The Role Assessments Play in Talent Management
If you had a way to better ensure your organization was hiring the best candidate for a job, internally promoting the best employee and maximizing the potential of its workforce, wouldn’t you try it? Research tells us that nearly 80% of companies with 100 or more employees utilize talent assessments in the recruitment of external hires. This course will not only discuss their use in talent acquisition but also in on-boarding and in on-going talent development. The content is designed for you, the HR professional, to learn about these great tools and how to use them during major phases of the employment cycle.
After this course, you’ll be able to:
Add Talent Assessments to your HR toolkit. Better enable yourself and your management team to win the war for talent and drive business performance.
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 2.0 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
This activity, has been approved for 2.0 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
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Title: The Research
Module: Assessment Types
Frank Schmidt and John Hunter were the first scholars to statistically summarize many independent research studies on assessments as selection processes; thus, they were able to draw some really important conclusions about what was known to date about their ability to predict job performance. Notice that I said they statistically summarized the results. You see they didn’t simply read hundreds of research articles and then write up a narrative pulling all the key themes together in some sort of executive summary. Rather they used a powerful statistical analysis methodology called ‘meta-analysis’.
A meta-analysis article is able to statistically summarize the trends of research across 10s or even 100s of past independent research studies. It tunes out the noise due to error in these studies that may have positively influenced the results but would not be replicable if the study were conducted again.
In Frank Schmidt’s and John Hunter’s 1998 seminal article in the journal called Psychological Bulletin, they statistically summarized over 85 years of peer-reviewed academic research on the efficiency of pre-employment decisions tools. And more recently in 2016, Schmidt, Oh & Schaffer put forth a working paper as an update on the research that encompasses the last 100 years of research. This published research on the selection procedures that are the most effective at predicting job performance across all jobs provides some great guidance on what we should probably consider using first if applicable to the job in question.
The top two best pre-employment tests across industries, and job types and cultures (which work even better when combined together into an assessment battery) are Number 1, General Mental Ability tests or IQ tests, and number 2, integrity tests.
You are likely already familiar with IQ tests. IQ tests are very inexpensive to administer and are arguably the best overall predictor of job performance across all jobs with a strong correlation estimated at 0.65. IQ tests are valuable early in the talent acquisition phase to help you sort and screen applicants for these reasons. However, IQ tests may be considered discriminatory and need to be locally validated with a criterion related validation study to prove that they are job-related and effective at predicting job performance for the particular job at your firm.
Additionally, it is advisable to combine an IQ test with other measures that will help you get a better measurement of the whole person by also including things like an integrity test and personality test. You will want to monitor adverse impact for each selection procedure especially IQ tests since IQ tests are notorious for causing adverse impact. If adverse impact is found the Uniform Guidelines recommend you seek out “alternative selection procedures” that can produce similar utility without the adverse impact.
Therefore, when you are creating assessment batteries for selection purposes you should be thoughtful so that you can try to maximize the utility in terms of production of performance while also managing the potential adverse impact risks. The uniform guidelines clearly delineate what would be deemed adverse impact or what you may generally think of as adverse discrimination. And it also outlines what requirements any selection procedure or test must meet if it were to be legally challenged due to causing adverse impact.
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Dr. Craig Haas is a Management Consultant and Executive Coach at Advantage Performance Group with over 15 years of experience in helping companies select high quality talent and develop leaders.
His specialty is talent assessment for enterprise wide talent acquisition and leadership development initiatives. Craig is also a talented training facilitator. He also serves as an...