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When, Why, and How to
Use Assessments
Carolyn N. Turknett
Turknett Leadership Group
770.270.1723
www.turknett.com
Assessment for Hiring is Increasing
76% of organizations
with over 100 employees
use assessment tools for
hiring.
That number is expected
to increase to 88% over
the next few years.
Turknett Leadership Group • www.turknett.com
2
Ace the Assessment!
3
Try it - Work Ethic
Choose the most accurate statement below:
 It is important for me to excel at everything I
do.
 I am good at everything I do.
 If you want to be successful, you can’t
always put others’ needs first.
4
Definition of Assessment
The evaluation or estimation of the
nature, quality, or ability of
someone or something.
Questions we will briefly cover
 When and why are assessments used?
 What are typical assessments?
 How should assessments be used?
 Best practices
 Pitfalls
 What’s new?
 Resources
6
When are assessments used?
Selection of new
hires
Succession
management
Development
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• Merger –
Assess
management
talent from
two
companies
• Current
performance
(Performance
appraisal)
Develop
• Selection
of new
hires
• Selecting
managers
• Succession
at the top
• High
Potential
Validation
Snapshot Measure
Predict
Why do we assess?
• New
supervisors
• Development
planning for
Identified
high
potentials
• Executive
Leadership
Development
8
Why do top companies assess?
74%
Development needs
82%
30%
Identification of potential
50%
28%
Confirmation of potential
48%
47%
Succession planning
39%
Senior Executives
26%
Self initiated/Ad hoc
34%
36%
Internal job placement
Allan H. Church and Christopher T.
Rotolo, “How are Top Companies
Assessing Their High-Potentials and
Senior Management Executives: A
Talent Benchmark Study,” Consulting
Psychology Journal, 2013, Vol. 65, No. 3,
199-223
17%
Confirmation of skill acquisition
25%
25%
External recruitment/selection
14%
0%
High Potentials
39%
10%
20%
30%
40%
50%
60%
70%
80%
90%
9
Types of Assessment Tools &
Methods
 Interview
 Work sample test
 Personality test
 Cognitive – Mental ability assessment
 Situational Judgment Test
 Assessment Center (Leadership group
discussion, simulation, role play – actual
challenges)
 Physical ability
 Job knowledge
10
Types of Assessments Used in
Top Organizations
0
10
20
30
40
50
60
70
Multisource (360) ratings
Personality Inventories
Interviews
Biographical data
High Potentials
Role Plays/Simulations
Senior Executives
Cognitive Abilities
Career Achievement Inventories
Assessment Centers
Motivational Fit
Allan H. Church and Christopher T.
Rotolo, “How are Top Companies
Assessing Their High-Potentials and
Senior Management Executives: A
Talent Benchmark Study,” Consulting
Psychology Journal, 2013, Vol. 65, No. 3,
199-223
11
Try it: Situational Judgment
1. Congratulate the guest on his or her choice
and make the booking
2. Make the booking without providing your
opinion
3. Offer a couple of alternatives, explaining that
they are probably better.
4. Share your opinion and say that several guests
have been disappointed with the restaurant.
5. Pretend the restaurant is fully booked and offer
to find an alternative.
From HBR, Ace the Assessment.
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Characteristics of Effective
Selection Tools
 Valid
 Predicts job performance – and in your
environment
 Designed for workplace and for selection,
not development
 Designed for job and level
 Fair (tools and processes)and reliable
 Lack of Adverse Impact
 Ease of Administration
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Example - designed for front line
ESQ
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Example – Designed for
Management
HDS – Hogan Development Survey
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Example – Clinical vs. jobrelated
MMPI
My soul sometimes
leaves my body.
Dirt frightens me.
HPI
I would rather not
criticize people, even
when they need it.
I always practice what I
preach.
MMPI – Minnesota Multiphasic
Personality Inventory
HPI – Hogan Personality Inventory
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Try it – EQ: Mind in the Eyes
Irritated
Sarcastic
Worried
Friendly
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Try it – EQ: Mind in the Eyes
Apologetic
Friendly
Uneasy
Dispirited
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Designing an Assessment
Strategy
 Identify (and prioritize) job-relevant
competencies; for selection – position
analysis and validation of competencies
 For selection – If possible, validate using
criterion-related study
 Design an assessment strategy – what tools
and methods?
19
Best Practice:
Use Multiple Methods
Using multiple methods (more than one assessment,
data from multiple sources) produces more valid and
reliable data.
Management
Competency
OPQ 32
360
Coaching
Role Play
WatsonGlaser
Drive results
X
X
Make good
decisions
X
X
X
X
Develop and
coach
X
X
X
Influence
across
organization
X
X
Manage self
X
X
X
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Example: Multi-method
Assessment of High Potentials
 Assessment against identified leadership competencies
 Gap Analysis and Development Plan for each person
 Sample Assessment protocol:
 Multi-Source (360) Feedback
 Robust Personality assessment such as: Hogan Personality Inventory, 16PF,
SHL Occupational Personality Questionnaire (OPQ 32)
 Hogan Development Inventory – Measures Derailers - HDS
 Hogan Motives, Values, and Preference – Values & Preferences
 Watson-Glaser – Critical Thinking
 Structured Behavioral Interview and life history interview
 Interview with Manager
 Experience Assessment
21
Best Practice: Pay attention to
Reliability and Validity of tools
 Reliability: the extent to which an
assessment tool is consistent or free from
random error in measurement
 Validity: the extent to which an assessment
tool measures what it is intended to measure
 Predictive Validity: the extent to which an
assessment tool predicts performance in the
workplace
Reliability is necessary but does not ensure
validity.
22
Do unstructured interviews work?
“If you could be
any topping on a
pizza…”
23
Best Practice: Structured
Interviews are more effective*
Actual Job Performance
Structured
(r=.51)
Unstructured
(r=.38)
Interview Performance
*Source: Schmidt & Hunter, 1998
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Pitfalls - Legal Liability
Selection Procedures are challenged when…
 Unrelated to job
 Overly subjective – not reliable
 Inconsistent application or administration
 Selection procedure results in:
 Adverse Impact
 Disparate Treatment
25
Pitfalls
 Selecting the “like me” candidate – easy in
hiring and succession settings
 Using personality tests designed for
development in selection settings
26
The New
Frontier: DATA
Watson
Analytics Text
Analysis
Watson
Analytics Text
Analysis:
John
Kennedy
Kennedy, Lincoln, and the Donald
120
100
80
Kennedy
60
Lincoln
Trump
40
20
0
Openess
Conscientiousness
Agreeableness
Extraversion
Neuroticism/Emotional
Range
29
Questions?
30
Turknett Leadership Group
Turknett Leadership Character Model ™
www.Turknett.com 770.270.1723
31

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