Tips for Using Data for Pre-Employment Screening
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- 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.
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