The right assessments can improve the talent management process and the bottom line

Exploring the World of Assessments

www.theeg.com

80 E Us Hwy 6

Valparaiso, Indiana

219-477-6378 office

219-406-2425 cell

Rick@theeg.com

Rick Tiemann

Over 42 years of business experience to include international business work

Owned 3 companies before the age of 30

Former President of $75M Fire and Security Company

Experience in mergers and acquisitions to include turnarounds and employee integration

Since 1991; Has served as a behavioral coach to 200 presidents, executives, managers, and salespeople and has evaluated over 12,000 assessments.

Our belief is that one of the biggest challenges facing businesses today is how to attract, hire, train, retain and develop the right people.

The Executive GroupLinking Human Capital with Strategic Intent!

Started in 1991 to help organizations develop their business and organizational needs.

A consulting firm focused on Organizational and Business Development offering a vast array of services to enhance individual and organizational effectiveness.

Supports clients in the areas of Selection Employee, Sales and Leadership Development Employee Intervention Executive Coaching Organizational Effectiveness Business Development and Strategic Planning Sales Force Optimization

Making Your Job Easier!

Meet a Few of our Clients

We would be honored to have you as a client too !!!!!

Today’s Learning Objectives

1. What constitutes a better test?2. What is the difference between validity and

reliability?3. What is test taking mentality and distortion?4. How can we design a better assessment

program?5. How do we measure emotional and intellectual

intelligence?6. What are the 3 different types of assessments?

How do assessments . . . improve your bottom line?

The right assessments enable you to:

1. Evaluate the right behaviors for the role

2. Screen in the best candidates

3. Make better hiring and staffing decisions

4. Improve productivity and performance

5. Reduce turnover

6. Improve morale

High need for social approval High need to impress with low need for approval Does not pick up on social cues of others May not posses enough self insight Over engages conversations / poor listening Makes decisions in isolation of others Can be harsh and unemotional Anger and aggressive tendencies High need for change and control Passive / Aggressive Dominate / Dependent Will alienate people Egotistical / Arrogant / Self serving Condescending / talks down to others

Problematic Behaviors in the Workplace

Problematic Behaviors in the Workplace

Needs to have fun and explore but hates society rules and bucks the system with no internal self discipline to offset the need for fun

Aggressive and angry at the world and has a chip on their shoulder and prone to fight

Does not cope with things in general

Idealist who is out of touch with reality

The world is bigger than me and I don’t know how to cope with it

Somber person who has little self esteem and down on life in general

Sees the world as hostile and negative and not fun so life becomes challenging

Highly impatient and critical of others and things surrounding their world

Behavior

It is the single biggest

predictor of performance!

Exploring the World of Assessments

Understanding assessments can be a minefield

• What are the different kinds of assessments?• Why are some simple and some more sophisticated?• Why are some better than others?• Measuring Behavior, Emotional and Intellectual Intelligence. • What is test-taking mentality and how does it affect results?• What is distortion and why is it important?• Using an assessment battery / a blended response. • Assessing leadership, sales and individual contributors. • What is a Validation Study and how is it constructed?

How assessments improve productivity

Not all Assessments Are Created Equal

Like the people they measure, they are diverse and possess their own unique strengths and weaknesses.

Most are “simple” behavioral based assessments and measure only (4) four dimensions of personality.

Assessments that are more “sophisticated” in nature are referred to as psychological assessments.

Psychological assessments capture a broader, more in-depth understanding of personality and are based on the Big 5 Theory used in psychology today.

