The document discusses the history and types of behavioral assessments. It describes how assessments have evolved from ancient theories like the four humors to modern tools like the Myers-Briggs Type Indicator. The document also outlines the U.S. Department of Labor's guidelines for appropriate use of assessments in hiring decisions, including their recommendation that assessments account for no more than one-third of decisions. Further, it discusses the importance of ensuring assessments are reliable, valid, and job-relevant.

1. The Spitler Group LLC Human Capital Development BEHAVIORAL ASSESSMENTS Bing G. Spitler Spitler Group LLC (513) 382-7675

2. The Spitler Group LLC Human Capital Development BEHAVIORAL ASSESSMENTS Bing G. Spitler Spitler Group LLC (513) 382-7675

3. Contents The History of Assessments Reliability and Validity Types of Assessments What to Look for in an Assessment How Assessments can Improve Hiring

4. The History of Assessments

5. Hippocrates (c 460 bc– 370 bce)

6. Hippocrates The Four Humours Humours- Predominant – Temperament - Characteristics Humor Temperament Season Characteristic Blood Sanguine Spring Optimistic, enthusiastic, and excitable. Phlegm Phlegmatic Winter Stolid, apathetic and undemonstrative. Black Bile Melancholic Fall Depressed in spirits. Yellow Bile Choleric Summer Anger, irritability, and a "jaundiced" view of life.

7. Carl Jung Introversion v Extroversion Sensing Thinking Intuiting Feeling

8. Dr. William Marston In 1928 published Emotions of Normal People, DiSC Theory . Marston’s two axes, Passive or Active, Favorable or Antagonistic. Dominance Inducement Compliance Steadiness Interpretation of Marston’s Theory by Dr John Geier

9. Stanley Smith Stevens Psychologist “ Scales of Measurement” More accurate measurements of behavior

10. Myers-Briggs Type Indicators Isabel Briggs Myers and her mother, Katharine Briggs, developed to make the insights of type theory accessible to individuals and groups. Introvert (I) – Extrovert (E) Sensing (S) – Intuition (N) Thinking (T) – Feeling (F) Judging (J) – Perceiving (P) 16 personality Type Indicators

11. The Standards for Educational and Psychological Testing The Standards for Educational and Psychological Testing is a set of Testing standards developed jointly by: The American Educational Research Association (AERA) American Psychological Association (APA), and The National Council on Measurement in Education (NCME).

12. Leading Clinical Psychological Research Minnesota Multiphasic Personality Inventory (MMPI) California Psychological Inventory (CPI) The validity of assessments are often compared to the results of the clinical studies

13. TESTING AND ASSESSMENT: AN EMPLOYER’S GUIDE TO GOOD PRACTICES U.S. Department of Labor Employment and Training Administration 1999

14. Department of Labor Assessment instruments should account for no more than one-third (1/3) of the decision making process.

15. Department of Labor Official Guidelines Use assessment tools in a purposeful manner . Use the whole-person approach to assessment. Use only assessment instruments that are unbiased and fair to all. Use only reliable assessment instruments and procedures. Use only valid assessment procedures and instruments. Use assessment tools that are appropriate for the target population. Use assessment instruments for which understandable and comprehensive documentation is available. Ensure that administration staff are properly trained . Ensure that testing conditions are suitable for all test takers. Provide reasonable accommodation for people with disabilities. Maintain assessment instrument security . Maintain confidentiality of assessment results. Ensure that scores are interpreted properly .

