Making Sense of the Assessment Nonsense

Making Sense of the Assessment Nonsense
A Practical Checklist for Making Smart Assessment Decisions

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he investment spent on recruiting, developing and retaining employees
represents a significant portion of an organization’s budget. The direct and
indirect costs of a bad hire or promotion are well known. Multiple studies have
shown the cost of a bad hire to be as much as three to four times the individual’s
annual salary. Additionally, as Gallup® and others have documented, too many
employees just don’t perform at expected levels, are not fully engaged, or
unnecessarily choose to move to other companies.
In light of this business challenge, it is no wonder there has been a strong
trend in the increased use of assessments to acquire, develop, and promote
the best talent. However, with this trend has come significant confusion about
how to choose assessments and how to best use them to obtain a competitive
advantage.
The purpose of this paper is to provide clarity and a practical checklist of
considerations (see pages 16-17). Applying this set of criteria will enable you to:
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Behavioral assessments
can have the greatest
impact on attracting,
developing and retaining
talent.

identify and attract top talent;
reduce the amount of time required for recruitment;
predict job success much more accurately than using only interviews;
reduce training costs;
identify and develop behavioral competencies and core values;
identify management behaviors that develop and retain talent;
identify best placement for succession planning;
protect you from lawsuits; and
facilitate effective teamwork.

There are many types of assessments and each has its own purpose.
Skills assessments help answer the question, “Can the person do his or her
specific job effectively?” Cognitive assessments evaluate a person’s mental
ability in relationship to a job. Behavioral assessments answer the question “Will
the person behave in ways that generate success in his or her specific job?”
Multi-rater or 360 assessments gather information about how others perceive an
individual’s capabilities and competencies. While all of these assessments can
be useful and often should be used in combination, behavioral assessments can
have the greatest impact on attracting, developing and retaining talent, provided
they follow the guidelines outlined below.
When evaluating assessments, there are six key questions that must be
considered.
1. Is the assessment work focused and presented in a manner that builds the
confidence of applicants and employees?
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2. Does the assessment produce results that relate to job performance for the
specific jobs?
3. Does the assessment produce an overall score enabling recruiters and line
managers to make consistent and accurate employment decisions?
4. Does the assessment process measure all the important factors related to
success for the job?
5. Is the assessment legal and ethical?
6. Is the assessment valid and predictive?
Let’s consider each question in more depth.

1. Is the assessment work focused and presented in a manner that builds
the confidence of applicants and employees?
The first thing to consider is how an assessment and the assessment process
will impact applicants and/or employees. While this is often ignored when
considering assessments, it remains one of the most important issues.

It should be made clear that
feedback is something to
consider and explore based
on others’ perceptions,
rather than facts.

For example, it is very popular to use 360 feedback assessments in which
employees are rated by their subordinates, boss, peers and self according to
their fulfillment of different behavioral competencies. Although this can be an
effective method to help develop employees, the questions should be clear
and job-relevant. It should be indicated how important each question is to the
specific job. Avoid too many redundant or overlapping questions that cause
rater fatigue and confusion as to how to interpret the results. It should be made
clear that feedback is something to consider and explore based on others’
perceptions, rather than facts. Since managers need to make decisions that are
not necessarily popular, the questions and subsequent interpretations should
avoid undermining management authority. We suggest using questions related
to paradoxical behavioral competencies to avoid the confusion of trying to
interpret if a competency is “overused.” (We will explain more about paradox
later.) Finally, and most importantly, the results of the 360 survey should be
given in a one-to-one setting by a qualified coach. Otherwise, there is a
significant risk of creating many unnecessary upsets that could decrease morale
and retention.
Using assessment for recruitment also needs careful attention to avoid
unintended consequences. For example, some companies require all applicants
to go through a long assessment process of one to two hours when they first
apply for a job. At this point in the hiring process, the applicants have not
received any indication as to whether the company has any real interest in them
for the job. This is counter-productive because you not only pay for unnecessary
assessments but you also probably cause the most-talented people to look
elsewhere for employment. After all, the most-talented people will nearly always
have several employment opportunities. Even if the most-talented applicants do
complete such assessments, their first impression is likely to be one in which

