when, why, and how to use assessments - turknett.com · mmpi hpi my soul sometimes leaves my body....

1 Turknett Leadership Group • www.turknett.com

When, Why, and How

to Use Assessments

Carolyn N. Turknett

Turknett Leadership Group

770.270.1723

www.turknett.com


Assessment for Hiring is Increasing

.

According to HBR 2015:

76% of large U.S.

employers use pre-hire

assessments.

That number is

expected to grow to

88%


And are used globally for…

. 72% of middle-

management

positions

59% of entry-level

positions

4 Turknett Leadership Group • www.turknett.com 4 Turknett Leadership Group • www.turknett.com

Questions we will briefly cover

When and why are assessments used?

What are typical assessments?

How should assessments be used?

Process and Best practices

Pitfalls

What’s new?

Resources

And examples and samples


Definition of Assessment

The evaluation or estimation

of the nature, quality, or

ability of someone or

something.


When are assessments used?

Selection of new hires

Succession management

Development


When do we assess?

Pre

dic

t • Selection of new hires

• Selecting managers

• Succession at the top

• High Potential Validation

Sn

apsh

ot

Me

asu

re

• Merger – Assess management talent from two companies

• Current performance (Performance appraisal)

Dev

elo

p

• New supervisors

• Development planning for Identified high potentials

• Executive Leadership Development


Why assess – what do we want to

learn?

CAN do

WILL do

Will FIT

Can LEAD


Good overview article…

Especially if you are looking!


Employers looking for:

Competence – CAN DO - usually measured

by objective measures like work samples, IQ

tests, physical ability test, Situational

Judgment tests

Work Ethic – WILL DO - important to the job,

like work ethic, integrity, dependability,

ambition

Emotional intelligence – a competency

increasingly important in leadership and

team-based work


POLL: An SJT sample measuring

Competence

1. Congratulate the guest on his or her choice and make the booking

2. Make the booking without providing your opinion

3. Offer a couple of alternatives, explaining that they are probably better.

4. Share your opinion and say that several guests have been disappointed with the restaurant.

5. Pretend the restaurant is fully booked and offer to find an alternative.

From HBR, Ace the Assessment.


Why assess for HiPos and Execs?

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,

199-223 14%

25%

36%

39%

39%

48%

50%

82%

25%

17%

34%

26%

47%

28%

30%

74%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

External recruitment/selection

Confirmation of skill acquisition

Internal job placement

Self initiated/Ad hoc

Succession planning

Confirmation of potential

Identification of potential

Development needs

Senior Executives

High Potentials


HOW should you assess?

What are the types of tools?

How do you design a useful, valid, and

defensible process?

How do you treat the applicant or

participant?


Types of Assessment Tools &

Methods

Interview

Work sample test

Personality test

Cognitive – Mental ability assessment

Motives and Values

Situational Judgment Test

Assessment Center (Leadership group discussion, simulation, role play – actual challenges)

Physical ability test

Job knowledge

360


Types of Assessments Used in

Top Organizations

0 10 20 30 40 50 60 70

Multisource (360) ratings

Personality Inventories

Interviews

Biographical data

Role Plays/Simulations

Cognitive Abilities

Career Achievement Inventories

Assessment Centers

Motivational Fit

High Potentials

Senior Executives

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,

199-223


Resource – SHRM Foundation

Elaine D. Pulakos


POLL: A measure of Work Ethic

Choose the most accurate statement below:

It is important for me to excel at everything I

do.

I am good at everything I do.

If you want to be successful, you can’t

always put others’ needs first.


Characteristics of Effective

Selection Tools

Valid

Designed for job and level

Designed for workplace and for selection,

not for development

Predictive validity: Predicts job performance – and in your environment

Fair (tools and processes)and reliable

Lack of Adverse Impact

Ease of Administration


Example - designed for front line

ESQ


Example – Designed for

Management

HDS – Hogan Development Survey


Example – Clinical vs. job-

related

MMPI HPI

My soul sometimes leaves my body.

I would rather not criticize people, even when they need it.

Dirt frightens me. I always practice what I preach.