16. What makes a good test? The test measures what it claims to measure. The test measures what it claims to measure consistently. The test is job-relevant. The degree to which a test has these qualities is indicated by two technical properties: reliability and validity

17. Reliability Reliability refers to how dependable or consistent a test measures a characteristic. A test that yields similar scores for a person who repeats the test is said to measure a characteristic reliably. General Guidelines for Interpreting Reliability Coefficients Reliability Coefficient Interpretation Value .90 and up excellent .80 - .89 good .70 - .79 adequate below .70 may have limited applicability

18. Validity Validity refers to what characteristic the test measures and how well the test measures that characteristic. General Guidelines for Interpreting Validity Coefficients Validity coefficient Interpretation value above .35 very beneficial .21 - .35 likely to be useful .11 - .20 depends on circumstances below .11 unlikely to be useful

19. Here’s what the U.S. Department of Labor says about assessments : Employment tests can be used to gather accurate information about job-related characteristics. This information helps assess the fit between people and jobs. Tests can be used to predict employee and applicant job performance. Appropriate use of professionally developed assessment tools enables organizations to make more effective employment-related decisions.

20. Types of Assessments

21. Tests, inventories, and procedures are assessment tools that may be used to measure an individual’s abilities, values, and personality traits. They are components of the assessment process. ! observations ! resume evaluations ! application blanks/questionnaires ! interviews ! drug tests ! biodata inventories ! work samples/performance tests ! achievement tests ! general ability tests ! specific ability tests ! Cognitive abilities tests ! physical ability tests ! assessment centers ! personality inventories ! honesty/integrity inventories ! interest inventories ! work values inventories Assessment process Systematic approach to combining and evaluating all the information gained from testing and using it to make career or employment-related decisions. Types of Assessments

22. Ipsative Assessments Ipsative assessments are behavioral based instruments based on Jung and Marston type work. Recognized by the four quadrants of behavior. Excellent for training purposes but not recommended for hiring – Myers Briggs and DiSC. Generally require interpretation by a trained professional for hiring purposes. Low predictability Amiable Expressive Feeler Extrovert Analytical Driver Thinker Judge

23. Normative Assessments Normative assessments are based on measurements of the “normal” population – Bell Curve. Normative assessments can be used for hiring and do not require certification or training. High Predictability 16% 68% 16%

24. Cognitive Assessments Cognitive Assessments are more complex assessments that measure an individual’s ability to think. Cognitive Assessments measure: 1. Verbal Skills – Vocabulary 2. Verbal Reasoning – Words used in Reasoning and Problem Solving 3. Numeric Ability – Numeric Calculations Numeric Reasoning – Numbers in Reasoning and Problem Solving 5. Learning Index – Combination of all

25. Assessments for Hiring and Promotions

26. 1) Personality indicators Myers-Briggs Type Indicator Kersey-bates Temperament Jung Type Indicators 2) Personality Style The Marston 4 Quadrant Theory – DiSC Wilson Learning Challey Predictive Index The Brickman 3) Personality Traits MMPI 16 PF Hogan 4) Honesty/Integrity Reid/London House Profiles International: Step One Survey II 5 Groups of Assessments

27. 5 Groups of Assessments 5) Whole Person or Total Person Battery (Multi-construct and Job Matches) Measures abilities, interests and behavior. Wonderlic Personnel Test Profiles International: PXT The Caliper Points to consider: Not all exceed the co-efficiency rating of .70 for predictability? Not all provide a Legal Opinion Letter? Many require expensive and extensive training and certification? Most are written in “Psycho-babble” instead of simple business language? Not all assessments are the same and most are not recommended for hiring.

28. What to Look for in a Behavioral Assessment

29. Behavioral Assessments The Department of Labor’s 13 Official Guidelines for Testing and Assessments A Technical Manual (Documented methods and results) Reliability and Validity Analysis (Updated every three years) Assessments should predict future performance An assessment should include a “Distortion Factor” that measures the candidate’s level of candor Internet technology (Easy access and fast results) Results should be quickly available Results should be easy to read Produced by a reputable company – In-house research and development Legal Opinion Letter Available upon Request

30. Companies Face Two Types of Problems… Behavioral Assessments focuses on people problems People Problems System Problems

31. Behavioral Assessments Why are assessments so important now? Cost of hiring Turnover Costs Level of Productivity Increased illicit drug use The Labor Crisis Talent Acquisition Improve Hiring Raising the Bar of Employee Performance Employees as a “Competitive Advantage”