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they perceive your company as being inconsiderate. This could easily become
a factor related to them choosing another company.
If you wish to automate the assessment process, there are much better ways
to do it. Assessment technology is currently available for you to ask several
targeted questions related to applicants’ core qualifications such as their
experience, education and skills when they apply online. The results can be
automatically scored and the applicants sorted according to which ones are
most qualified. This takes less than five minutes of their time and applicants
are happy to provide this information because it enables them to receive
quick feedback about the status of their application. Some systems can even
immediately inform applicants that they are being considered for the job and
request them to take the next step of the assessment process – all without
any human intervention. This process gives an excellent impression of your
company and encourages the best talent to continue the application process.
This can also save a great deal of time by allowing you to focus on the mostqualified applicants, reduce the number of interviews required, and provide
automated response emails to less-qualified applicants.

Asking questions that
appear to be irrelevant to
the job will probably turn off
applicants and result in a
lower quality of answers
and a loss of credibility for
the company.

Once the applicants or employees start an assessment, it is important that they
are fully informed related to the purpose of the assessment. The content of
the assessment must be such that they can easily see how the assessment
questions relate to their job. Asking questions that appear to be irrelevant to
the job will probably turn them off and result in a lower quality of answers and
a loss of credibility for the company. This is particularly the case with behavioral
assessments because many behavioral assessments ask questions that have
no job relevance. We have seen companies that offered a personality test in the
hiring process in which applicants were required to select colors they like the
most from a group of colors. The results were then used to describe their
personality and predict their job success! In other cases, we have even seen
companies use personality assessments that ask questions that violate privacy.
For example, one well-known personality test asks if the person believes in
the Antichrist! Using assessments that have content that is unrelated to work
destroys credibility and hinders the employment relationship that you are trying
to build.

2. Does the assessment produce results that relate to job performance
for the specific job?
Another critical consideration in selecting an assessment is to use an
assessment that fits your purpose. If you are attempting to hire, develop,
promote, and retain talent, the assessments must produce reports that are
related to the requirements of the job.
Does the assessment use the same set of factors for every job? If that is the
case, it is very unlikely to effectively predict job success. In order to predict job

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success, assessment must be job-specific. For example, many personality
tests use the same set of personality factors for every job. The majority of
these factors are likely to be irrelevant to job success for any one job. How can
recruiters or line managers know how to use such information when it is not job
specific? Using such assessments is not only counter-productive, it violates
hiring ethics and, in many cases, legal guidelines.
The things being measured and considered when making employment decisions
must be specific to the job and not confused with things that don’t relate to
success for that job. This eliminates many off-the-shelf assessments but it is
just common sense. However, some off-the-shelf assessments are able to be
configured to the job and even offer performance research related to success
for a large variety of job types.

Considering norms for
factors that are unrelated
to job success reduces
diversity, which is important
for having a variety of
viewpoints to make better
decisions.

Some assessment providers show norms related to their assessment scores.
At first glance this may seem to help interpretation. However, it usually causes
misinterpretations. If the factor is not related to job success, there is no value
in knowing the norm. Considering norms for factors that are unrelated to job
success reduces diversity, which is important for having a variety of viewpoints
to make better decisions. If the norm is presented as an ideal range, this also
creates confusion since no one really wants to hire people who are average.

3. Does the assessment produce an overall score enabling recruiters
and line managers to make consistent and accurate employment
decisions?
It is essential that the test developer produces an overall score related to
likelihood of success for your specific job so that recruiters or line managers can
accurately interpret the results. Assessments that provide only a series of scores
without an overall score have little value and lead to poor hiring decisions. For
example, if an applicant scores reasonably well on all of the assessed factors
but one, should the recruiter eliminate the applicant or consider it to be only a
minor hindrance? If this is not provided by the test developer, recruiters and line
managers can only guess. This is often the case with behavioral assessments.
Test developers who provide an overall job-specific numerical value related
to probable job success have most likely researched the factors related to
job performance for specific jobs. Without such research, the test developers
themselves have no way to determine how their assessment relates to success
for different jobs. An overall score also enables others to determine the accuracy
of the test. The overall score related to specific jobs is also critical to enable
test developers to effectively weight and configure the assessment to predict
job success.
Cognitive assessments also often do not provide job specific results, which
can cause serious problems. We will share an actual case example: A large
retail chain used a cognitive assessment as part of their overall assessment for