A Complete System for Organizational DevelopmentOne Assessment – Multiple Applications

Organizational Development and

Training

Validation Studies

Selection for All Levels

PromotionCareer Pathing/

Succession Planning

Executive/Sales Development and

Coaching

16 PF

Types of Assessments

• Basic Behavior Assessments– DISC– Extended DiSC– PI (Predictive Index)– Birkman (color coded)– Caliper– Myers-Briggs (MBTI)– Target International– Profiles International (Profiles XT)– FiroB– Pradco– Reid London House

• Psychological Assessments– 16PF– Hogan– CPI– OPQ– NEO– Strong Interest

• Clinical Tests– MMPI

• Skills Tests– Typing Tests– MS Office Tests– GNeil Skill Sets – Bennett Mechanical – Mechanical Concepts– Ramsay Electrical Aptitude

• Reasoning Tests– Wonderlic– Thurstone Test of Mental Alertness– Watson-Glaser– Ravens– Culture Fair

Evaluating Assessments

1. Validity2. Reliability - Test-Retest Coefficient3. How is the test constructed?4. What is test-taking mentality?5. How is “Distortion” measured? 6. What traits are measured?7. How many traits are measured?8. How deep are the traits measured?

Reliability and Validity

A test is considered “good” when it is both Valid and Reliable.

Validity will tell you how good a test is for a particular situation.

Reliability will tell you if a test is trustworthy

Types of Validity

Test validity refers to the degree

to which a test actually measures

what it claims to measure.

– Construct– Content– Criterion

Test Validity

Test validity refers to the degree to which a

test measures what it claims to measure.

“Beauty is in the eyes of the beholder!”

Validity validates what is validated,

but WHO validates what was validated?

Construct Validity

The extent to which a test measures

what it purports to measure.

Customer service reps score higher

on extraversion than bank tellers.

Content Validity

Shows evidence that the content of the

selection procedure is representative of

important aspects of the job.

Typing test for typists Mechanical Aptitude test for mechanics Electrical Aptitude test for electricians Dominance is required for most sales positions

Criterion Validity

Draws an inference from test data

in relationship to job performance.

Study showing people who scored high

on a test of extraversion made good

cold callers.

How Can I Predict Performance?

Validation studies:

1. Screen in the best candidates

2. Improve productivity and performance

3. Raise morale

4. Reduce turnover

Conduct a Criterion Related Study:

Assess the behaviors of current employees and rate them

on how well they perform.

Validation Studies

Railroad Tank Manufacturer – Shop Floor Supervisors Automotive – sound dampening manufacturer – Laborer Bottling Company – Office clerical Bottling Company – High Potential leadership Waste Industry – Operations Supervisors Waste Industry – Sales Personnel Waste Industry – Drivers Air Compressor Mfg. – Technicians Fire and Security – Technicians Food Service/ Software/Casket/Waste Industry - Sales

Improving the Bottom Line Utilizing Assessments and Validation Studies

Conducting a Criterion Related Study; Assess the behaviors of current employees and rate them on how well they perform.

Automotive – sound dampening manufacturer – Laborer shop floorReduced turnover from 14% to 6% in 1 year saving $150,000 hiring costs

Bottling Company – office clerical / shared servicesReduced turnover from 40% to 10% in 18 months saving $300,000in hiring costs

Food Service – salesReduced sales head count by 15% retaining same sales volume and saving$1,000,000M 1st year to bottom line

Reliability

Test / Re-Test Coefficient

Similar results over time

Minimum >.70 or higher

Resources Mental Measurements Yearbook

University of Nebraska Press

Test Critiques

Test Construct Simple vs. Sophisticated

What traits do they measure?- Simple assessments measure 4 traits- Sophisticated assessments measure more! - They are based on the Big 5 Theory

How is the trait measured?- Are words used to define the trait or questions?- Is it forced choice (either/or) or multiple choice?

How deep is the trait measured?- How many questions define the trait?

DiSC and PI (Predictive Index)

DiSC PI

D - Dominance A - Dominance

I - Influencing B - Influencing

S - Steadfast C - Steadfast

C - Compliant D – Compliant

Are there really only 16 kinds of people?

When you put people into a category (BOX) rather than rate them on a scale it tends to pigeonhole and label people.

DiSC, PI (Predictive Index), 16PF

DiSC PI 16PFD - Dominance A - Dominance IN - IndependenceI - Influencing B - Influencing EX - ExtraversionS - Steadfast C - Steadfast TM - Tough-MindedC - Compliant D - Compliant SC - Self Control

ER - Emotional Resolve

B - Problem Solving

Distortion

Test-Taking Mentality

Distortion results when an individual knowingly or unknowingly

misrepresents themselves thus creating questions as to the

validity of the profile NOT the validity of the assessment.

