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A Practical Checklist
The investment spent on recruiting, developing and retaining employees represents a significant portion of an organization’s budget. The landscape is cluttered with tools and technology to address this strategic business need; often applied with the best intentions, but with dismal results. 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 with 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 26-27). Applying this set of criteria will enable you to:
- 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
- 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 in the white paper.