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hiring branch managers. They naturally decided to give preference to applicants
with the highest scores. However, after a period of time, they discovered that
many of the people hired were not successful. An analysis of the data showed
that, in fact, employees with very high scores were unlikely to succeed and
that employees with moderate scores were the most likely to succeed. The
assessment was then calibrated to interpret the likelihood of success for that
specific job. Only then was it able to be useful in the assessment process.
Because the assessment provider did not calibrate its assessment for the
specific job or even suggest that it needed to be done, the company suffered
significant losses, at least hundreds of thousand dollars if not millions. This
amount of loss would have dwarfed the cost of the assessment itself and the
company would have been far better off to find a test developer who understood
the importance of calibrating assessments for specific jobs, especially when
hiring in such large quantities.

In order to clearly understand
how to interpret reports for
specific jobs, a large amount
of data is required.

Even Organizational Psychologists are unable to effectively interpret such
tests without analyzing a significant sample of test results in relationship to
performance for a specific job. In order to clearly understand how to interpret
reports for specific jobs, a large amount of data is required. However, recruiters
and line managers generally don’t have access to a sufficient amount of data,
and even if they did, few would have the ability to effectively analyze the data.
Unfortunately most off-the-shelf assessments do not provide job-specific
scores related to predicted job performance because it is expensive to develop.
However, any assessment without such features should be avoided.

4. Does the assessment process measure all the important factors
related to success for the job?
Previously we discussed why assessments should focus on factors related to
success for specific jobs and not include irrelevant factors. In addition, you
should consider if the assessment or assessments cover all the important
factors that relate to specific job success. If all the important factors are not
included and formulated, there will be significant gaps that reduce the accuracy
and usefulness of the assessment. For example, if a person’s typing speed or
writing skills are important for a job and you fail to measure them, you will have
a significant gap that prevents you from accurately predicting job success.
There are two types of factors that need to be assessed: eligibility and
suitability. Eligibility relates to the individual’s previous experience, educational
qualifications and various skills or abilities necessary to perform in the job.
Suitability relates to behavioral issues such as preferences, tendencies,
attitudes and behavioral competencies necessary to perform well in the job.
Both are very important for nearly every job. Eligibility tends to be somewhat
more important for technical jobs and suitability tends to be somewhat more


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important for jobs that require more people skills such as customer service
or sales.

Assessing Eligibility
Many organizations assess eligibility factors by setting minimum requirements.
This only helps to eliminate the people who don’t meet the requirements, but
it does nothing to determine which of the applicants are best qualified. By
quantifying each candidate’s level of eligibility you can identify the candidates
who are most eligible.

Recruiters and line
managers often do not
carefully analyze how to
evaluate the combination
of eligibility factors.
This leads to confusion
and miscommunication...

Recruiters and line managers often do not carefully analyze how to evaluate the
combination of eligibility factors. This leads to confusion and miscommunication,
as each party is likely to have a different idea when it comes to selecting whom
to interview and whom to hire. In addition, this lack of clarity makes it especially
difficult to use other assessments. For example, if you are using behavioral
assessments, unless you are able to know the person’s level of eligibility,
how can you make an overall determination? Recruiters and line managers
must be able to determine how these two aspects combine in order to make
effective decisions.
To assess eligibility, first determine what the eligibility factors are. What
education is required? What previous experience is required? What skills are
required that are not assured by education or experience? Make a list of all the
core factors. Avoid long lists of small details. Five to ten factors are usually best.
Then weight each factor according to how important it is in relation to the other
factors. Review each factor and analyze what it means when the applicant has
different levels of that factor. What is the ideal level of each factor? What is the
minimum level of each factor for which candidates should be rejected even
if they are perfect in each of the other factors? For each level of each factor that
is less than ideal, indicate the number of points you would subtract from one
hundred. In doing this exercise before showing the other stakeholders
(recommended to avoid lengthy discussions) you will find that there are many
things that were previously either vague or not considered in your selection
process. After discussion, these things can become clarified and you will have
real alignment with the other stakeholders, as well as an effective means of
evaluating eligibility.
Software is readily available to make the process of weighting and scoring
eligibility factors easy. You can even automate your recruitment process by
asking an online targeted question for each factor. The online questionnaire
can score the result and you can immediately see the eligibility score. This also
provides an extra advantage of being able to quickly identify the best talent. In
many cases you can start the interview process right away, making it more likely
that you can recruit the top talent before your competitors do.


