ABC Pre-Employment Assessments

Transcription

1 ABC Pre-Employment Assessments Presented by Turknett Leadership Group 1

2 Assessment for Hiring is Increasing 76% of organizations with over 100 employees use assessment tools for hiring. That number is expected to increase to 88% over the next few years. 2

3 About TLG With over 25 years experience, Turknett Leadership Group is an Atlanta based Management Psychology and Leadership Development firm TLG helps organizations hire the best people, identify and develop high potentials, and create high-performing cultures for long-term business success 3

4 TLG Services 4

5 Turknett Leadership Group Turknett Leadership Character Model

6 Approach to Pre-hire Assessment Collaboration and partnership Job related Well developed and validated assessment instruments Tailored based on client needs regarding speed, simplicity, and cost with concern for candidate experience Flexible, but consistent 6

7 The Nuts and Bolts Staff TLG President and a senior level consultant will be initially assigned to your account. TLG has five full-time staff members, five long-term contract PhD consultants, access to other consultants, and partnerships with other strong I/O firms. Billing Each ABC entity will be set up separately in our accounting system but will be connected to an umbrella ABC account Each management assessment will be billed to the appropriate person designated as the contact for that position Reporting Status reports can be sent at an agreed upon basis 7

8 Our Selection Process Initial Organization/Culture Analysis Position Analysis Development of Selection Assessment Battery and Interview Protocol Report Design Definition of Assessment and Reporting Process Confirm Process Roles and Responsibilities 8

9 Culture Analysis GOAL: help TLG understand the organization and key characteristics to ensure candidate fit Review existing materials regarding ABC mission, vision, values, competencies, etc. Conduct interviews with key leaders and hiring managers Focus on current culture and consider any major organizational change or future direction that might impact candidate fit 9

10 Position Analysis GOAL: Determine key competencies and requirements for the target job(s)/position(s) Review existing job/position related materials (e.g., job descriptions, performance appraisal forms, prior position analysis results, etc.) Use interview and survey methods to understand competencies required for effective performance Consider position as currently defined as well as any in the future needs Separate analysis is done for each position title (several jobs can often be analyzed at same time) 10

11 Develop Assessment Battery GOAL: Identify assessment tools that measure knowledge, skills, and competencies required for effective performance. Review available assessment tools with proven track record of measuring critical competencies. Map tools to critical competencies. Identify best set of assessment tools to cover critical competencies considering: Comprehensive coverage of required knowledge, skills, competencies without redundancy Ease of administration, scoring, and reporting Cost in terms of $ and time Candidate experience 11

12 Interview Work sample Personality test Types of Assessment Tools & Cognitive thinking ability test Situational judgment test Job knowledge test Methods Assessment Center (Leadership group discussion, simulation, role play actual challenges) Physical ability test Multi-source (360) feedback (if internal candidate pool) 12

13 Types of Assessments Used in Top Organizations Multisource (360) ratings Personality Inventories Interviews Biographical data Role Plays/Simulations High Potentials Senior Executives Cognitive Abilities Career Achievement Inventories Assessment Centers Motivational Fit Allan H. Church and Christopher T. Rotolo, How are Top Companies Assessing Their High-Potentials and Senior Management Executives: A Talent Benchmark Study, Consulting Psychology Journal, 2013, Vol. 65, No. 3,

14 Example - designed for front line ESQ 14

15 Example - designed for management 15

16 Example - designed for HDS Hogan Development Survey noting derailers 16

17 Examples of Assessment Tools for Non-Management Turknett Workstyle Inventory: A 5-factor based personality test that has been validated in applicant populations and is linked to competencies for selection Employee Screening Questionnaire (ESQ2): is an assessment of conscientiousness, integrity, dependability, and customer service skills Predicts applicants' probability of engaging in various positive and negative work behaviors 17

18 Examples of Assessment Tools for Managers Occupational Personality Questionnaire (SHL): An assessment based upon preferred work behaviors. Includes a report that summarizes how the candidate s preferred behavioral style is likely to influence their performance on 20 universal leadership competencies Hogan Personality Inventory: A comprehensive, business-based assessment of personality that is specifically designed to predict occupational success 18

19 Examples of Assessment Tools for Managers Hogan Motives, Values, and Preferences Inventory: A measure of personal values that is used to assess potential fit between an individual and the values of the organization. Hogan Development Survey: A personality inventory designed to indicate risk factors that tend to impede work performance The risk factors identify specific performance challenges that may be linked to validated competencies of the job Watson Glaser: A measure of critical thinking, featuring a library of executive norms 19

20 Online Assessment Portal PAN Candidate Experience 20

21 Creating Assessment Batteries - PAN 21

22 The Interview as an Assessment GOAL: Collect information about the candidate to confirm and/or supplement data from other assessment tools. Most pre-hire assessment processes include one or more interviews. Interviews can be: In person, over the phone, or digital. Conducted by HR, a hiring manager, other stakeholders, or an external consultant. Conducted by an individual or a panel. Critical characteristics of an interview: job/position related and built to be as objective as possible. 22