32. Motivate Employees Identify Reliable People Minimize Workplace Theft Improve Productivity Hire The Right People Increase Sales Reduce Turnover Make Managers More Effective

33. When do people perform at a ‘Superior Level?” It’s not experience – or college degree – or other accepted factors… … it hinges on fit with the job.” Source: Herbert

34. The closer to 100% information the better… Interview + Background Check + Personality & behavior + Mental Abilities + Interests & Motivators + Job Matching

35. They also stay longer – saving a fortune on recruitment costs! 8% 34% % left / fired after 14 months 5% 25% % left / fired after 6 months Low Turnover Industry 28% 57% % left / fired after 14 months 24% 46% % left / fired after 6 months With Job Match With out Job Match High Turnover Industry

36. The Lines Are Crossing: A Growing Shortage of Workers in the U.S. Expected Labor Force and Labor Force Demand Millions of People

37. How do you know who you are hiring?

38. The missing third is... “ Checking the Past” & “Reviewing the Present” … in predicting ‘superior’ performance Company Fit Attitudes,Values, Demeanor, Appearance, Integrity Skill Fit Education, Training, Experience, Skills, Etc. Job Match Personality, Abilities, Interests

39. A ssessment Sample Step One Survey II Pre-employment 72 Questions Profiles International, Inc.

40. Personal Integrity Substance Abuse Reliability Work Ethic What SOSII ™ Measures

41. Assessment Sample Profiles XT Whole Person Assessment 270 Questions Profiles International, Inc.

42. Can the person do the job? How will the person do the job? Will the person want to do the job? What ProfileXT ™ Measures

43. The JobMatch ™ Pattern Shaded areas indicate the JobMatch Pattern The JobMatch patterns show requirements for the jobs in your company

44. A ProfileXT ™ Good Match

45. Final Thoughts

46. Here’s what you see & hire/promote…

47. Here’s what you see & hire/promote… Here’s what you get!

48. The Spitler Group LLC BEHAVIORAL ASSESSMENTS Bing G. Spitler Spitler Group LLC 513 382-7675

49. Contents The History of Assessments Department of Labor Reliability and Validity Types of Assessments What to Look for in an Assessment How Assessments can Improve Hiring

50. The History of Assessments

51. Hippocrates (c 460 bc– 370 bce)

52. Hippocrates The Four Humours Humours- Predominant – Temperament - Characteristics Humor Temperament Season Characteristic Blood Sanguine Spring Optimistic, enthusiastic, and excitable. Phlegm Phlegmatic Winter Stolid, apathetic and undemonstrative. Black Bile Melancholic Fall Depressed in spirits. Yellow Bile Choleric Summer Anger, irritability, and a "jaundiced" view of life.

53. Carl Jung Introversion v Extroversion Sensing Thinking Intuiting Feeling

54. Dr. William Marston In 1928 published Emotions of Normal People, DiSC Theory . Marston’s two axes, Passive or Active, Favorable or Antagonistic. Dominance Inducement Compliance Steadiness Interpretation of Marston’s Theory by Dr John Geier

55. Stanley Smith Stevens Psychologist “ Scales of Measurement” More accurate measurements of behavior

56. Myers-Briggs Type Indicators Isabel Briggs Myers and her mother, Katharine Briggs, developed to make the insights of type theory accessible to individuals and groups. Introvert (I) – Extrovert (E) Sensing (S) – Intuition (N) Thinking (T) – Feeling (F) Judging (J) – Perceiving (P) 16 personality Type Indicators

57. The Standards for Educational and Psychological Testing The Standards for Educational and Psychological Testing is a set of Testing standards developed jointly by: The American Educational Research Association (AERA) American Psychological Association (APA), and The National Council on Measurement in Education (NCME).

58. Leading Clinical Psychological Research Minnesota Multiphasic Personality Inventory (MMPI) California Psychological Inventory (CPI) The validity of assessments are often compared to the results of the clinical studies

59. TESTING AND ASSESSMENT: AN EMPLOYER’S GUIDE TO GOOD PRACTICES U.S. Department of Labor Employment and Training Administration 1999

60. Department of Labor “ The Rule” Assessment instruments should account for no more than one-third (1/3) of the decision making process.