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For some jobs you also may wish to use specific tests related to eligibility. For
example, you may wish to determine the person’s language ability, numerical
reasoning, typing speed or software skills. Such assessments should usually
take place later in the recruitment process because they are more expensive
to administer and often more time-consuming to complete. However, if the
assessment is fairly short and not very costly to administer, then it can be given
earlier in the process. Keep in mind that it is better to avoid eligibility testing or
eligibility factors that can reasonably be learned from training. For example, if
you need someone to use a specific software package that only takes a short
time to learn, it is better not to use that as an eligibility factor or eligibility test.

Suitability/Behavioral Assessment

Since behavior is
fundamentally more difficult
to change than eligibility,
it is better to hire people
who already have the right
suitability for the job.

For most jobs, suitability/behavioral factors are about 50% of the reason
people succeed or fail at a job. Therefore, effectively measuring suitability is
an essential part of assessment. The importance of assessing behavior during
recruitment is evidenced by the fact that most organizations hire people for their
eligibility and then try to develop their suitability. And in many cases, they fire
them for their lack of suitability. Since behavior is fundamentally more difficult
to change than eligibility, it is better to hire people who already have the right
suitability for the job.
Suitability/behavioral factors are more difficult to assess because, unlike
eligibility factors, there is no objective and verifiable information that is readily
available. In addition, suitability factors are much more interrelated, and subtle
balances between factors have significant implications for behavior. To make
it even more challenging, applicants have a significant incentive to withhold or
distort information that might hinder their job opportunity. This is highlighted
by a recent study that determined that 80% of resumes contained lies. In
many cases, people are not even fully aware of their behaviors. In addition,
the behavioral requirements for each job type are very different. The behaviors
required for a technical expert, manager, office administer, customer
representative or salesperson are all very different. Not only is it unlikely that
a recruiter will have a complete grasp of the combination of behavioral factors
related to job success for each job, it is much more unlikely that the recruiter can
accurately assess each applicant related to each factor. Considering the above,
it is no wonder that interviews have a low ability to predict behavior.
Behavioral assessments have a much better chance of gaining insight into
behavior/suitability because they have a pre-designed strategy that structures
questions and carefully considers interpretations of the questions. However, to
be effective, behavioral assessments must:
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measure a large number of factors;
effectively manage lie prevention and detection;
produce results related to specific jobs;
and offer an overall job specific score that guides interpretation.


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The best suitability assessments measure a wide range of different types of
factors including motivation, attitudes, work preferences, work values, work
environment preferences, and interests. In doing so, you can capture all the
important suitability factors related to job success. A behavioral assessment
that focuses only on personality will have significant gaps that will hinder its
ability to predict job success. For example, an applicant might have the right
personality fit for the job but may dislike some of the tasks required. Or, the
applicant may dislike certain aspects of the work environment or lack interests
related to the job function. Such things will significantly hinder performance and
impact attrition.
Many people use simple personality tests that measure only four to ten factors,
thinking that they are easy to use. However, these tests are actually very difficult
to use because they don’t provide reports related to specific jobs with an overall
score. Consequently, there is no way to effectively interpret the results. In
addition, such tests are extremely unlikely to predict job success because they
don’t measure enough factors. Our research indicates that there are at least
thirty behavioral factors that impact success for any one job and only a small
portion (about 25 to 30%) of behavioral factors that are measured actually relate
to success for a specific job.

At least 30 behavioral
factors impact success for
any one job, but only a
small portion actually
relate to success for a
specific job.

