In the article, Should You Use Personality Testing in Hiring? Paul Forti, founder of PCM Management Counsultants LLC, states that personality tests can help you find employees with specific traits that are well-suited for the position you’re trying to fill. He states that the assessments need to be legal under the EEOC guidelines, they should measure the criteria you are looking for, and know that assessments can tell you what personality traits a person has, but the can’t tell you whether the person will succeed in the job. Best InSource, LLC. provides assessments that meet the EEOC guidelines, we help you create the baseline for each assessment to ensure they are measuring the criteria you are testing for and they have proven vital to business’ retention rates.
In his article, Employee life cycle not one of burn-and-churn Marc Drizin, former Vice President of Walker Information, mentions that the average employee stays with their employer 3.5 years. He also mentions that the average employee will hold 13-15 jobs during the course of their career. Further, he says it costs employers 18 months of a salaried employee’s wages to replace them and six months for an hourly worker. With all of those statistics in mind, we have found using assessments to be a key tool in helping employers retain good employees. We use assessments to put people in the “right job” based on their thinking style, behavioral traits and occupational interests. By “fitting” people in a position that they have the potential to succeed in based on their assessment results, we’ve found employees are more loyal, are happier and less likely to leave their employer.
I recently read an article that discusses the relationship between employee assessments and succession planning on the Entrepreneur magazine website. The article makes several good points, and here is my opinion on some of the assertions that they make:
- The article focuses on succession planning within government agencies. However, I think this is most important in the world of private corporations. Based on my experience, many corporations have a large population of employees that are reaching retirement age with fewer employees having significant experience to fill the roles of retiring employees. Without succession planning in the private sector, long established company’s ability to survive after their founders retire will be challenging.
- The article also relates that one topic most researchers and practitioners agree on is the importance of employee assessments to succession planning. I couldn’t agree more with the article on this topic. I have used job assessments for employees to find out if they are a “good job fit” for the position we either want to hire them for or promote from within. The test profile we use for each position within our succession plan have proven invaluable for career pathing with our employees.
- Finally, the article states according to several published reports, there are four reasons for conducting employee assessments with succession planning management in mind. Two of these reasons are a) identifying needed leadership competencies based on services or program needs, values and organizational strategies and b) assessing employee strengths, skill gaps, developmental needs and career plans. I have used the Profile XT assessment centers to accomplish identifying leadership skills, management styles, career interests and employee strengths and weaknesses. These personality assessments have played a key role in the success of our company’s succession planning.
I recently reviewed an article that discusses how to hire great employees on the Entrepreneur magazine website. Bill Bartmann, the article’s author, suggests there are five fundamental characteristics to look for when hiring new employees. These five characteristics are Aptitude, Attitude, Intelligence, Intensity and Integrity. He believes he was able to determine a potential new hire’s characteristics in the interview process. I believe you can find out the “tip of the iceberg” during the interview process but what lies beneath is what causes company’s many problems either with their human capital or in lawsuits. In my experience of hiring over 1,000 people I have found a people insight tool that helps dig beneath the surface of a person’s resume and interview to find out their true characteristics. I have used an employee personality test to help do just that. The pre-employment assessment I use is a profiling tool that assesses a person’s integrity, work ethic, attitude towards substance abuse and reliability. The assessments test for, among many, the five characteristics Bill mentions in this article and these tools have proven to be much better predictors than an interviewer. I also use a learning assessment to discover a person’s ability to grasp information quickly which can affect their job performance. Although I agree with Bill that those five characteristics are fundamental, I believe assessments do a better job of screening good and bad candidates.
An article by Michael Mercer on the Assessment Business Center website discusses how pre-employment tests can help companies hire the best candidates that will be the most productive, profitable and honest employees. The article mentions the sole reason to assess applicants is to predict or forecast how an applicant will behave on-the-job BEFORE you hire the person. Michael emphasizes the unreliability of interviews and reference checks and focuses on the proven scientific research techniques of pre-employment tests. In my experience, these pre-employment assessments have helped me go from 36% retention rate to a 93% retention rate in just under 8 months. That’s an incredible statistic considering the economy and that we have had 4 reductions-in-force during that time. By focusing on recruit’s abilities, behavioral traits and character, what Mr. Mercer calls the ABC’s of testing, we better predict recruits success in a given job.
A number of articles have talked about employees becoming less engaged over the last 12-18 months. Other studies and polls have indicated that some very high percentages of people, if they have a chance, will go to work somewhere else. According to the U.S. Bureau of Labor Statistics, in Feb/Mar/April more workers voluntarily quit their jobs than were discharged. Based on the article in the Puget Sound Business Journal called Employers now worry about losing key workers it looks like that may actually be happening! If companies are NOT paying attention to what may be happening in the workplace, this could be happening to them. It is a great time to assess departments so managers can actually get to know their people better and let employees know that someone IS paying attention to them. It is a great opportunity to look at…and DO SOMETHING about succession planning. It is a great opportunity to pick a POINT in time to CHECK on how people are doing as leaders and managers and actually do something to help them. Our assessments can do all of those things.
The current economy has created some significant challenges, but the supply of talent has never been so plentiful or affordable. The most successful organizations have seized this unique situation to upgrade key positions and become even more competitive in the market.
Low performers can cost your organization as much as $200,000 per year. The greatest impact you can make to the bottom line is through the selection and use of your human capital.
We encourage you to turn this adversity into opportunity. The assessments we offer are simple, but powerful, assessment tools to help you:
- Identify the best
- Quickly identify the rock stars from the wannabes
- Weed out the dishonest, unreliable applicants
- Find the “right fit” for the position
Please click here to request a free sample assessment report.