Psychometric Assessment Proposal

1. Capacity Trust
Effective Psychometric Assessment
Overview

2. Why use psychometric assessments?
88% of selection processes include structured interviews
(Schmidt and Hunter, 1998)
The effectiveness of a structured interview is only 44%.
(Schmidt and Hunter, 1998)
Adding psychometric assessments to the structured interview
process significantly improves the effectiveness of the selection
decision.
(Schmidt and Hunter (1998)

3. Effective Assessment Includes Three
Elements
Person
Environment
or Context
Job or Task

4. 1. ) The Person
Personality
Ability
Complexity

5. 1.1.) Personality
Two personality traits are generalizable as a predictor
of overall work performance:
1.) conscientiousness
2.) emotional stability
Barrick, Mount and Judge (2003)
Other personality traits (e.g. extraversion, openness and
agreeableness) do not predict overall work performance, they may
predict success in specific occupations or relate to specific criteria.
So… it is important to measure a broad range of personality traits as
some personality traits may predict some success in specific
occupations which may differ from other occupations.

6. 1.1.) Personality
15 Factor Personality
Questionnaire (15FQ+)
• Measures 15 factors plus
Intellectual Confidence
• Theory Raymond Cattell
• Similar to 16PF5
• Gives insight in to basic building
blocks of personality including
Interpersonal Style, Thinking
Style and Coping Style
Personal Development Analysis
(PDA)
• Measures 4 Factors + Self Control
• Theory = William Marston
• Similar to PPA
• Gives a description of the
behavioural profile of employees
and candidates, identifying their
strengths and developmental
areas.
We can measure personality with two
measures:

7. 1.2.) Ability
Schmidt and Hunter (1998) found that General Mental Ability
(GMA) is the strongest single predictor of future job success
(.50).
Therefore any selection battery must include a measure of GMA.
GMA plus a Structured Interview raises correlations with future
performance to 0.64+

8. 1.2.) Ability
Internet Reasoning Test (IRT3)
• Measures Verbal, Numerical and
Abstract Reasoning
• Based on norms to ensure
fairness (Namibian norms to be
available in future)
• It is quick to complete, taking 14
minutes plus administration
time.
• Online or supervised
APIL-B
• Measures Concept Formation,
Learning Potential (Curve of
Learning) and Memory
• Developed to be a culture free
assessment tool
• Can take up to 2 hours to
complete a full battery (Short
Form = 1 hour)
• Supervised pencil and paper
We can measure ability with two measures:

9. 1.3.) Complexity
Measures of complexity of intellectual processing
(CIP) account for about 30% of the variance in
executive performance.
We measure complexity with the Cognitive Processes Profile
(CPP)
The CPP is an advanced computerised assessment technique
which externalises and tracks thinking processes to indicate a
person’s cognitive preferences and capabilities. Based on this
information, a suitable work environment, the learning potential
and developmental needs of the person can be identified.

10. Effective Assessment
Person
Environment
or Context
Job or Task

11. 2.) The Job
Conscientiousness and Emotional stability are generalizable
predictors for overall work performance
(Schmidt & Hunter, 1998)
Other personality traits predicts success in specific occupations
or relate to specific criteria.
Therefore it is important to extract which traits are relevant to
which job for selection, development or promotion activities.
Some personality traits predicts success in specific occupations
which may differ from other occupations.

12. 2.) The Job
15FQ+ Ideal Profiles
• Two methods to create an ideal
profile
• 1 - workshop to choose
descriptions from the 15+1
factors that suits the role
• 2 - automated extraction from a
sample of top performers
PDA JOB Form
• Two methods to create a PDA JOB
profile
• 1 - workshop to choose 10 critical
behaviours required for success in
the role
• 2 - manually enter values into the
5 PDA axis’
We have two tools to extract required or common traits:
Both methods results in a report that correlates the person-job fit

13. Effective Assessment
Person
Environment
or Context
Job or Task

14. 2.) The Environment
Modern approaches to selection suggest the
employees should be hired to fit the characteristics of an
organization, not just the requirements of a particular job. Bowen,
Ledford and Nathan (1991)
The Theory of Work Adjustment (TWA) which posits a relation
between person–environment fit and job satisfaction and tenure.
Bretz and Judge (1994)
Person–environment fit may have a direct influence on extrinsic
measures of career success such as salary and job level attained.
Bretz and Judge (1994)

15. 2.) The Environment
"We are what we repeatedly do. Excellence, then, is not an act,
but a habit." – Aristotle
The Shadowmatch system creates a benchmark profile (or
shadow) of the behavioural habits of the top performers doing the
same job within a given environment.
This benchmark of the working environment can then be used to
match the habits of potential or current employees against this
profile.

16. Effective Assessment
Person
Environment
or Context
Job or Task

17. Capacity Trust - SELECT
Our vision:
To assist in building better
establishments through
Maximizing Human Capacity
within organisations

18. Capacity Trust - SELECT
Our mission:
SELECT individuals with the greatest capacity to enhance
organisational effectiveness, using scientifically valid and
relevant assessment tools
GROW organisational capacity through leadership training,
teambuilding and soft skills training
SUSTAIN organisational capacity through cutting edge
coaching and counselling techniques