This can be confirmed by your own experience. For example, you probably
do about five to ten different types of main tasks related to your job—which you
either like or dislike—such as initiating projects, organizing information, doing
precision-type tasks, teaching others, presenting to groups, etc. In addition,
there are probably about five to ten different organization criteria related to your
job preferences such as the desire for autonomy, the desire for authority, the
tendency to be innovative, the willingness to lead others and the motivation
related to challenges. There are also likely to be at least five to ten areas of
interpersonal skills that are required for your job. For example, you may need
to effectively enforce rules, deal with conflicts, receive corrective feedback,
communicate directly and respectfully, be warm and empathetic, be outgoing or
be cheerful. If you lacked any of these things, it could easily affect your
performance. If you lacked certain interests related to your job, such as an
interest in people, computers, or science, it is unlikely that you will be fully
engaged with your work. If you had a strong aversion to any one of numerous
different things in your work environment such as excessive noise, working
closely in teams or sitting for long periods, your performance could be affected.
Consider also, these issues are different for different jobs. It should be pretty
obvious from this reflection that behavioral assessments need to measure many
different factors and the results need to be job-specific with an overall score.
There are at least thirty different factors related to success for each job and
each job type has a different set of factors. How can we imagine that only a few
personality factors can predict behavior of a wide range of jobs? To measure
behavior related to a wide variety of jobs, you need to measure at least one
hundred factors and preferably one hundred fifty. From this base, the thirty+/http://harrisonassessmentsna.com

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job-specific factors can be tabulated to effectively predict success and offer
optimum growth and coaching opportunities.
By now you might be thinking this is pretty complicated. You are right! It is too
complicated to effectively do without a comprehensive and strategic behavioral
assessment. Fortunately, behavioral assessments are available that have done
performance research and formulated sets of factors for specific jobs. You only
need to review the suggested factors for your job to confirm that it fits the job
requirements. In addition, if you have thirty or more people in the same job, you
can even request the test developer to research the key factors for your specific
job. Computer technology makes this straightforward. You will need to provide
performance ratings for your existing employees in order for the test developer
to determine the factors that relate to job success.

Focusing on work-related
preferences demonstrates
a concern for what is
important to the applicant
or employee and thus
reduces the tendency to
skew answers.

Besides being comprehensive, a behavioral assessment needs to have an
effective means to elicit truthful answers and determine areas in which the
person is either confused or giving untruthful answers. Behavioral assessments
have different ways to do this. Some attempt to determine the reliability of
answers by offering two words or statements along with a third answer option
that always states “in between.” If the person answers too many items as “in
between,” the results are considered unreliable. While this may sometimes give
some indication of answer reliability, it is a very weak and questionable method,
because in many cases the most truthful answer is “in between.” For example,
“Are you outgoing, introverted or in between?”
There are other much more effective mechanisms that help to obtain truthful
answers. First, focusing on work-related preferences demonstrates a concern
for what is important to the applicant or employee and thus reduces the
tendency to skew answers. In addition, if various work preference statements
are required to be ranked within a group of other statements, the applicant or
employee is forced to give their priorities. If the statements appear more than
once but in different groups, it can greatly reduce the amount of time it takes
to gather extensive behavioral information while at the same time detect the
consistency of the person’s answers.
This ranking method can also help to prevent deception if the items ranked are
all positive items in which it is difficult to say which ones are better. Even if
individuals attempt to give the “right” answer, their own behavior patterns tend to
dictate which answers they consider are right. For example, if a person tends to
be very frank and direct, he/she will consider this tendency to be a virtue as well
as a desirable answer.
You might ask, “If all the items are positive, how can an assessment determine
negative factors?” The extent of counter-productive tendencies can be
determined by analyzing the paradoxical relationships between the positive
factors without asking any negative questions and without the person having the


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slightest awareness that they are revealed. To understand this, we need to
further explain how paradox relates to behavior.
Behavior is typically very tricky to assess due to its paradoxical nature. It might
appear that we can look at a single attribute in and of itself in order to determine
if that attribute is positive. However, if an attribute doesn’t have other balancing
factors, it becomes a negative factor. For example, being highly motivated to
achieve is nearly always considered to be a good characteristic. However, if
it is not balanced with appropriate people skills, stress management and the
tendency to explore all important issues before taking action, the would-be
positive factor actually becomes a negative factor. In another example, being
direct, straightforward and truthful can be important for effective communication.
However, when not balancing communication with tact and respect, the wouldbe positive tendency becomes a serious hindrance. These balances are
different for different jobs. For example, customer service jobs require a stronger
emphasis on tactfulness whereas managers will generally perform better with a
balance between the two. By considering the paradoxical relationship between
traits, such imbalances can be accurately measured without having to ask any
negative questions.

Employees need to obtain
insight into how their
behaviors affect their
specific job.

