Get A Hiring Edge: Using Assessments To Hire Top Performers

Workplace Application

Learn how to use the results of research and advances in assessment technology to optimize your hiring process to hire and develop more top performing

Problems Addressed By This Program

Applicants are better prepared than ever and the cost of hiring mistakes is increasing – yet most hiring is still done using the traditional application/resume >
interview > reference / background check methodology that has been used for decades.

While this methodology is still valid, it is no longer sufficient and hiring results can be improved using the conclusions of thirty years of research combined
with the reliability and validity of modern psychometric assessments.

Backed By Thirty Years Of Research

Research (Professor Mike Smith, University of Manchester; John E. Hunter & Rhonda Hunter, “Validity and Utility of Alternative Predictors of Job
Performance”, Psychological Bulletin, Vol. 96, No. 1, p. 90; Robert P. Tett, Douglas N. Jackson and Mitchell Rothstein, “Personality Measures as Predictors
of Job Performance: A Meta-Analytical Review”, Personnel Psychology, p. 703, Michigan State University’s School of Business) reveals that:

  • Education is a “cut off” criteria and has a .11 correlation with hiring a top performer. Not having enough can prevent success, buthaving more will not necessarily improve results.
  • A traditional interview conducted by a hiring manager has a .14 correlation with hiring a top performer. An experienced HR professional who interviews
    on a regular basis can obtain a .5 + correlation.
  • Experience has a .18 correlation with hiring a top performer. The more specific the experience, the more relevant it is.
  • References have a .26 correlation with predicting a top performer.
  • Behaviors have a .38 correlation yet most companies have not defined the behaviors and attitudes that will contribute to success in a specific job.
  • Cognitive ability has a .53 correlation but it is almost impossible to determine using a resume, interview, or background check.

The conclusion is that the two factors with the greatest correlation with hiring a top peformer (behaviors and cognitive ability) are the most difficult to define
and measure using conventional methods. This challenge is compounded by the fact that for most managers, hiring is a secondary function of their job and
they don’t get enough practice to become proficient.

The Impact

According to a 2015 study by Leadership IQ, 46% of newly-hired employees will fail within 18 months, while only 19% will achieve unequivocal success.

The cost in terms of lost productivity and profits and increase in conflict and other management problems is significant.

How This Session Solves The Problem

This session will give HR professionals a working knowledge of how to use assessments to model the requirements of a position and get data-driven insights into which candidates are most likely to become top performers if hired or promoted. While technology can never replace the personal interaction required for a successful hire, it can reduce subjectivity and uncover key success factors that are almost impossible to discover during a conventional interview.

Upgrading the performance of teams by using assessments for coaching, development, and alignment of existing staff will also be covered.

Using case studies, this session will examine the predictive validity of different types of assessment strategies as well as the different types of profiles, assessments, and tests available in the marketplace, the strengths and weaknesses of each, and how to use them to enhance your existing processes and hire and develop more top performing employees.

The program also includes an overview of EEOC regulations related to using assessments and shares best practices for cost effective implementation.

Learning Objectives

By the end of this session, attendees will:

  1. Have a working knowledge of how to use profiles, surveys, and assessments to reeduce subjective bias and help acquire and develop a high-performing
  2. Evaluate the suitability of different types of hiring assessments for different purposes and select from different products available in the marketplace
  3. Know if an assessment is valid and reliable and why this is important under EEOC guidelines
  4. Build a business case and get management buy-in for integrating assessments and other technologies into your hiring proce