– Faking Good– Faking Bad

Response Style Indices Designed to flag test taking mentality and distortion

Impression Management (IM)- A person’s slant on himself.- Low scores (1-8) may indicate self esteem issues.- High scores (20-24) may indicate person is trying to make a

favorable impression or has an unrealistic view of herself.

Infrequency (INF)- Involves the “B” or “?” response on 32 response indices- High scores (10+) suggest candidate may be trying to hide

something or is indecisive.

Acquiescence (ACQ)– Tendency to answer “true” to an item regardless of content.– High scores 71+ may indicate disinterest in taking the

assessment or problems comprehending the questions.

General Mental Ability

 

– Adjusting to new situations– Learning new skills quickly– Thinking flexibly – Understanding complex or subtle

relationships

IQ and EI

 

( IQ ) Intellectual Intelligenceand

( EI ) Emotional Intelligence

How they affect productivity and the bottom line

Fluid Intelligence

Culture Fair

Crystallized Intelligence

 

Linguistic – a person’s linguistic skill sets

Ability to articulate thoughts through both

verbal and written forms

Quantitative – a person’s quantitative skill sets

Ability to solve problems through reasoning

and logic

Thurstone Test of Mental Alertness

Watson-Glaser

Critical Thinking Skills

High Potential Managers PCGB:Mean scores IQ PCGB Hypo Group 110Mean scores IQ General Population 100

Mean scores Factor B PCGB Hypo Group 7.0 Mean scores Factor B General Population 5.5

Supervisors Mfg. FacilityHigh Performers B 5.36 TTMA 53.727Low Performers B 3.37 TTMA 32.00

Technicians Service OperationsHigh Performers B 5.5Low Performers B 3.0

EI - Emotional Intelligence

PersonalCompetence

How they managethemselves

Self-awareness

Self-management

SocialCompetence

How they managerelationships

Social awarenessRelationship management

The 16PF® QuestionnaireA Tool for Organizational Development

One of the most widely used personality tests in the world, available in over 34 languages.

Supported by extensive research and is highly validated with over 3000 published articles written.

Statistically proven indicators of behavior and performance.

Meets EEOC and Affirmative Action requirements. One instrument for multiple job classifications. A selection tool and a development tool. Allows organization to create one common dialogue.

16PF and Big 5 Theory

“The 16PF is the Gold Standard of Psychological Tests”

Dr. Steve O’Shaunessy

The O’Shaunessy Group

London, UK

What the 16PF Measures

Self-Control

InterpersonalSkills

WorkplaceCoping Skills

ProblemSolving

Independence

16PF

Tough Mindedness

16 Primary Factor Scales Provides an in-depth look at behavior

A Warmth L Vigilance

B Reasoning M Abstractedness

C Emotional Stability N Privateness

E Dominance O Apprehension

F Liveliness Q1 Openness to Change

G Rule-Consciousness Q2 Self-Reliance

H Social Boldness Q3 Perfectionism

I Sensitivity Q4 Tension

Bipolar Scales

FactorABCEFGHILMNO

Q1Q2Q3Q4

Left Meaning (-)Reserved, Impersonal, Distant ConcreteReactive, Emotionally ChangeableCooperative, Avoids ConflictSerious, Restrained, CarefulExpedient, NonconformingShy, Threat-Sensitive, Timid Utilitarian, Objective, Unsentimental Trusting, Unsuspecting, Accepting Grounded, Practical, Solution-OrientedForthright, Genuine, Artless Self-Assured, Unworried, Complacent Traditional, Attached to Familiar Group-Oriented, AffiliativeTolerates Disorder, FlexibleRelaxed, Placid, Patient

Right Meaning (+)Warm, Outgoing, Attentive to OthersAbstractEmotionally Stable, Adaptive, MatureDominant, Forceful, AssertiveLively, Animated, Spontaneous Rule-Conscious, DutifulSocially Bold, VenturesomeSensitive, Aesthetic, SentimentalVigilant, Suspicious, Skeptical, WaryAbstracted, Imaginative, Idea-OrientedPrivate, Discreet, Non-DisclosingApprehensive, Self-Doubting, WorriedOpen to Change, Experimenting Self-Reliant, Solitary, IndividualisticPerfectionist, Self-DisciplinedTense, High Energy, Impatient, Driven