23 Types of Interviews Structured Behavioral Interview (SBI) Created based upon the requirements identified for the job. By using behaviorally based, validated questions and scoring schemes, SBIs are one of the most reliable ways of evaluating candidate competency levels and identifying the best fit for the job. Life History Interview Used to gauge a person s work and personal history. Life history interviews are especially helpful to determine if a candidate is a good cultural fit to the organization and has values aligned with those of the organization. 23

24 The Report GOAL: Combine data from all assessment tools/methods in a user friendly way. The optimal scheme for scoring and combining data from multiple assessment tools depends on the position and the goals of the organization. A typical Non-Manager report includes only data from quantitative assessment results. A Manager report may include quantitative assessment results and information from a TLG conducted Structured Behavioral Interview For Executive selection, reports include assessment results and information from a Structured Behavioral Interview and Life History interview. 24

25 The Report (cont ) TLG creates reports that are user friendly and available electronically. If multiple assessment tools are combined, clients may also choose to engage in a short verbal debrief of the information with a TLG consultant. Turnaround from completion of all assessment tools/components to delivery of report will be agreed upon in advance and may vary based on complexity of the assessment process and the number of candidates. 25

26 The Assessment Process GOAL: Sequence all assessment and prehiring components in a way that balances efficiency and usefulness. GOAL: Assign roles and responsibilities in a way that creates a seamless process and an excellent candidate experience. There are pros and cons for placing assessment tools early and later in the overall process. TLG and ABC will collaborate to determine the optimal process. 26

27 Assessment Administration GOAL: Efficient, smooth, and error free. Assessments are available for electronic administration via the web. Candidates receive easy to follow instructions that can be provided by ABC or TLG. Note: Some cognitive/critical thinking tests are best administered in person to minimize faking/cheating. ABC and TLG work collaboratively to ensure that any training needed for ABC personnel is provided. 27

28 Different Processes Based on Level The quantity and level of assessments used are determined by the position Non-manager, manager, and executive level pre-employment projects will likely use different assessments and follow different processes Interviewing and reporting is determined by position as well 28

29 Let s Talk About Rigor A well developed, job related assessment process Will help ABC select the best candidates and build a strong workforce Will meet legal requirements TLG uses scientifically developed assessment tools that have been validated in a variety of settings. 29

30 Let s Talk About Rigor Certain positions/jobs may require additional steps in the development and validation process: Large number of incumbents and hires A customized assessment tool will be developed In these cases, a local validation study may be needed before or after the assessment tool is put into place. This would involve more significant data gathering and analysis to confirm the link between assessment results and job performance. 30

31 Let s Talk About Rigor Documentation of how the assessment process was created and is being used is a key element of rigor. And consistency in following the entire prehire assessment process is just as important as rigor in developing the process. Inconsistency can lead to: Inaccurate assessment Reduced value of the assessment tools A sense of unfairness among candidates Legal challenge 31

32 Potential Pitfalls TLG is sensitive to potential pitfalls of pre-hire assessment processes. These include: Unrelated to job Overly subjective not reliable; temptation to select the like me candidate Inconsistent administration or application of results Selection procedure that results in adverse impact or disparate treatment Using personality tests designed for development in selection settings 32

33 Why Turknett Leadership Group? We are not a one size fits all resource. We seek to craft a solution that meets ABC s needs excellently. We will not try to fit you into our prescribed tools or process. We will challenge you to create an assessment strategy and process with high standards. We understand that this is ABC s pre-hire system and you are in the driver s seat. We will not try to sell you a top of the line system that is more than you need. We will point out pros and cons (risks)of various possibilities. 33

34 Why Turknett Leadership Group? We have significant experience with many assessment tools. We do offer some proprietary assessment tools. We are also very comfortable and willing to create a system for you that uses tools from one or more other vendors. We seek true partnership and collaboration. We are very flexible with regard to our level of involvement. We listen first then we provide input, expertise, and assistance. 34

35 Levels of Involvement Administer & Report TLG involvement may vary Across positions (e.g., more involvement for higher level positions) Over time (e.g., as ABC gains more experience with tools) Deliver summary report Debrief HR or Hiring Mgr Sequence tools and define process Integrate tools Consolidate results Build Advise Create Success Profile Cluster jobs Research assessment tools Match tools with Success Profile Create structured interview guide Select instruments Devise scoring scheme Contact candidate Conduct interview Administer instruments 35

36 Levels of Involvement Advise Create position success profile (key knowledge, skills, competencies) Cluster jobs Research assessment tools; match position requirements to tools Build Determine best combination of tools and scoring scheme Develop structured interview guide Integrate assessment results with interview protocol Outline best sequencing of pre-hire steps Administer and Report Contact candidates for assessment and administers Interview candidates Consolidate results into report Debrief HR/Hiring Manager Ongoing Support Feedback sessions for hired candidates Monitor/track system and modify as needed Leadership development (post onboarding) 36

37 Questions? 37

38 Thank you! 38