Use only assessments that have been validated for hiring. The use of any instrument that has not been specifically validated for pre-employment screening puts your company at risk.
Never use one test by itself. A well-chosen battery of tests, one that includes both intellectual measures and personality assessments, can increase the validity of your conclusions.
Include cognitive measures, one timed and one un-timed, to determine whether deadlines and pressure will affect performance. Numerical testing should also be included if the position requires budget or financial decision making
Make sure you are looking for essential competencies, not just general strengths. People skills are essential for individuals applying for a sales position but not so important for solo performers. Similarly, flexibility and adaptability are important traits for someone who works in a field that changes quickly and unexpectedly. They are not so critical for routine jobs that tend to stay the same most of the time.
Realize all testing is not helpful. In fact, no testing is better than bad testing.
Hire an expert who has been trained in interpreting psychometrics to analyze results. The money spent to hire a qualified person to interpret the data is minimal when compared to the cost of a bad new hire.
Data are reliable and accurate, but they are valuable only when used with of other information such as interview impressions, experience, reference checks, experience, and other job-relevant information
Avoid telling candidates that “all you have to do is pass some tests.” This sends the wrong message about the role the data play and puts the company at risk.
People often request feedback, but the hiring company is not obligated to pay for it. In general, I advise clients to provide feedback to candidates who are hired.
To maximize the value of assessing, consider making feedback a part of your protocol for those you do hire.