Areas of Potential Concern

A 16PF Proprietary Feature

Identifies a person’s level of emotional resolve Identifies a person’s cognitive ability Identifies those behaviors that may impact a

person’s productivity regardless of the role Identifies concerns regarding the ability to

perform a specific job or role

Areas of Potential Concern

Social withdrawal (A-) Low reasoning (B-) Low frustration tolerance (C-) Submissiveness (E-) Low energy (F-) Unconventional attitudes (G-) Shyness (H-) Suspiciousness (L+)

Too impractical (M+) Worrying (O+) Too closed to change (Q1-)   Not a team player (Q2+)   Disorganized (Q3-)   Impatience (Q4+)   Low impression management (IM-)

Problematic Behaviorsin the Workplace

A+ Q2- High need for social approvalH+ A- High need to impress with low need for approvalH+ I- Does not pick up on social cues of othersH+ O- May not posses enough self-insight H+ N- Over engages conversations / poor listeningA- Q2+ Makes decisions in isolation of othersE+ I- Can be harsh and unemotionalE+ L+ Anger and aggressive tendenciesE+ Q1+ High need for change and controlE- L+ Passive-aggressiveE+ Q2- Dominate / DependentL+ A- Will alienate peopleE+ H+ O- EgotisticalE+ L+ A- Condescending

Problematic Behaviorsin the Workplace

F+, H+, G-, Q3- Needs to have fun and explore but hates society rules and bucks the system with no self discipline to offset the need for fun

E+, L+, Q1+ Aggressive and angry at the world and has a chip on their shoulder and prone to fight

C- O+ Does not cope with things in general

I+ M+ Q1+ C- Idealist who is out of touch with reality

E-, F-, O+, C- The world is bigger than me and I don’t know how to cope with it

O+, F- Somber person who has little self-esteem and is down on life in general

O+ F- L+ Sees the world as hostile and negative and not fun so life becomes challenging

E+ L+ Q4+ Highly impatient and critical of others and things surrounding their world

Traits of Successful Salespeople

A+ Warmth – ability to be friendly and engaging B+ Problem-Solving – ability to solve complex problems C+ Emotional Stability – ability to mange sales stress E+ Assertiveness – competitive drive component F+ Fun-Loving – optimism and spontaneity for sales G+ Rule Bound – doing the right thing H+ Social Boldness - ability to network and push forward O- Self Assured – confidence to stay the course

F9 H9 = Shows outgoing attitude

C3 L10 O8 = 3 areas of potential concern

C3 O8 = Low coping skills

L10 = Highly suspicious deflecting attitude /blaming of others

Sales Profile

Quality Control Manager

B2 / TMA 2% / CF 83 = Lower level reasoning skills / Concrete thinker/ hands on learner / slow learner

E9 H9 O3 = Egotistical and Arrogant

E9 G7 Q3/8 O3 = Sees himself as perfect

DISC D(7) = 16PF E(9) and IM(8)

E+ L+ = Anger and aggression

E+ L+ F- = Can’t find any humor or levity to offset her anger

E+ IQ 118 = Tends to talk down to others

ER+ C- L+ = Can’t control her anger when she is upset

Promoted to OPS MgrEstimating/Scheduling/Purchasing

The Surgeon and the Scalpel

Using an assessment does not necessarily guarantee you desired

results. Just like a scalpel in the hands of a skilled surgeon, it is the

surgeon not the scalpel that makes the difference.

Looking at a particular assessment should NOT be the only

criterion for its use. Looking at the process and whether you are

working with a skilled practitioner who understands how to use the

right assessment should be paramount.

80 E US Highway 6 Valparaiso, IN, 46383

Office 219.477.6378 Fax 219.477.6379

assessment@theeg.com www.theeg.com

Exploring the World of Assessments

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