sat Less tangible outcomes o Bench strength o Developmental planning o Brand building o Org culture
  20. 20. 1. Define- Know what it takes, first!2. Measure- Use relevant assessments3. Decide- Choose the best applicants4. Evaluate-Close the loop
  21. 21.  We must define job performance domain- first! You cant measure what you don’t understand This definition serves as a blueprint for measurement What does it take?
  22. 22.  Ad hoc (job description, hiring manager interview) Job analysis Competency modeling Profiling (benchmarking using incumbents)
  23. 23. Performance is described in several ways •Business drivers •Valued outcomes •Knowledge, Skills, & Abilities •Competencies •Behaviors
  24. 24. Collecting input from experts  Interviews  Observations  Focus groups  Surveys
  25. 25.  Clear understanding of what it takes as described by: ▪ Knowledges ▪ Skills ▪ Abilities ▪ Experience ▪ Competencies
  26. 26.  Use results of definition process to select measurement tools This is where one can build a strategic process Selecting quality tools is critical
  27. 27.  Supports informed decision making Provides clear data on relevant performance dimensions Is staged so information of most value is available at the right time
  28. 28. Cognitive Ability Simulation Personality Biodata SJT Interview Test testCommunication X XCustomer Service Skills X X XDependability X X XDrive and Initiative XInterpersonal Skills X X XLearning and Memory XProblem Solving and Decision Making X XProfessionalism X XSales Skills X X X XTeamwork X X X X
  29. 29.  Look at all the data, provide systems to track and organize Rely on the expertise of decision makers Ensure buy in to assessment tools but discourage over- reliance on them Be consistent Example decision support tools
  30. 30.  This step is where skill and experience of the recruiter and hiring manager shine! Assessment is all about supporting decision makers with information that is reliable and accurate It’s not about blindly looking at the results The entire hiring process yields data that can be used to see the big picture when it comes to an applicant Assessment reporting should be easy to understand, with only relevant info presented
  31. 31.  This is a critical step that is often ignored Think six sigma This is the way to show ROI The value proposition for assessment lives here
  32. 32. Let’s look at how understanding the relationship between predictors and job performance can show us the value of assessment
  33. 33. 300% Higher $55 Million 46% $78 MillionPerformance Retained Reduction in in ReducedRatings Revenue Turnover Shrinkage Increased$120 Million Reduced 18 Additional Successfulin Additional Time to Hire Days of GraduateOverall Sales by 3 Weeks Productivity Hires by 73% $170 Million EmployeesEmployees 57% More in Additional 3 Times More4 Times More Likely to be Collections Client-Reliable Promoted Revenue focused
  34. 34. Assessment can help provide the answers to moremacro level strategic questions such as: “ Is my employment brand competitive and attracting the right candidates? ” “Which recruiting sources are delivering the best talent” “When do I lose the best quality candidates – offer or before?” “Are my college hires the future leaders of my business?” “Are any of my teams likely to put my business at risk?” “Do I have the right talent on board to strategically change the direction of our business?”
  35. 35.  This where the power of assessment lies We want to simultaneously screen out low performers while screening in high performers We don’t have to be perfect to add value
  36. 36. Test scores can differentiatebetween high and lowperformers. Roster Output Average The higher the validity, the better job the test does at Sally 421 identifying top and bottom Bill 402 performers. Erin 389 Nichole 374 Top 80% Jose 370 347 Aundra 293 Cyndi 276 Emil 254 Yuliya 237 Bottom 20 % George 229 233
  37. 37. Test Validation is the most common methodDon’t stress- Validation just means the test ismeasuring what it takes to do the job Validation takes many forms but the only one that shows us ROI relies on statistics
  38. 38. Validation = Study of Relationships & ROI High v CandidateAssessment Predictor Data Criteria Low High Supervisor Ratings and Job Performance Data
  39. 39.  Quantitative  Tracking back performance to source of hire  Evaluation based on identification of hi-pos  Organization level metrics Qualitative  Candidate feedback regarding process  Hiring manager feedback regarding process  Benchmarking vs. industry and competition
  40. 40.  The world of assessment is rapidly changing We are at the beginning of the next stage of evolution Key drivers include  Big data and analytics  Demand for quality  Demand for more engaging candidate experience  Streamlining via knowledge of what works
  41. 41.  Part of Talent Management – technology backbone yields data from pre-hire to retire Data shows key relationships across the entire cycle Pinpoints the value of assessments Vendors starting to build analytics platforms
  42. 42.  Quality of hire does not seem to be something that is measured by organizations Quality of hire lacks a standard definition and is not operationalized by most firms Without some agreement and sync, quality of hire will remain a vague term that will not drive any specific value propositions In reality, the specific metrics demonstrating quality of hire are something that is unique to each organization.
  43. 43.  What is measurable (hard)?: demographic data, test results, certifications, degrees, in-role performance (i.e., productivity, sales, tenure, etc.) What is subjective (soft)?: person-job fit, person- organization fit, competencies (i.e., communication, flexibility, decision making, leadership), supervisory ratings of performance
  44. 44.  The way that people find jobs (and vice versa) is currently broken Communication between job seekers and employers is not easy We experience a lot of noise as part of the hiring process Assessment and analytics are now focusing on this issue Matching is a new hot area Combining assessment with sourcing to “direct traffic” and increase the odds for success
  45. 45.  Candidates are customers Employer brand is key for differentiation We are moving from “test” to “experience” Traditional test items will be around for a long time Currently limited by technology and resource requirements
  46. 46. 51
  47. 47.  Vendors have collected enough data to know what works Off the shelf assessments are more accurate then ever Off the shelf assessments available for most every major job or job family Making assessment better, faster, cheaper
  48. 48.  Assessment does not have to be a mystery It is not perfect but it still has tremendous potential It adds value as a decision support tool Better more informed hiring decisions lead to higher rate of quality hires Make sure any vendor you use supports all 4 steps Quality of hire means ROI and more Start small, pilot or POC Fortune favors the bold!
  49. 49. Chandler@Rocket-Hire.com

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