Following up on last week’s article where we learned that the best predictors of future job performance are cognitive assessments and behavioral interviews, there are multiple tools that have been developed to accomplish both. One of the best I have personally used is Predictive Index- a Behavioral Assessment tool that has recently added a validated Cognitive Assessment portion.
The Behavioral Assessment
This portion is broken down into four categories, as many of these types of tools are. They categorize individuals based on their tendencies in the categories of Dominance, Extroversion, Patience and Formality. The PI is most beneficial when combined with the job profile. Each manager should complete the job profile prior to beginning recruitment for the position. As each candidate completes the PI, their profile is compared and contrasted with the job profile and a list of behavioral questions are generated for any area where there is not a match. This is a perfect set of questions to forward and assign to your interviewers. This serves three purposes.
1) it ensures that each category where there might be a concern is covered by someone
2) it prevents the candidate from being asked all the same basic questions over and over
3) we all have a tendency to want to hire people just like us which may or may not be the best choice for each position
This approach forces us to interview and make decisions based on the merit of the individual candidate.
The Cognitive Assessment
This is not your typical IQ test, which, oddly enough, are not particularly well correlated with job success. This is a online survey measuring the many dimensions of human cognitive abilities based on verbal, numerical and visual reasoning. It is a balanced mix of 50 multiple choice question of various types and difficulty levels which are all designed to address the perception and processing skills of the candidate or employee. Pace of learning is strongly associated with successful on-the-job performance making it an integral part of any recruitment process. Higher scores do not imply higher levels of intelligence simply certain ranges are more suited for certain jobs. Making sure you have the best idea of your candidate’s learning capabilities and their ability to adapt to changes help you to streamline the selection, on-boarding and training of a new employee or manager.
Combined, these are good predictors of success on the job. The challenge is deciding which of your jobs need what level of cognitive capability. Not all positions require someone in the top 10% or, to be honest, even the top 30%. Once you have the benchmarks identified, some of the validation is simply collecting the data. Did you decide that the Accountant needed to be in the top 30%, but a number of the Accountants you have hired are not wildly successful? Perhaps you need to adjust it to look for those in the top 20%.
Combined, these approaches are significantly more effective than the typical “So, tell me about yourself” interview.