Nearly all companies are looking at ways of minimising poor recruitment choices, and attracting and keeping key talent. This can be done by improving recruitment processes, changing salary structures to become more attractive, looking at staff welfare programmes, recognition and reward programmes, improving day-to-day working environments and continual development.
Using assessment tools is another trend that has been around for decades but seems to be gathering momentum. These tools vary from personality profiles to all day assessment centres, which may include role-plays and simulation testing - it could be doing high-level pressurised presentations to a panel of 10. The market is flooded with psychometric tests and assessment tools testing everything from integrity to whether a candidate has the wherewithal to comprehend economic, social, political and technological contexts.
In terms of recruitment, many companies are not using these tools correctly and some are not even aware that, in terms of the LRA and Employment Equity Bill, they are stepping outside of labour law. This is because tools can only be used to assess according to the specific job requirements, so for example, testing eyesight for a driver is applicable whereas testing for a high dominance and influence (DISC) factor for a sales person is not. Why? Drivers need to be able to see to perform the job function but it has not been proven that in order to sell effectively you need to match a particular DISC profile. Our capabilities and ability to function effectively are not solely tied to a personality type - it is merely an indication of possible preference.
Examples of some assessment types:
* Ladder of Leadership Competencies
* Interviews
* Personality tests
* Academic results
* Assessment centre
* 360-degree
* Knowledge tests
* Cognitive tests
* Simulation exercises
Do they work?
Many companies are not using these tools correctly and some are not even aware they are stepping outside of labour law.
Mark Fraser-Grant, head, The People Business Recruitment
The confusing answer is a dichotomy of yes and no. It is dependent on so many factors that it would be impossible to give a clear scientific answer. What I can comment on is how to approach the whole subject in a way that can create a greater probability of success. Firstly, let`s look at why assessments are used in the first place. The key purpose is attraction, promotion, optimal placement/recruitment, development, team profile, dynamics and retention.
It is absolutely key that a company understands exactly why it is using a particular tool and in what context. Further, is the person assessing the results appropriately qualified? Under no circumstances should one tool be used as a fit-all and be the only factor in decision-making, whether a recruitment choice or indicator of development plan, as the predictive validity of any assessment tool is normally below 0.4.
Attitudinal and behavioural assessments are very useful indicators of potential talent in terms of the EQ and maturity required to work at a particular level such as senior management or board level. The Ladder of Leadership Competencies tool is an example of such an assessment.
Getting the most out of assessments
* In my opinion, assessment tools can be a very powerful aid in helping to identify key deliverables and the competencies required to achieve these, then measuring internal and external candidates against this to ascertain the fit and/or development required.
* Assessment tools should be researched and fully understood and not accepted at face value.
* Your assessment partner must abide by professional and ethical codes of conduct as set out by the Health Professionals Council of South Africa.
* Feedback must be made available to the individual in question for career development planning.
* Good qualified assessments can be utilised in areas of learning and development, performance management, organisational development, group dynamics, succession planning and career development.
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