Predicting work performance has always been a topic of interest when it comes to Finance and HR debates. Psychometrics in the workplace are used as a part of a multi-stage recruitment process in selection, promotion, development, growing potential, and career coaching. These standardised tests are used by trained and qualified practitioners to measure candidates’ suitability for a role in a credible and an objective way, offer a deeper understanding of the candidate’s competencies, abilities, personality and motivational factors to enable the employer to accurately predict the candidate’s future performance in a particular role based on the required personality characteristics and cognitive ability to reduce the risks of ‘bad’ hire.
Types of instruments used are:
• Personality questionnaires, these are designed to measure how a person handles relationships at work, their thinking style and how they manage tasks and feelings.
• Ability tests on the other hand are designed to measure how a person interprets verbal information and reaches correct conclusions; their ability to analyse and draw conclusions from processing numerical information and data; their ability to analyse abstract information to determine outcomes and patterns.
• Checking tests provide information on how the candidate compares information accurately and quickly.
• Situational judgement tests present candidates with a series of real-life scenarios relating to the job and the organisation to which they are applying.
• Motivation and values-based assessments measure the factors that help stimulate and energise people in their daily working lives.
• Emotional Quotient inventory measures a set of emotional and social skills that influence how individuals perceive and express themselves, develop and maintain social relationships, manage conflict and cope with challenges. One of the key aspects in this process is identifying and defining the competencies to be assessed. The competency profile provides parameters for of measurement and clarity on performance expectations. These can translate business strategies into specific behaviours, abilities, skills and knowledge required for the employee to deliver the required business results. The insights gained from these assessments can be used to tailor the on-boarding process post-hire to ensure a successful integration in to the organisation, facilitate better working relationships and help shape future development plans for the individual. It is not unusual for organisations to hire candidates who are not fully skilled to perform a role. How the organisation manages these gaps and builds on specific strengths is the key to a successful working relationship between the individual and the organisation.