61. Department of Labor Official Guidelines Use assessment tools in a purposeful manner . Use the whole-person approach to assessment. Use only assessment instruments that are unbiased and fair to all. Use only reliable assessment instruments and procedures. Use only valid assessment procedures and instruments. Use assessment tools that are appropriate for the target population. Use assessment instruments for which understandable and comprehensive documentation is available. Ensure that administration staff are properly trained . Ensure that testing conditions are suitable for all test takers. Provide reasonable accommodation for people with disabilities. Maintain assessment instrument security . Maintain confidentiality of assessment results. Ensure that scores are interpreted properly .

62. What makes a good test? The test measures what it claims to measure. The test measures what it claims to measure consistently. The test is job-relevant. The degree to which a test has these qualities is indicated by two technical properties: reliability and validity

63. Reliability Reliability refers to how dependably or consistently a test measures a characteristic. A test that yields similar scores for a person who repeats the test is said to measure a characteristic reliably. General Guidelines for Interpreting Reliability Coefficients Reliability Coefficient Interpretation Value .90 and up excellent .80 - .89 good .70 - .79 adequate below .70 may have limited applicability

64. Validity Validity refers to what characteristic the test measures and how well the test measures that characteristic. General Guidelines for Interpreting Validity Coefficients Validity coefficient Interpretation value above .35 very beneficial .21 - .35 likely to be useful .11 - .20 depends on circumstances below .11 unlikely to be useful

65. Here’s what the U.S. Department of Labor says about assessments : Employment tests can be used to gather accurate information about job-related characteristics. This information helps assess the fit between people and jobs. Tests can be used to predict employee and applicant job performance. Appropriate use of professionally developed assessment tools enables organizations to make more effective employment-related decisions.

66. Types of Assessments

67. Tests, inventories, and procedures are assessment tools that may be used to measure an individual’s abilities, values, and personality traits. They are components of the assessment process. ! observations ! resume evaluations ! application blanks/questionnaires ! interviews ! drug tests ! biodata inventories ! work samples/performance tests ! achievement tests ! general ability tests ! specific ability tests ! ! medical tests ! physical ability tests ! assessment centers ! personality inventories ! honesty/integrity inventories ! interest inventories ! work values inventories Assessment process Systematic approach to combining and evaluating all the information gained from testing and using it to make career or employment-related decisions. Types of Assessments

68. Ipsative Assessments Ipsative assessments are behavioral based instruments based on Jung and Marston type work. Recognized by the four quadrants of behavior. Excellent for training purposes but not recommended for hiring – Myers Briggs and DiSC. Generally require interpretation by a trained professional for hiring purposes. Low predictability Amiable Expressive Feeler Extrovert Analytical Driver Thinker Judge

69. Normative Assessments Normative assessments are based on measurements of the “normal” population – Bell Curve. Normative assessments can be used for hiring and do not require certification or training. High Predictability 16% 68% 16%

70. Cognitive Assessments Cognitive Assessments are more complex assessments that measure an individual’s ability to think. Cognitive Assessments measure: 1. Verbal Skills – Vocabulary 2. Verbal Reasoning – Words used in Reasoning and Problem Solving 3. Numeric Ability – Numeric Calculations Numeric Reasoning – Numbers in Reasoning and Problem Solving 5. Learning Index – Combination of all

71. Assessments for Hiring and Promotions

72. 1) Personality indicators Myers-Briggs Type Indicator Kersey-bates Temperament Jung Type Indicators 2) Personality Style The Marston 4 Quadrant Theory – DiSC Wilson Learning Challey Predictive Index The Brickman 3) Personality Traits MMPI 16 PF Hogan 4) Honesty/Integrity Reid/London House Profiles International: Step One Survey II 5 Groups of Assessments

73. 5 Groups of Assessments 5) Whole Person or Total Person Battery (Multi-construct and Job Matches) Measures abilities, interests and behavior. Wonderlic Personnel Test Profiles International: PXT The Caliper Points to consider: Not all exceed the co-efficiency rating of .70 for predictability? Not all provide a Legal Opinion Letter? Many require expensive and extensive training and certification? Most are written in “Psycho-babble” instead of simple business language? Are they cost effective?

