Post on 22-Nov-2014
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Testing...Why Bother?
Presented by:William (Chip) Valutis, PhD
Why do we need objective data?
Human beings possess an inherent lack of objectivity in analyzing people.
Why do we need objective data?
To make good hiring decisions
To effectively develop managers and leaders
To correctly determine the strengths and weaknesses of our workers
To plan succession and internal selection
To be professional in our Human Resources Management
What is Testing?
What do we mean by “testing”?
When we speak of testing, we refer to the
use of tests and surveys to get a good snapshot of an
individual’s or group’s characteristics and
qualities.
What do we mean by “testing”?
What can be measured through
testing?
In general, we can reliably measure relevant aspects of people’s...
Knowledge
Skills
Abilities
Aptitudes
Values
Personal Characteristics
Problem-solving abilities
General knowledge base and learning potential
Critical thinking skills
Sales aptitude
Selling style
Management potential
Specific examples
Specific examples (cont’d.)
Leadership style
Leadership effectiveness
Customer service orientation
Industrial skills and aptitudes
Personality characteristics
Specific work behavior and characteristics
When would business organizations benefit
from the use of testing?
Some common scenarios:
Scenario #1:
Founder (age 65) finally passes the baton to Junior (age 40).
Guess what?
Junior isn’t “ready” — he is not up to the job, or
doesn’t have what it takes.
Solution: Successor Development
Plan the right experiences earlyAssess knowledge, skills, abilities and personality characteristics (KSAPCs)Evaluate job fitDetermine course of action
On-the-job trainingFormal educationUse of mentorsPotential search for interim or different successor
Scenario #2:
Executives and managers have great
talent, but . . .
They’re lousy leaders and managers.
Test them to determine their KSAPCs, especially leadership style and talent
Consider using a 360° Feedback assessment to measure perceptions of leader effectiveness
Train and develop leadership skills based on results
Solution:Assess & develop leadership skills
Scenario #3:
Successful business is stagnating, in part because loyal, long-term employees may not be prepared to “take it to the next level.”
Solution:
Determine next level: Where are you going?
Determine how jobs will change.
Assess employees.
Compare KSAPCs to “job of the future.”
Determine training and development needs, person/job match, and possible reorganization.
Scenario #4:
You’re having trouble hiring good help.
You’ve dabbled in some testing but it hasn’t made your problems go away.
Engage in a job description process.
Specify what qualities are needed in successful applicants.
Seek valid ways to assess those qualities.
Use multiple methods to help evaluate candidate/job match (tests are one tool).
If unsure about legal parameters and test usage, seek consultation.
Solution: Assess Applicants During Selection Process
Scenario #5:
You’d like to use testing, but you are wary of legal
issues and don’t know what level of performance
to use as a standard.
Solution:Explore your testing options.
Find out how you might ensure valid use of tests. For example:
Use of profile studies to validate tests
Informed use of well-validated tests
Understand basics of discrimination
Keep records of impact
Use tests appropriately
Check out the rest of this series here:
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