Powerful and practical ways to incoprorate testing for selection and development
It’s 2017, and we have ostensibly become obsessed with what we can predict at work- workplace trends, the outcomes of leadership programs, how long someone will stay in their role, the list goes on. Prediction gives us mere mortals the illusion of control in a world where unpredictability, chaos and uncertainty are the norm.
What if I told you there is a scientific and reliable way to predict, at the very least, how people will behave at work? Enter, stage right- psychometrics- one of the most valid predictors of how someone will perform in their role, in a team or as a business leader.
Psychometrics refers to the measurement of knowledge, abilities, attitudes, and personality traits. In the work context, this is usually for hiring purposes- to measure candidates’ suitability for a role based on the required personality characteristics and aptitude, or for targeted development- of individuals, leaders, sales professionals etc.
A common misconception is that psychometrics are exclusively the domain and responsibility of large, well-established organisations- the airlines, banks, engineering firms, government organisations.
However, psychometrics also have an important place in smaller, emerging organisations that need to set high standards for their selection and development practices.
So, when is psychometric assessment the answer?
For more robust selection;
A good personality combined with cognitive abilities assessment can predict how well someone will perform in a role. Good tools can assess values and cultural fit, what will motivate and de-motivate individuals, therefore providing exceptionally valuable information for hiring managers. Is an individual turned on by a highly structured, predictable environment and turned off by one that is fast paced and fiercely competitive? Do they possess the natural sales orientation to build a new pipeline of work? In terms of predicting leadership style, does an individual possess an emotional tone-deafness that could be bad for business or are they an emotional rock star? Knowing this sort of information about someone minimises the risk of bad hires and removes a lot of second-guessing.
Psychometrics provide much benefit beyond prediction of personality traits, intellectual horse-power and values alignment. Drawing from experience whilst working with one of the big four banks- when psychometric assessment (personality and cognitive abilities) was positioned at the front end of the selection process for graduates (as opposed to right at the end), the bank was able to halve their exorbitant project costs, hire candidates with a much stronger cultural fit and retain them for longer.
And ultimately, who wouldn’t want that to add that sort of predictive power, ROI and common sense to the selection equation!
Exploring and enhancing team dynamics;
The use of psychometric tools for the benefit of galvanizing teams is extremely powerful but often overlooked. Assessments in the team context are often designed to measure individual differences and preferences for behaving in a team, such as being a strong relationship builder, being task orientated, supportive or optimistic. Knowing this about yourself and your colleagues opens up a brave new world of understanding- individuals learn how to work more productively and positively together, with greater ease and alignment. It also enables leaders to get the best results from their people.
Team dynamics focused assessment also provides valuable insight into how teams can work more effectively together. Currently trending in Australian organisations includes having a more collaborative mindset, building a shared vision, taking more responsibility for critical decisions, “speaking plainly” ie being more assertive during difficult conversations with one another, and increasing empathy in their interpersonal dealings.
For leadership development;
A leader’s reality is anchored in measurement. Yes, coaching and workshops can provide valuable indicators of leadership capability and potential with some accuracy. Without the assessment, you’re guessing at the impact of your leadership and success of your development programs.
By opening leaders to reliable assessment tools, organisations can gather more accurate and objective measurement on things like emotional intelligence, personality, energy, values and intellectual grunt.
Questions that might get answered include “Does this person have the moxie (the balls, the big balls) to move organisational strategy to real execution or make decisions that impact those they care about?”
“Does their leadership style suit the needs of their current team who are energetic, passionate and desperate to be inspired?”
I’m a big believer in the value of 360 degree assessments for leadership- where leaders are given feedback on their capability as perceived by themselves but also by others- their colleagues, subordinate and managers. It is often a confronting, but also transformative process of self-discovery.
If you are in the market for psychometric assessment, it is hard not to be overwhelmed by the abundance of good and bad tools. My advice is unwavering- be discerning, choose the most reputable providers who have access to the most scientifically reliable and valid tools. This is a great place to start in the pursuit of psychometric excellence and ecstasy.
