If you can’t get your hands on documentation showing that the assessment has acceptable reliability and validity data, don’t use it.īut you also have to consider if the assessment has been sufficiently validated specifically for hiring and selection use cases. Here’s where I think some human resources departments get a little tripped up: An assessment can be psychometrically validated for one use case, but be highly inappropriate for another use case. Such tools shouldn’t be used in any professional setting, much less for hiring. Many assessments on the market can’t be shown to have either sufficient reliability or validity. Validity, on the other hand, refers to its ability to measure what it purports to measure. Reliability means that if the same person takes the same test multiple times under similar circumstances, they’re likely to get similar results. When we talk about the suitability of an assessment, you must first consider its reliability and validity. In many cases, using a personality assessment for hiring when it wasn’t designed to be used for hiring is unethical (like using the MBTI assessment for hiring). If the assessment isn’t psychometrically validated for hiring and selection, you can make poor decisions or find yourself in legal trouble. Organizations should proceed with the utmost care when using personality assessments for hiring. Not all personality assessments are suited for personnel selection. Assessments can help identify the right individual for a work environment. Consequently, they’re more likely to leave in favor of a position more aligned with their personality. There’s a direct link between workplace engagement and profit, as well as a correlation between engagement and performance (download required).īack to my earlier example, those who show lower levels of flexibility may be able to work in sales, but may not find it as rewarding or enjoyable. People find the ability to express their personality intrinsically rewarding, and therefore enjoy work environments that allow them to be themselves. And being satisfied in your career is also influenced by personality. These outcomes are mostly determined by one simple factor: how much people enjoy their job. You consider whether someone is likely to stick around for the long-term and how engaged they’ll be while they’re at your company. Hiring is about more than just raw ability or previous accomplishments. In short, we tend to do better when our work supports how we’re naturally inclined to think and act, and assessments that predict this alignment can be very helpful in candidate selection. On the other hand, this flexibility score may be beneficial for accounting, which involves a high degree of structure and discipline and less ambiguity in decision-making. One who scores lower on the ‘flexibility’ scale may be less comfortable performing the sales position duties. Imagine two candidates with equal cognitive ability, education and experience, and how they might differ along the scales identified by the California Psychological Inventory personality model (Disclosure: My company publishes the CPI assessment). Because personality is a major factor in preferences and behavior, it influences job performance by determining whether an individual has a natural affinity for required job duties. And employees are most effective when their personalities and interests align with job requirements. Why do salespersons and accountants tend to differ? Think about their duties, which require specific behaviors.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |