Many business owners and managers feel they have a knack for hiring the right candidate and correctly identifying high potential employees. However, with the US Department of Labor estimating that a poor hiring decision costs an organization up to 30% of that employee’s yearly wages, these talent management decisions are too important to be undertaken alone. Employee assessments provide measurable, in depth insight into a candidate or employee’s abilities, potential, and skill sets. Improve your chances of making the right hire and identifying your next star performer. Make assessments your newest HR resource as you work to develop your talent and your business. Learn from one of G&A Partner's HR experts, Brandon Davis, on assessment best practices during this webinar.

1. By:
Brandon
Davis,
PHR
G&A
Partners
Reduce
the
Guesswork:
Using
Assessments
to
Drive
your
Business
Forward
Webinar

2. Agenda
• The
business
case
for
assessments
• Types
of
assessments
• When
to
assess
candidates
• How
to
select
the
right
assessment
• How
to
interpret
results
• How
to
select
the
best
candidate

3. POLL
QUESTION
• What
is
your
role
within
your
organizaNon?

4. The
Case
for
Assessments
• Most
common
candidate
evaluaNon
method
is
sNll
the
interview
• Common
issues
with
interviews:
• Lack
of
organizaNonal
standardizaNon
• Inherent
interview
biases
• Time
consuming
&
oRen
inefficient

5. The
Case
for
Assessments
• Assessments
provide
fast,
easy-­‐to-­‐
understand,
acNonable
data:
• Personality
• Skills
• Job
Fit
• Help
idenNfy
candidates
‘worthy’
of
an
interview
• Can
focus
interview
quesNons
and
objecNves
• Standardized,
reliable,
un-­‐biased
data

6. The
Case
for
Assessments
• Measurable
ROI
• Retail
associates
achieve
19%
more
sales
per
month
-­‐
$70
million
annually.
• Customer
service
associates
increased
producNvity
saves
$22
million
annually.
• Bakery
workers
decrease
workplace
accidents
saving
$67,000.

7. Poll
QuesNon
• What
is
your
experience
with
pre-­‐hire
assessments?

8. Types
of
Pre
Hire
Assessments
• Personality
&
CogniNve
• Skills
• Job
Fit
SoluNons

9. Personality
&
CogniNve
• Advantages
• IdenNfy
personality
factors
and
intelligence
levels
• Data
received
before
the
interview
–
saving
Nme
• ConsideraNons
• Don’t
take
into
account
organizaNonal/job
needs
• Examples
• DISC
• Myers-­‐Briggs
Type
Indicator

10. Skills
Assessments
• Advantages
• Wide
range
of
skills
assessed
• Simulated
environment
(Excel,
Auto-­‐CAD,
etc.)
• Focused,
easy
to
interpret
results
• ConsideraNons
• Employees
are
not
merely
a
sum
of
their
skills
• Examples
• AccounNng/Finance,
Clerical,
Business/HR,
IT,
SoRware,
etc.

11. Job
Fit
SoluNons
• Advantages
• Most
encompassing
pre-­‐hire
assessment
• Combines
competencies
and
skills
(when
appropriate)
• Easily
translates
to
job
fit
and
performance
• Examples
• Banking,
general
business,
call
center,
customer
service,
IT,
insurance,
hospitality,
sales,
retail,
healthcare.

12. When
to
Asses
Candidates
• Two
ideal
locaNons
within
recruiNng
process
• Immediately
following
applicaNon
• Ideal
for
skills
assessments
where
a
minimum
proficiency
level
is
required
for
the
posiNon.
• Immediately
preceding
the
decision
to
interview
• Ideal
for
personality
&
cogniNve
and
job
fit
soluNons.
• Can
help
hiring
managers
make
beaer
decisions
on
who
to
interview.
• Can
help
focus
interviews
on
areas
of
concern
instead
of
surveying
the
candidate.

13. How
to
Select
an
Assessment
• 4
main
factors
in
assessment
selecNon
• Relevant
to
the
posiNon/organizaNon
• Average
compleNon
Nme
• Cost
• Delivery
method

14. How
to
Interpret
Results
• What
does
this
mean
in
relaNon
to
his/her
potenNal
job
performance?
• Don’t
take
numerical
scores
at
face
value
• Assessment
results
are
rarely
inaccurate
–
just
in
need
of
explanaNon

15. How
to
Select
the
Candidate
• Know
what
the
posiNon
requires
• Understand
what
skills
and
competencies
are
required
and
to
what
degree.
• Understand
what
personality
factors
will
be
helpful
or
hindrances
to
success.
• Know
that
no
individual
will
score
high
on
every
skill,
competency,
or
personality
factor.
• Use
assessment
as
part
of
candidate
profile

16. Conclusion
• Pre-­‐hire
assessments
can
provide
real
value
to
an
organizaNon.
• Select
assessments
which
are
specific
to
the
posiNon’s
needs.
• Work
with
assessment
vendor
to
ensure
accurate
interpretaNon
of
the
results.