[IPAC-List] Assessments as "part of the puzzle"

Brull, Harry Harry.Brull at personneldecisions.com
Wed Feb 11 18:04:14 EST 2009

If I understand your question, you are contemplating combining
assessment data from several disparate sources. If each instrument has
validity and the instruments are not highly correlated, you are
increasing validity. The bottom line rule - never throw out valid data
(the exception might be to minimize adverse impact).
I think you decrease the threat of challenge and have a more defensible
process. Candidates seem to tolerate being 476th on a list better than
being told they fail. Using a hurdle (usually for economic reasons)
means you may need to defend the hurdle at the pass point level (always
a bit tricky) since it never gives failing candidates a chance to better
their performance through other procedures.
Whenever it is economically and administratively possible, I advise
clients to use multiple procedures, let all the candidates play, and see
who floats to the top.

And that's my final answer (for the moment)
Harry Brull

Harry Brull
Senior Vice President
Personnel Decisions International-PDI Minneapolis
Expert Partners. Real Leadership Advantage.
Suite 4900
33 South sixth Street
Minneapolis, Minnesota 55402
Direct :612-337-8233 fax: 612-337-3695
harry.brull at personneldecisions.com


-----Original Message-----
From: ipac-list-bounces at ipacweb.org
[mailto:ipac-list-bounces at ipacweb.org] On Behalf Of Madigan, Jamie J
Sent: Wednesday, February 11, 2009 1:47 PM
To: IPAC-List at ipacweb.org
Subject: [IPAC-List] Assessments as "part of the puzzle"

Hi all,

I thought I'd throw out a question that's come to my mind recently and
which I'd like to get additional input on. What are your thought on
using asssessments (e.g., cognitive ability tests, personality tests)
not as hurdles with pass/fail outcomes, but just as data points that can
be used in conjunction with other sources of information like interviews
and applications/resumes to make a hiring decision? Specifically I'm
talking about higher level, more complex positions in the realm of
executive leadership or or a position where the person manages an entire
department or business line.

Based on a few conversations I've had with collegues, there seems to be
a few companies out there doing this. To me, the most obvious downside
is increased legal exposure --if an applicant sues or otherwise compains
about being rejected on the basis of a test, you're going to have a
harder time defending it. But benefits include increased flexibility and
buy-in from stakeholders.

Any other thoughts?

Jamie Madigan
Talent Selection & Assessment Specialist
Ameren Services
jmadigan at ameren.com

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