From the employer’s point of view, it is essential to obtain an accurate
measurement of a wide range of potentially counter-productive factors such
as being dogmatic, easily influenced, defensive, self-critical, impulsive, blindly
optimistic, skeptical, overly cautious, logical, illogical, stubborn, scattered,
authoritarian, defers decisions, under achiever, stressed achiever, permissive,
punitive, resistant to change, addicted to change, rebellious, insensitive,
blunt, evasive, over sensitive, and many more. This is critical for making
hiring decisions and just as important for employee development and team
development. Employees need to obtain insight into how their behaviors affect
their specific job.

5. Is the assessment legal and ethical?
Obviously, employers have every right to attempt to determine if applicants are
likely to perform well. We have previously discussed the importance of questions
that relate to work and test results that relate to performance for specific jobs.
This not only makes assessment more effective, it provides you with strong legal
standing related to your hiring practices. Being able to demonstrate that your
hiring practices focus only on job performance factors is the most important
means to protect yourself legally and to have ethical hiring practices.
Assessments containing factors that are unrelated to performance for the
specific job unfairly discriminate against applicants who don’t score well on
those factors and often unfairly discriminate against race, gender and age.
Therefore, the best rule of thumb related to legal compliance and ethical
standards is to use only assessments that relate to job performance for your
specific job. Interviews are considered a form of assessment and therefore

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many of the same rules apply to the types of questions you can ask during
the interview.
Even if you happen to work in a country with minimal labor laws, unsound
assessment practices hinder talent management by causing you to miss out
on the best applicants or misevaluate employees. And, since assessments are
used for making decisions that have a significant impact on other people’s lives,
their use should have ethical consideration.

...laws do not hinder you
from doing effective
assessments because they
allow you to ask questions
related to the applicant’s
ability to perform specific
tasks required for the job.

Legal and ethical issues can be very subtle. For example, in the USA, you are
not allowed to ask questions that violate privacy and therefore cannot ask
questions about individuals’ private lives such as their childhood or private
habits that are unrelated to employment. You also cannot ask about their marital
status, children, health condition, disabilities or other similar things because
such things don’t necessarily prevent an employee from performing well. These
laws do not hinder you from doing effective assessments because they allow
you to ask questions related to the applicant’s ability to perform specific tasks
required for the job. For example, you can ask if the person can lift a certain
amount of weight or type a certain number of words per minute, provided that
this is required to perform in the job. You can also ask work-related behavioral
questions and evaluate applicants related to those behaviors, provided those
behaviors relate to performance for the specific job.
There are differing requirements for compliance in various countries and it is
important to determine that the assessments and assessment process you are
using comply with the regulations in your country. The key questions you need
to ask are:
1. Does the assessment focus on factors that relate to performance for specific
jobs? If not, you may be at risk.
2. Does the assessment comply with all legal guidelines? For example, in the
United States you must ensure you meet all EEOC requirements.
3. Has the assessment been reviewed by an employment law firm to verify
compliance?
4. Has the assessment ever been challenged in court?

6. Is the assessment valid and predictive?
There is a great deal of confusion around the issue of validity. All test
developers claim validity, so it is important to understand what it is. It is easy
for many people to conclude that if a test has validity it will necessarily be
effective in predicting and developing job success. In fact, that is not the case.
To understand this, we will briefly explain the main types of validity as related to
employment assessments.
Face validity refers to what the test appears to measure. If a test has face
validity it "looks valid" to the applicants or employees who take it, the HR

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Having strong face validity
has a big advantage of
helping to protect you
against lawsuits and greatly
reduces the burden of
having to prove that you
are not unfairly
discriminating...

