Capacity TrustEffective Psychometric Assessment Overview

Why use psychometric assessments?

88% of selection processes include structured interviews (Schmidt and Hunter, 1998)

The effectiveness of a structured interview is only 44%.

(Schmidt and Hunter, 1998)

Adding psychometric assessments to the structured interview process significantly improves the effectiveness of the selection decision. (Schmidt and Hunter (1998)

Effective Assessment Includes Three Elements

Person

Environment or ContextJob or Task

1. ) The Person

PersonalityAbility

Complexity

1.1.) PersonalityTwo personality traits are generalizable as a predictor of overall work performance:1.) conscientiousness2.) emotional stability

Barrick, Mount and Judge (2003)

Other personality traits (e.g. extraversion, openness and agreeableness) do not predict overall work performance, they may predict success in specific occupations or relate to specific criteria.

So… it is important to measure a broad range of personality traits as some personality traits may predict some success in specific occupations which may differ from other occupations.

1.1.) Personality

15 Factor Personality Questionnaire (15FQ+)

• Measures 15 factors plus Intellectual Confidence• Theory Raymond Cattell• Similar to 16PF5• Gives insight in to basic building

blocks of personality including Interpersonal Style, Thinking Style and Coping Style

Personal Development Analysis (PDA)

• Measures 4 Factors + Self Control• Theory = William Marston• Similar to PPA• Gives a description of the

behavioural profile of employees and candidates, identifying their strengths and developmental areas.

We can measure personality with two measures:

1.2.) Ability

Schmidt and Hunter (1998) found that General Mental Ability (GMA) is the strongest single predictor of future job success (.50).

Therefore any selection battery must include a measure of GMA.

GMA plus a Structured Interview raises correlations with future performance to 0.64+

1.2.) Ability

Internet Reasoning Test (IRT3)• Measures Verbal, Numerical and

Abstract Reasoning• Based on norms to ensure

fairness (Namibian norms to be available in future)• It is quick to complete, taking 14

minutes plus administration time.• Online or supervised

APIL-B• Measures Concept Formation,

Learning Potential (Curve of Learning) and Memory• Developed to be a culture free

assessment tool • Can take up to 2 hours to

complete a full battery (Short Form = 1 hour)• Supervised pencil and paper

We can measure ability with two measures:

1.3.) ComplexityMeasures of complexity of intellectual processing (CIP) account for about 30% of the variance in executive performance.

We measure complexity with the Cognitive Processes Profile (CPP)

The CPP is an advanced computerised assessment technique which externalises and tracks thinking processes to indicate a person’s cognitive preferences and capabilities. Based on this information, a suitable work environment, the learning potential and developmental needs of the person can be identified.

Effective Assessment

Person

Environment or ContextJob or Task

2.) The JobConscientiousness and Emotional stability are generalizable predictors for overall work performance

(Schmidt & Hunter, 1998)

Other personality traits predicts success in specific occupations or relate to specific criteria.

Therefore it is important to extract which traits are relevant to which job for selection, development or promotion activities.

Some personality traits predicts success in specific occupations which may differ from other occupations.

2.) The Job

15FQ+ Ideal Profiles• Two methods to create an ideal

profile• 1 - workshop to choose

descriptions from the 15+1 factors that suits the role• 2 - automated extraction from a

sample of top performers

PDA JOB Form• Two methods to create a PDA JOB

profile• 1 - workshop to choose 10 critical

behaviours required for success in the role• 2 - manually enter values into the

5 PDA axis’

We have two tools to extract required or common traits:

Both methods results in a report that correlates the person-job fit

Effective Assessment

Person

Environment or ContextJob or Task

2.) The EnvironmentModern approaches to selection suggest the employees should be hired to fit the characteristics of an organization, not just the requirements of a particular job. Bowen,

Ledford and Nathan (1991)

The Theory of Work Adjustment (TWA) which posits a relation between person–environment fit and job satisfaction and tenure.

Bretz and Judge (1994)

Person–environment fit may have a direct influence on extrinsic measures of career success such as salary and job level attained.

Bretz and Judge (1994)

2.) The Environment

"We are what we repeatedly do. Excellence, then, is not an act, but a habit." – Aristotle

The Shadowmatch system creates a benchmark profile (or shadow) of the behavioural habits of the top performers doing the same job within a given environment.

This benchmark of the working environment can then be used to match the habits of potential or current employees against this profile.

Effective Assessment

Person

Environment or ContextJob or Task

Capacity Trust - SELECT

Our vision:

To assist in building better establishments through

Maximizing Human Capacity within organisations

Capacity Trust - SELECT

Our mission:SELECT individuals with the greatest capacity to enhance organisational effectiveness, using scientifically valid and

relevant assessment tools

GROW organisational capacity through leadership training, teambuilding and soft skills training

SUSTAIN organisational capacity through cutting edge coaching and counselling techniques