The use of assessments should always be accompanied by another Best Practice – validation models that provide statistical evidence of the link between a candidate’s assessment performance and his/her on-the-job performance and tenure. This allows hiring managers to make quality decisions about job candidates by ensuring they meet or exceed a validated cut-off point on the pre-hire assessments. The use of objective assessments, calibrated against retention and job performance, is a critical Best Practice for any firm attempting to reduce early stage attrition and improve early stage new hire performance.
If a job analysis is the foundation on which a pre-hire process will be constructed, then the validation study is the framework which determines whether assessments will be used properly and deliver value. Best-practice validation research is designed specifically for each organization based on factors in the business environment and job types. Although there are occasions when circumstances dictate using a content and/or construct validation strategy, a criterion-related validation study should be used whenever possible. The rationale for conducting a quantitative validation study is very simple: it is the surest way to accurately align the assessments and indices of job performance in an organization’s operating environment.
Earlier postings discussed:
Step 1: Understand and define the desired business
Step 2: Understand which performance metrics relate employee performance to achieving the desired business outcomes
Step 3: Understand and define the job families (call or contact types)
Step 4: Identify predictive assessments that evaluate job candidates on the important worker characteristics