1. DEFINING JOB PERFORMANCE AND ITS RELATIONSHIP TO ASSESSMENTS

2. Learning Objectives  Define and describe job performance  Describe how to use job performance information to determine which assessments to use  Learn how to use competencies to define job success  Discuss how to monitor assessments over time to ensure they optimally predict key aspects of job performance  Discuss the process for designing and implementing a staffing assessment system  Examine the guidelines for evaluating assessment vendors

3. Understanding Performance Defined as the total expected value to the organization of the discrete behavioral episodes that an individual carries out over a standard period of time. Source: Handbook of Psychology, Volume 12

4. Understanding Performance What is….  Behavior?  Performance?  Results? Source: Handbook of Psychology, Volume 12

5. Attributes Personality & Ability Motivation Knowledge, Skills & Experience Competencies Listening Initiating Action Managing Time Presenting Ideas Results New Contracts Sales Leads Customer Satisfaction Renewed Contracts Environmental Influences and Constraints Components of Job Performance Who you areWhat you do What you achieve What assessments measure

6. Who they are Core Competencies Technical performance What they do Tasks Behaviors What they accomplish Results Work “Backward” from results Defining Talent Requirements

7. Effective Staffing Assessment System Step 1. Identify key performance outcomes

8. Identify Key Performance Outcomes  Use of assessments depend on the desired business outcomes Employee Retention Increase Productivity  Candidates who excel in one aspect of a job will invariably be less effective in other areas  Desired business outcomes should be realistic  Design good jobs and competitive total compensation

9. Effective Staffing Assessment System Step 2. Use job analysis to define and describe critical employee behaviors

10. Step 2: Using Job Analysis to Define Employee Critical Behaviors  Systemic process to identify knowledge, skills, abilities and other  Quick and accurate job-analysis used to define behaviors  Job-analysis methods require the participation of subject- matter experts  Subject-matter experts provide examples of effective and ineffective behaviors = “critical incidents”  Decrease legal exposure

11. What Are Competencies? Describe a set of behaviors that reflect a unique combination of knowledge, skills, abilities, and motivations associated with exceptional performance in an organizational role.

12. Competency Model A competency model refers to a complete set, or collection, of different competencies. Organization Job Responsibilities Critical Incidents Competencies

13. Sample Competency Library Action-orientedInterpersonalIntellectual CompetenciesCompetenciesCompetencies Driving resultsSetting directionsThinking commercially Following proceduresBuilding RelationshipsInterpreting complex information Taking decisive actionDisplay ethical behaviorApplying technical knowledge Dealing with ChangeInfluencing Others Analyzing problems Managing stressCommunicatingThinking creatively information Planning and Working acrossDeveloping strategies Organizing cultures

14. Job Analysis Key Consideration  Balance different types of performance - to focus on one behavior  Attend to the changing nature of performance - Job performance can change across work situations overtime  Distinguish between maximal and typical performance - Understand the behaviors for top performers and average performer

15. Effective Staffing Assessment System Step 3. Choose an assessment that is valid for predicting critical employees behaviors

16. Choose An Effective Assessment  Does it predict employee behaviors  Does it predict the right performance outcomes that drive job success  Carefully interview and selection assessment vendors  Let vendors determine the best tool  Obtain evidence on utilization of the tool  Examine what matters the most, criteria validity !

17. Quality Assessment Vendors Provide  Summaries of Criteria Validity studies of tools tested  Types of jobs, descriptions and companies in the study  Number of employees and candidates used  Performance criteria used to validate the assessment  Statistics indicating relationships between scores and relevant job performance criteria  Equal Employment Opportunity Commission (EEOC) statistics addressing scores across various demographics

18. Quality Assessment Vendors Provide  Summaries of Content Validity studies of tools tested  What processes were used to ensure the right questions are used on the assessments relevant to qualifications, knowledge and experience  What actions are used to keep the content up-to-date and reflect current qualifications, knowledge and experience  What questions have been collected to ensure the assessment questions are at an appropriate level of difficulty

19. Assessment Meeting Key Operational Requirements  Will hiring Managers accept the assessment?  Use assessment with higher level of face validity  Use assessment managers have experience  Communicate how an assessment was select  Is the assessment easy to administer?  Is the assessment easy to interpret?  Is the assessment affordable?  How well will candidates react to the assessment?

20. Effective Staffing Assessment System Step 4. Appropriately collect and interpret assessment data

21. Appropriately Collect and Interpreting Assessment Data  Make sure assessment are used effectively  Systematically Collect and Interpreting Assessments  Use computer-based systems that automatically administer and score assessments (self-report measure and KSA test)  Make sure all candidates go through the same process  Tracking and Improving Assessment Performance Over Time  Establish ongoing criteria validation process to test existing assessments

22. Exercise  Break into assigned groups  Read the job description  Read the list of competencies and select the top six that will drive the right employee behavior for job success

23. Exercise UnnecessaryUseful, but not necessary EssentialAbsolutely Essential Competency maybe useful in the role but not necessary for Job success Competency not necessary for job success Competency is essential to perform the job successfully A person could not survive in this role Without this competency

24. Study Guide Different types of validity Different staffing assessments and what the measure Different types of interview questions Behavioral Versus Direct Assessments Performance Variance