74. What to Look for in a Behavioral Assessment

75. Behavioral Assessments The Department of Labor’s 13 Official Guidelines for Testing and Assessments A Technical Manual (Documented methods and results) Reliability and Validity Analysis (Current within last three years) Assessments should predict future performance An assessment should include a “Distortion Factor” that measures the candidate’s level of candor Internet technology (Easy access and fast results) Results should be quickly available Results should be easy to read Produced by a reputable company – In-house research and development Legal Opinion Letter Available upon Request

76. Companies Face Two Types of Problems… Assessments focuses on people problems. People Problems System Problems

77. Behavioral Assessment and Recruiting Why are assessments so important now? Cost of hiring Turnover Costs Level of Productivity Increased illicit drug use The Labor Crisis Talent Acquisition Improve Hiring Raising the Bar of Employee Performance Employees as a “Competitive Advantage”

78. Motivate Employees Identify Reliable People Minimize Workplace Theft Improve Productivity Hire The Right People Increase Sales Reduce Turnover Make Managers More Effective

79. When do people perform at a ‘Superior Level?” It’s not experience – or college degree – or other accepted factors… … it hinges on fit with the job.” Source: Herbert

80. The closer to 100% information the better… Interview + Background Check + Personality & behavior + Mental Abilities + Interests & Motivators + Job Matching

81. They also stay longer – saving a fortune on recruitment costs! 8% 34% % left / fired after 14 months 5% 25% % left / fired after 6 months Low Turnover Industry 28% 57% % left / fired after 14 months 24% 46% % left / fired after 6 months With Job Match With out Job Match High Turnover Industry

82. The Lines Are Crossing: A Growing Shortage of Workers in the U.S. Expected Labor Force and Labor Force Demand Millions of People

83. How do you know who you are hiring?

84. The missing third is... “ Checking the Past” & “Reviewing the Present” … in predicting ‘superior’ performance Company Fit Attitudes,Values, Demeanor, Appearance, Integrity Skill Fit Education, Training, Experience, Skills, Etc. Job Match Personality, Abilities, Interests

85. A ssessment Sample Step One Survey II Pre-employment 72 Questions Profiles International, Inc.

86. Personal Integrity Substance Abuse Reliability Work Ethic What SOSII ™ Measures

87. Assessment Sample Profiles XT Whole Person Assessment 270 Questions Profiles International, Inc.

88. Can the person do the job? How will the person do the job? Will the person want to do the job? What ProfileXT ™ Measures

89. The JobMatch ™ Pattern Shaded areas indicate the JobMatch Pattern The JobMatch patterns show requirements for the jobs in your company

90. A ProfileXT ™ Good Match

91. Final Thoughts

92. Here’s what you see & hire/promote…

93. Here’s what you see & hire/promote… Here’s what you get!

94. The Spitler Group LLC BEHAVIORAL ASSESSMENTS Bing G. Spitler Spitler Group LLC 513 382-7675

95. Why does this matter? Unskilled / Semi-skilled ‘ Average’ workers output = 19% more than ‘Non-producers’ ‘ Superior’ workers output = 19% more than ‘ Average’ ‘ Superior’ Why does this matter? orders output = 38% more than Non-producers’ Skilled ‘ Average’ workers output = 32% more than ‘Non-producers’ ‘ Superior’ workers output = 32% more than ‘ Average’ ‘ Superior’ workers output = 64% more than Non-producers’ Management / Professional ‘ Average’ workers output = 48% more than ‘Non-producers’ ‘ Superior’ workers output = 48% more than ‘ Average’ ‘ Superior’ workers output = 96% more than ‘Non-producers Source: “The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings” Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.