professionals who choose it, and the recruiters or line managers who use it.
Face validity refers to assessment questions that are work-related and report
results that appear to relate to the requirements of the specific job. As previously
mentioned, questions that are job-related will make a much better impression
on applicants and employees and will more likely enable the test to predict job
success. Reports that are job-specific and provide an overall score will help
recruiters to make better employment decisions and help coaches to more
effectively guide employees to better performance. Behavioral assessments
that focus on job-related questions (especially preferences) also provide the
benefit of making the assessment more easily transfer across cultures because
generalized personality questions nearly always have culturally influenced
significance that makes answers to such questions quite different across
cultures. Having strong face validity also has a big advantage of helping to
protect you against lawsuits and greatly reduces the burden of having to prove
that you are not unfairly discriminating against specific races, genders or
age groups.
Criterion validity is generally considered to be the most important aspect of
validity for employment assessments. It indicates the degree to which a set
of scores from test results relate to job performance. A strong relationship
indicates that the assessment is likely to predict job success for that job. It is
important to note that it is only related to the test when used to assess for a
specific job and not the test in general. Criterion-related validity for one job does
not necessarily indicate criterion-related validity for another job, because a test
that can reasonably predict success for one may not do so for different jobs. As
previously discussed, if the test does not produce an overall score related to
specific jobs, there is no way to determine if it predicts job success and thus
there is no way to show (or know) if the test has criterion validity.
Criterion validity is determined using correlation coefficients, which show the
degree of relationship between test results (overall score) and job performance.
A correlation coefficient of 1.0 indicates a perfect correlation in which the
overall score of the test matches perfectly with the performance scores of the
employees. This is pretty much impossible to achieve since performance scores
themselves are not perfect and there is no need for the test to predict the exact
level of performance. For example, a test result of 95% is close enough if the
performance is 90%. Being reasonably close in the large majority of cases is
considered quite useful and will generally be achieved by a 0.5 correlation.
A correlation coefficient of 0 indicates that there is no correlation whatsoever
between the assessment score and performance.
Extensive research has shown that structured interviews without any
assessment have a correlation of 0.2 and therefore any assessment should
have a correlation of at least 0.2 in order to be useful. A correlation coefficient
of 0.5 will generally predict performance quite well and thus is considered a
strong correlation.

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Keep in mind that most assessments are only intended to measure part of the
factors related to job success and thus the most important measure is how
all assessment components, including the interview, combine to predict job
performance. Knowing the degree that each assessment segment predicts
success (correlation coefficient) enables you to know how much weight (if
any) to put on the various assessment segments. For example, if you use a
behavioral assessment that has an independent 0.5 correlation, greater weight
should be placed on the behavioral assessment than the interview results.
However, keep in mind that the sample size is also important. If the sample
size is thirty to fifty or fewer and the correlation coefficient was related to existing
employees, the correlation coefficient for the next group of hires will very likely
decrease by 25% to 40%. Larger samples of three hundred or more will tend to
have significantly less of this effect.
Criterion-related validity is vitally important because it tells us how well the
assessment works. Due to modern computer technology, criterion-related
validity is much easier to determine and should be routinely evaluated for jobs
in which you have more than thirty employees. Test developers will often do this
for you for a minimal cost. To verify their conclusions you can use a standard
software application such as Excel®. Enter the assessment scores in one
column and the performance scores in an adjacent column so Excel® can
calculate the correlation. Use the Help function if you are not sure how to do it.

The important and reliable
means to determine the
value of an employment
assessment is criterionrelated validity.

Construct validity examines the question: Are the assessment method and
results consistent with the related theory or concept the assessment intends to
measure? Construct validity methods are very complex and technical and are
used during test construction. To evaluate employment tests, construct validity
is similar to evaluating the quality of the engine of a race car as compared to
criterion-related validity, which is like timing the race car in a race. The important
and reliable means to determine the value of an employment assessment is
criterion-related validity.
Construct validity does not necessarily indicate that the test is effective for
employment purposes. Some of the oldest and most popular personality tests
have extensive construct validity but do not predict job success. In many
countries those tests are not legal to use for recruitment but, unfortunately,
they are still used in many developing countries. It makes no sense to use an
assessment that was never designed for the workplace and doesn’t relate to job
performance. These tests are also used in developed countries for employee
development. While they have the benefit of stimulating discussion related to
teams, it would be far better to use assessments that stimulate reflection and
discussion on real performance issues related to teams and individuals.
Test-retest is a method to determine the reliability of tests. It is determined by
testing a group of people and then retesting them after a period of time
(generally three months to one year later) to determine the consistency of
the results. This can be a useful measure to confirm that an assessment

13


consistently produces the same results. However, it does not have nearly the
importance as criterion-related validity because it is extremely unlikely that a test
that has low reliability will predict job success. Many personality tests measure
only general personality patterns, or personality types, which tend to change
very little over time and thus they have strong test-retest results. However, many
of these tests have no predictive accuracy for specific jobs. Having a strong testretest correlation does provide some confidence that the results are measuring
something that stays reasonably constant.
To summarize the issues of validity, face validity is most important for test
acceptance and legal defensibility and criterion-related validity is most important
to determine the degree to which the test can fulfill its purpose of predicting
job success.