MMPI – Minnesota Multiphasic

Personality Inventory

HPI – Hogan Personality Inventory


POLL – EQ: Mind in the Eyes

Irritated Sarcastic Worried Friendly


POLL – EQ: Mind in the Eyes

Apologetic Friendly Uneasy Dispirited

http://www.youtube.com/watch?v=RP4abiHdQpc


Designing an Assessment

Strategy

What is the most pressing need – selection?

Succession? For what roles?

Start with a job analysis: Identify (and

prioritize) job-relevant competencies;

For selection – If possible, validate using

criterion-related study (can do later – keep

your data!)

Design the assessment protocol – what tools

and methods?


Best Practices

and

Pitfalls


Best Practice:

Use Multiple Methods Using multiple methods (more than one assessment,

data from multiple sources) produces significantly

more valid and reliable data.

Management Competency

SHL OPQ 32

360 Coaching Role Play

Watson-Glaser

Drive results X X

Make good decisions

X X X X

Develop and coach

X X X

Influence across organization

X X

Manage self X X X


Example: Multi-method

Assessment of High Potentials

Assessment against identified leadership competencies

Gap Analysis and Development Plan for each person

Sample Assessment protocol:

Multi-Source (360) Feedback

SHL Occupational Personality Questionnaire (OPQ 32) [Can use any

robust personality assessment such as: OPQ, Hogan Personality Inventory,

16PF]

Hogan Development Inventory – Measures Derailers - HDS

Hogan Motives, Values, and Preference – Values & Preferences

Watson-Glaser – Critical Thinking

Structured Behavioral Interview and life history interview

Interview with Manager

Experience Assessment


Best Practice: Pay attention to

Reliability and Validity of tools

Reliability: the extent to which an

assessment tool is consistent or free from

random error in measurement

Validity: the extent to which an assessment

tool measures what it is intended to measure

Predictive Validity: the extent to which an

assessment tool predicts performance in the

workplace

Remember: reliability is necessary but does

not ensure validity.


Are unstructured interviews valid?

“If you could be any

topping on a pizza…”

“What is your

favorite

color?”

http://images.google.com/imgres?imgurl=http://www.marettisdeli.com/graphics/pepperoni.jpg&imgrefurl=http://www.marettisdeli.com/Italian Meats.html&usg=__uCgvNR1UMiSE8llI0aElL476ibY=&h=403&w=500&sz=35&hl=en&start=1&um=1&tbnid=ZnwaBzstvEj6HM:&tbnh=105&tbnw=130&prev=/images?q%3Dpepperoni%26hl%3Den%26rls%3Dcom.microsoft:en-us:IE-SearchBox%26rlz%3D1I7GGIG_en%26um%3D1

http://www.fibergourmet.com/blog/media/users/admin/broccoli.jpg


Best Practice: Structured

Interviews are more effective*

Structured (r=.51)

Unstructured (r=.38)

Interview Performance

Act

ual Jo

b P

erf

orm

ance

*Source: Schmidt & Hunter, 1998


Pitfalls - Legal Liability

Selection Procedures are challenged when

they are…

Unrelated to job

Overly subjective – not reliable

Inconsistent in application or administration

Selection procedure results in:

Adverse Impact

Disparate Treatment


Resource from SHRM


Pitfalls

Selecting the “like me” candidate – easy in

hiring and succession settings

Using personality tests designed for

development in selection settings

Especially today – not treating your

candidates well


From SHRM & SIOP

The New

Frontier: DATA

Watson

Analytics Text

Analysis

Turknett Leadership Group • www.turknett.com

Watson

Analytics Text

Analysis:

John

Kennedy

Turknett Leadership Group • www.turknett.com


Kennedy, Lincoln, and the Donald

0

20

40

60

80

100

120

Openess Conscientiousness Agreeableness Extraversion Neuroticism/EmotionalRange

Kennedy

Lincoln

Trump


Questions?


Turknett Leadership Group

Turknett Leadership Character Model ™

[email protected] 770.270.1723

when, why, and how to use assessments - turknett.com · mmpi hpi my soul sometimes leaves my body....

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