PreEmployment Assessments Presented by Turknett Leadership Group www

Pre-Employment Assessments Presented by Turknett Leadership Group • www. turknett. com 1

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. Turknett Leadership Group • www. turknett. com 2

About TLG § With over 30 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 highperforming cultures for long-term business success Turknett Leadership Group • www. turknett. com 3

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

Turknett Leadership Group Turknett Leadership Character Model ™ www. turknett. com 770. 270. 1723 Turknett Leadership Group • www. turknett. com 5

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 Turknett Leadership Group • www. turknett. com 6

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 Turknett Leadership Group • www. turknett. com 7

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 Turknett Leadership Group • www. turknett. com 8

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) Turknett Leadership Group • www. turknett. com 9

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 Turknett Leadership Group • www. turknett. com 10

Types of Assessment Tools & Methods § Interview § Work sample § Personality test § Cognitive – thinking ability test § Situational judgment test § Job knowledge test § Assessment Center (Leadership group discussion, simulation, role play – actual challenges) § Physical ability test § Multi-source (360) feedback (if internal candidate pool) Turknett Leadership Group • www. turknett. com 11

Types of Assessments Used in Top Organizations 0 10 20 30 40 50 60 70 Multisource (360) ratings Personality Inventories Interviews Biographical data High Potentials Role Plays/Simulations Senior Executives Cognitive Abilities Career Achievement Inventories Assessment Centers Motivational Fit Turknett Leadership Group • www. turknett. com 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 12

Example - designed for front line ESQ Turknett Leadership Group • www. turknett. com 13

Example - designed for management Turknett Leadership Group • www. turknett. com 14

Example - designed for noting derailers HDS – Hogan Development Survey Turknett Leadership Group • www. turknett. com 15

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 (ESQ 2): is an assessment of conscientiousness, integrity, dependability, and customer service skills § Predicts applicants' probability of engaging in various positive and negative work behaviors Turknett Leadership Group • www. turknett. com 16

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 Turknett Leadership Group • www. turknett. com 17

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 Turknett Leadership Group • www. turknett. com 18

Online Assessment Portal – PAN Candidate Experience Turknett Leadership Group • www. turknett. com 19

Creating Assessment Batteries PAN Turknett Leadership Group • www. turknett. com 20

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. Turknett Leadership Group • www. turknett. com 21

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. Turknett Leadership Group • www. turknett. com 22

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. Turknett Leadership Group • www. turknett. com 23

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. Turknett Leadership Group • www. turknett. com 24

The Assessment Process GOAL: Sequence all assessment and pre-hiring 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 collaborates with the client organization to determine the optimal process. Turknett Leadership Group • www. turknett. com 25

Assessment Administration GOAL: Efficient, smooth, and error free. § Many assessments are available for electronic administration via the web. § Candidates receive easy to follow instructions that can be provided by the client or TLG. § Note: Some cognitive/critical thinking tests are best administered in person to minimize faking/cheating. § TLG works collaboratively with the client to ensure that any client training needed for is provided. Turknett Leadership Group • www. turknett. com 26

Different Processes Based on Level § The quantity and level of assessments used are determined by the position § Non-manager, and executive level preemployment projects will likely use different assessments and follow different processes § Interviewing and reporting is determined by position as well Turknett Leadership Group • www. turknett. com 27

Let’s Talk About Rigor § A well developed, job related assessment process § Will help client organizations 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. Turknett Leadership Group • www. turknett. com 28

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. Turknett Leadership Group • www. turknett. com 29

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 pre-hire 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 Turknett Leadership Group • www. turknett. com 30

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 Turknett Leadership Group • www. turknett. com 31

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. Turknett Leadership Group • www. turknett. com 32

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. Turknett Leadership Group • www. turknett. com 33

Levels of Involvement Administer & Report TLG involvement may vary Debrief HR or Hiring Mgr • Across positions (e. g. , more involvement for higher level positions) • Over time (e. g. , Deliver summary report as ABC gains more experience with tools) Sequence tools and define • process • • • Integrate tools Consolidate results Turknett Leadership Group • www. turknett. com Build Advise Create Success Profile Cluster jobs Research assessment tools Match tools with Success Profile Create structured interview guide Contact candidate Select instruments Administer instruments Devise scoring scheme Conduct interview 34

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) Turknett Leadership Group • www. turknett. com 35

www. turknett. com 770. 270. 1723 Turknett Leadership Group • www. turknett. com 36