The widespread confusion and myth that surround psychometric assessments continue to cause concern and resistance.
I was recently at an industry function where a senior manager was talking about his job search campaign. To his chagrin, one employer had asked him to perform a set of psychometric tests as part of their selection process. He felt that with his industry track record it was insulting to be asked to perform psychometric tests. Furthermore, as the results wouldn’t be shared with him, he thought it would undermine his chances of success in the new role: his new managers would judge his actions in relation to his test results, and he would be the only one who didn’t know what those results were.
The discussion became even more heated when another IT professional, who was originally trained as a psychologist, jumped into the conversation and claimed that the results from these tests are completely useless. As the ranks of indignant supporters swelled, the applicant resolutely vowed to refuse to sit any such form of psychological skulduggery. Meanwhile, we all delicately avoided mentioning the all-too-obvious fact that such a refusal would destroy any chance he had of winning the coveted role.
As the use of psychometric assessments for new staff continues to grow, conversations such as these are likely to become common. It appears that employers are increasingly seeing value in the use of objective assessments in order to determine the potential of new candidates. However, the widespread confusion and myth that surround psychometric assessments continue to cause concern and resistance. Perhaps, the most common perception is that the use of psychometric tests is akin to using IQ tests to determine who gains entrance to university. Of course, we all realise that it is not only IQ alone that determines the potential of a university entrant, but their ability to work independently, their ability to structure their time and organise their work and, most importantly, their attitude. Psychometric assessments are actually designed to measure these types of factors and experts contend that the factors that determine and predict job success can be effectively measured by psychometric assessments.
Isabelle Phillips of Jarrah Consulting, a leading Australian psychometric assessment provider, says that increasingly, companies are using psychometric assessments not only to identify new recruits but also to identify future leadership potential. However, Phillips stresses that candidates must be given the opportunity to receive feedback on their results. This allows candidates to gain a deeper understanding of their specific strengths and areas for development. According to Phillips: “Ethical agencies will always share the results of psychometric assessments with the candidate, whether or not they get the job.”
Phillips also believes that people in technical jobs such as IT can relate to a scientific approach such as psychometric assessment. “While technical skills can easily be assessed directly, soft skills may be more difficult to assess. The results from psychometric assessments can be used as a foundation for getting to know the candidate better,” Phillips says.
Clearly, psychometric tests should only be used as one part of a multi-faceted approach to candidate assessment that also includes interviews and reference checks. However, when used well, psychometric assessments can do more than just assist employers: they can also provide the candidate with important insights. Even if they miss out on the current role, the candidate can then go forward with a better understanding of the types of positions that they will find rewarding with the skills that they have to offer. For a jobseeker that is keen to develop their career, the best news then may be that the employer is footing the bill!
Gerald Khoury consults, lectures and writes in IT strategy and planning. Contact him at gkhoury@mackerelsky.com.au
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