How to choose the right assessment tools
With so many different assessment tools to choose from, picking the right one can be a daunting prospect. Follow these tips to make the process less painful
Helen Bradley and Nigel Povah
Date:
28 September 2006
Source:
CIPD Annual Conference newspaper from People Management
Page:
16
The assessment market can be bewildering. There are so many tools to choose from, they vary in effectiveness and they are shrouded in an array of confusing terminology.
In simple terms, an assessment tool is a structured technique that provides some form of measure about a person, which can assist you in a selection, promotion or development context. Tools range from application forms and interviews through to questionnaires, psychometric tests and work-simulation exercises. By using them in combination, you can make informed decisions about an individual’s performance or potential.
1 Have a clear purpose
The starting point in any assessment situation is to clarify what you want to achieve. Only then can you make informed decisions about the most suitable tools.
You might be assessing individuals for a specific vacancy, or you could be evaluating their potential for career development. If it’s for recruitment, then your tools must be as objective and accurate as possible and have high predictive validity, ideally above 0.3. If your purpose is development, then you can sacrifice some objectivity for a wider perspective that might include self- and peer assessments using tools such as 360-degree feedback, or leadership or learning-styles questionnaires.
2 Identify your needs
When assessing people, it is vital that you thoroughly understand the specific requirements of the target job or level (grade). This is best achieved by conducting interviews with current job-holders and their line managers. It also helps to talk to colleagues, customers and suppliers. By exploring what the person would be required to do in a typical day, week or month, and identifying the differences between outstanding and average performers, you should be able to identify the key six to eight competencies for the role, along with any specialist knowledge or requirements.
3 Do your research
The most popular assessment tools fall into four broad categories: interviews; application or nomination forms; questionnaires, such as psychometric, 360-degree or self-perception; and assessment-centre exercises or simulations. Psychometric tests fall into two categories: ability tests that assess what an individual can do in a discrete area, typically numerical, verbal or abstract reasoning; and personality questionnaires focusing on an individual’s preferred style of behaving or motivation. Access to psychometric tests is generally limited to trained users, with British Psychological Society-recognised level A or B training.
Assessment-centre exercises or simulations have high face validity as they are designed to replicate the kinds of tasks we complete in our daily work – such as meetings, report writing, presentations, dealing with emails, performance reviews, meetings with external clients, and so on. Again, these are standardised, and provide objective behavioural evidence of current capability, which serves as a good indication of future potential.
4 Consider your resources
The amount of time, resources and budget available will all influence your choice of tools. It is useful to work backwards through the stages of your process, with particular emphasis on the number of people to be assessed at each stage.
To determine the level of filtering required at each stage, you will need to apply an appropriate selection ratio, which in a recruitment setting is often 3:1. The larger the initial applicant pool, the more elaborate your sifting process needs to be. It could include self-deselection questionnaires to discourage speculative applications.
Another factor is the seniority of the person being assessed, as highly critical roles may warrant a high level of investment in an extensive assessment process because of the cost of getting it wrong.
5 Understand the context
Understanding the culture of the organisation and knowing the types of tools that would be acceptable are crucial. What’s appropriate for an organisation with a history of using sophisticated assessments and that is looking to update its toolkit will differ from what suits another organisation that has not used any type of structured assessment and is opposed to collecting quantitative information about its employees.
Another factor would be how a company uses technology. For example, if people do not have internet access, online 360-degree assessments are likely to be problematic.
6 Seek advice
Most suppliers provide advice and support through a helpline or via email. Brief suppliers on your requirements and ask what they would recommend. But be aware that a company that publishes tests will probably be partial towards its own tools – so shop around. Ask suppliers for detailed information about their track record: who else uses the test, how current the data is, how it supports their claims, what can be adapted to meet your requirements, and at what cost. Organisations such as the CIPD, the Association of Graduate Recruiters and the British Psychological Society are useful sources of impartial advice.
7 Try on for size
Once you have selected your assessment tools, you should try them out. This will confirm whether they are pitched at the right level of difficulty for your specific purpose, and will enable you to create a benchmark. This step is often dispensed with as it is seen as time-consuming, and finding volunteers can be difficult. However, it is highly worthwhile.
Jargon buster
• Face validity – does the assessment tool look relevant to the role and organisation?
• Predictive validity measures – the extent to which the tool predicts someone’s likely future success. Graphology typically rates at 0.02, while assessment centres come in at 0.37. Work sample tests rate the highest, at 0.54. A combination of methods can increase predictive validity to 0.65.
• Norm groups – comparison groups of similar individuals who have completed the assessment. This term is generally applied to psychometric tests.
• Self-report questionnaires – those in which an individual has to report on their own performance or preferences. These tools can be prone to exaggeration.
• Situational judgment tests – multiple-choice questionnaires that are gaining in popularity. They assess a person’s judgment when tackling problems in work-related situations. The results are scored against a predetermined scoring key.
Helen Bradley is managing consultant and Nigel Povah managing director of Assessment & Development Consultants helen.bradley@ADCltd.co.uk nigel.povah@ADCltd.co.uk