Summary

If these guidelines are not
followed, you could easily
waste your money and
time, as well as create
costly repercussions.

Effective assessment can help you to attract, develop and retain top talent. It
can reduce the amount of time required for recruitment and provide excellent
legal protection. In addition, it can provide clear insight into success behaviors
and assist employees to be fully engaged and focused on success. However,
to achieve these benefits you must follow a few critical guidelines. If these
guidelines are not followed, you could easily waste your money and time,
as well as create costly repercussions.
Assessment questions should be work-related in order to gain the confidence of
applicants, employees, recruiters and line managers. This supports face validity,
which is important for legal protection. Assessment results should relate only to
factors (and include all the factors) important to performance for specific jobs.
When used for recruitment and succession planning, assessments should
provide an overall score that can be used to determine the degree to which the
assessment results predict job success. This provides important criterion validity
and further legal protection.
Behavioral assessments should follow the above guidelines and, in addition,
should measure a wide variety of at least one hundred factors. Behavioral
assessments that contain only a few personality factors should be avoided
because such assessments don’t offer job-specific reports and thus recruiters
and line managers are unable to effectively interpret the results in relationship to
specific jobs. This lack of face validity also creates significant legal liabilities.
If an assessment doesn’t provide an overall score intended to predict success
for specific jobs, it is unlikely to be based on real performance research.
You can save time and assessment costs by measuring each applicant’s or
high-potential candidate’s qualifications with a short (five-minute) eligibility test
at the time of application. This enables you to quickly identify the best talent,


14


reduce the number of interviews, reduce the number of other assessments
required, and better interpret the overall meaning of other assessments.
Selecting, developing, and promoting the right people, and understanding how
to get high performance, is the key to success in any organization. With today’s
technology, choosing the right assessment can provide an organization with the
management know-how that can create a whole new level of performance and
competitive advantage.
About Harrison Assessments™ International
Harrison Assessments™ assists organizations worldwide in their efforts to hire,
develop, promote, and retain top talent. Its unique, fully customizable job analysis
and integrated assessment technologies ensure optimum job fit and predict job
success. The system effectively addresses selection, development, succession,
and career planning needs to manage talent from front line to executive levels.
www.harrisonassessmentsna.com • 888-248-5553 • info@harrisonna.com
© 2013. Harrison Assessments Int’l. All Rights Reserved.


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Behavioral Assessment Evaluation Tool Checklist
Essential Factors

Benefits

Work-related questionnaire

Credibility, face validity and potential usefulness

Results relate to specific job
performance

Face validity, accuracy, legal protection, easeand accuracy-of-use

Overall score of the
assessment

Criterion validity, ease-of-use and ability to
verify effectiveness

Measures all performance
related factors

Greater accuracy and test confidence

Legal and ethical compliance

Legal protection, which is mostly determined by
the above

Validity and verifiable accuracy

Better results and confidence, which is mostly
determined by the above

Measuring both eligibility and
suitability with customizable job
criteria

Essential for comprehensiveness and effective
interpretation as well as focus on real
performance factors

Effective lie prevention and
detection

Better results

More than 100 behavioral
factors

Essential for accuracy

Short eligibility pre-test

Quick applicant processing and better
interpretation in conjunction with other
assessments

Behavioral questionnaire
focused on preferences

Talent attraction, better test reliability, talent
retention and succession planning

In-depth coaching and
development reports

Provides insight to strengths, potential derailers
and blind spots


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Significant Added Value Factors

Benefits

Applicant tracking features

Saves time, allows for applicant tracking in
the context of assessment

Recruitment campaigns

Segregates candidates by position for
ease-of-use and tracking

Competency and values mapping

Helps employees to develop behavioral
competencies and core values

Team reports

Establishes team values, identifies
strengths and gaps

Succession planning features

Easily identifies jobs for which employees
are suitable and eligible

Interview reports

Provides professionally crafted questions
focused on job criteria

Career reports

Provides insight into how to develop
careers and the most suitable careers


17

Making Sense of the Assessment Nonsense

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