The majority of large employers now use a combination of aptitude tests and personality questionnaires within their recruitment processes, reflecting the value of a properly constructed and validated test. However, as the use of psychometrics becomes more widespread there is also increasing danger of misuse. Roy Davis, head of communications at SHL presents a top ten of typical mistakes.
‘I don’t know what I’m measuring’
Using a psychometric test might make your selection activities look more credible and contemporary, but have you first identified the skills and characteristics to be assessed?
‘This test will do’
With so many examples of well-constructed and validated tests on the market (and some not so good examples), do your research carefully and choose the most appropriate test.
‘Anyone can do the administration’
Unfortunately, untrained people often administer tests. It might not seem that serious, but a bad introduction can have a serious negative impact, and it contradicts the principle of tests taking place in standardised conditions.
‘I know what it means – I’ll read the profile’
My heart sinks every time I hear another tale of the enthusiastic, but misguided amateur. I expect that at one time or another each of you has had to deal with the untrained manager who insists on interpreting the results themselves. You know the situation, they take a quick look at the profile before coming to a mistaken conclusion!
‘Feedback is not important’
But it’s very important to the person who’s gone to the trouble to do the test!
‘Don’t tell them why’
Explaining the purpose is essential. Getting your internal communications right, particula