The Complete Guide to Assessments provides you with the information you need to make informed decisions related to improving the specific hiring and development practices used in your organization. Including what to consider when adding assessments to your HR practices, a review of the differences between hiring and developmental assessments, how assessments can be used to improve hiring outcomes, and information on what to avoid when implementing assessments.

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Assessments
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2. Well-implemented assessments can be among
the most powerful tools available to human
resources professionals, and using “modern
psychometric tools that accurately measure
total human potential have been proven to
enhance overall productivity, reduce employee
attrition, and reduce overall hiring costs”
(The cult of personality testing: why assessments are essential for
employee selection, Bouton and Moore).

3. What are you
measuring?
One way to think about assessments is that they answer questions
about an individual’s skills and abilities and allow us to predict their
potential as an employee (Personality Tests in Employment
Selection: Use With Caution, Baez) and even their promotion or
executive-level potential (Pre-hiring assessment improves the
executive talent pipeline, Brousseau, Johnson and Landis).

4. In the search to find the best-fit individual for a particular
position and organization, companies are realizing that the
hiring market is becoming clouded with people listing skills
on their resume that they don’t possess (What’s Wrong With
Using Resumes For Hiring? Pretty Much Everything, Sullivan).

5. Assessments help answer questions by providing a
standardized method of decision-making and a
resource that companies can refer back to.

6. “Using a series of questions, post-hire
assessments offer an objective way for
organizations to determine the critical
competency levels for talent, addressing
who’s ready to move up or across in an
organization”
(Assessing for Succession Development, Kalman).

7. Virtually every company will interview at least one job
candidate before making an offer of employment
rather than simply relying on their view of the résumés
submitted.

8. With no rating scale or commonality among questions, the
interviewer is left to subjectively determine if the candidate
performed well, without fully measuring him or her against
the competition (What’s Wrong With Interviews? The Top 50
Most Common Interview Problems, Sullivan).

9. “Hiring departments are tasked with
finding great talent while running on a
streamlined ship, and data shows pre-hire
assessments can help decisions makers
choose candidates wisely”
(Expanding the Use of Assessments, Lombardi).

10. Common types of assessments
Can Do
Cognitive
Ability
Skills
Will Do
Interpersonal
Capabilities
Personality
Traits
Will Fit
Values
Interests

11. Developmental assessments commonly identify
personality or leadership potential, while hiring
assessments measure knowledge, skills and
competencies that a candidate already possesses.

12. While assessments can be invaluable tools
to any HR professional’s arsenal, they can
spell bad news when used incorrectly.
“The key is for employers to use valid,
reliable, and legally sustainable tests in
hiring employees”
(Personality Tests in Employment Selection: Use With
Caution, Baez).

13. By being standardized, assessments afford companies a
uniform way to determine the best-fit candidate for a
position. Intended or not, people have innate biases
which may lead them to hire people with a similar culture
(Hiring as Cultural Matching: The Case of Elite Professional
Service Firms, Rivera).

14. “Adverse impact occurs when a decision,
practice, or policy has a disproportionately
negative effect on a protected group”
(Unlawful Workplace Harassment [The Issue if Respect],
NCDHHS).
It is critical that an organization have an up to
date job analysis that accurately describes the
skills and abilities required for success in the
position and supports the defensibility of the
selection process.

15. Psychometric assessments are among the
best investments that an organization can
make-both when deciding whom to bring
on board as well as how to develop them
once they join the organization.

16. To improve hiring outcomes, “assessments afford
recruiters an additional level of confidence that their
placements will thrive in their new positions” (Assessing
Competency During the Hiring Process, Walker).

17. HR professionals have a strategic opportunity to benefit
from increasing their knowledge about assessments and
learning how they might be used to help an organization
build a better workforce.

18. Download
The Complete
Guide to
Assessments
today!
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