Applying Prevue Assessment in Team Development

The information provided in the Prevue Team Development Report will give you comprehensive guidance for helping your team reach its maximum potential. The team report analyzes twenty-eight Prevue assessment scales that measure the cognitive abilities, work motivations, behavioral characteristics and work styles of your team members.  It helps you understand your team’s current strengths, weaknesses and dynamics. The team report was developed for the Team Leader, but it can be shared with team members when appropriate.  It is a powerful tool for onboarding, team development, and conflict management.   The team report can also help you understand how a new employee might fit into the current team composite. 

Understanding Individual Differences of Team Members

Prevue Sten Scores range from 1 to 10.  Sten scores are a tool used in statistics and they divide a scale into 10 units. It is worth remembering that these are not 10 equal units but rather designed to create a bell curve.  Using Sten scores means that the majority of people will fall into the average range (4,5,6,7) and around 2% will fall into the extreme ranges of 1 or 10 on the bell curve. A Sten score indicates a person’s approximate position on the bell curve relative to other people in the working population.  The figure below shows us what percentage of the Working Population will score within each sten. 

Each member brings different talents, motivations, work styles, and behavioral characteristics into the team dynamics.  This is why teams usually perform better than individuals.  The team’s performance can be improved to the extent that each member understands how they can best work with the other members. Conflict is an inevitable part of business and team dynamics.  Resolving conflicts is much easier with the assistance of the Team Development Report.

 

Table of Contents

                                                                                                                         

• Problem-solving ability and learning speed (Working with Numbers, Words, Shapes)        
• Passions for people, data or things  (Working with People, Data or Things)                         
• Reactions to stress, pressure, and coping style (Stable, Poised and Relaxed)           
• Temperament and values (Independent, Competitive, Assertive)                                
• Preference for working in a team (Extraverted, Group-Oriented, Outgoing)                         
• Work Style  – (Flexible or Rigid, Traditional or Non-traditional, Creative or Plan Ahead)  
• Focus on Work  - WORKS TO LIVE (1) VS. LIVES TO WORK (10)                                    
• Approach to New Ventures - CAUTIOUS (1) VS. OPTIMISTIC (10)                                      
• Leadership Style - DEMOCRATIC (1) VS. COMMANDING (10)                                             
• Preference for Change - LIKES ROUTINE (1) VS. LIKES CHANGE (10)                          
• Approach to Conflict - FORCEFUL (1) VS. ACCOMMODATING (10)                               
• Compensation Preference - FIXED SALARY (1) VS. COMMISSION/BONUS (10)            
• Approach to Self-Promotion - RELUCTANT (1) vs. ASSURED (10)                                
• Approach to Risk-Taking - CAUTIOUS (1) VS. OPTIMISTIC (10)                                   
• Approach to Listening –  CONTROLLING (1) VS. SYMPATHETIC (10)                                      
• Composite Team Analysis – Prevue Major/Minor Scales                                               
• Composite Team Analysis – Prevue Approach to Work Scales                                                
• Available Languages for Prevue Assessment                                                           

Problem-solving ability and learning speed

 

General Ability — an overall indication of how well people work and learn.  Low scores (1, 2, 3) are good for jobs requiring monotonous repetition and/or unskilled manual labor. Mid-range (4, 5, 6, 7) are usually better for jobs requiring more training such as clerical work, administration, and/or skilled labor. High scores (8, 9, 10) are often important for decision-makers, managers, and advanced technical positions.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Numbers — a specific measure of numeracy and reasoning with numbers.  It shows a person’s ability to use numbers for abstract reasoning and problem-solving.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Words — a specific measure of literacy and problem-solving with words.  It is the ability to use written language for reasoning and problem-solving. In many occupations—clerical, administrative, technical and managerial—the ability to work with written language is a fundamental requirement. People who score at the upper end of Working with words are more likely to be good communicators, but excellent fluency and good communication skills can occur irrespective of scores on this scale.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with Shapes — a specific measure of mental manipulation of dimensional shapes.  It involves several facets of mental ability. Most important is the ability to imagine how something will look when it is moved in space or when its component parts are rearranged. Spatial visualization skills are important for tasks such as interpreting blueprints and diagrams, understanding graphs and charts, and arranging objects for display or storage.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

Passions for people, data or things 

 

Working with people — a specific measure of enthusiasm for social contact.  It indicates the preferred frequency, quality, and intensity of social contact for optimal job satisfaction. This satisfaction influences performance, especially in the long term.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Working with data — a specific measure of zeal for dealing with information.  It measures interest in information and analytical processes as well as overall motivation to work with facts and figures.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Working with things — a specific measure of incentive to use equipment and tools.  It measures willingness to manipulate tools and machines and to operate equipment, computers, and other inanimate objects.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

Reactions to stress, pressure, and coping style

 

Emotional to Stable – a major scale describes reactions to changing conditions and new people. It is based on the minor scales related to restlessness and excitability.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Restless to Poised – a minor scale indicating how people respond to stress such as adverse events and the negative things that other people say, think or do. Some people can be unduly sensitive to this stress while others may seem impervious.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Excitable to Relaxed – a minor scale measuring response to potentially stressful situations. Some people are visibly upset by unexpected circumstances while others manage their emotions well.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

Temperament and values

 

Diplomatic to Independent  - a major scale measuring willingness to compromise self-interest to be diplomatic in establishing relationships with others. It is based on a person’s competitive instincts and assertiveness.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Cooperative to Competitive - a minor scale measuring a person’s need to win. Some people are eager to be cooperative and refuse to engage in any form of competition. Conversely, others are driven to compete for high achievement but to the detriment of all other considerations.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Submissive to Assertive - a minor scale measuring willingness to dominate people and events.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

 

 

Preferences for working in a team

 

Introvert to Extrovert - a major scale describing how a person interacts with others and measures the degree of social contact required. It is based on the minor scales for group-oriented and outgoing behavior.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Self-sufficient to Group-oriented -  a minor scale measuring whether a person prefers to generate ideas and stimulation in solitude or with a group.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Reserved to Outgoing - a minor scale measuring whether a person’s nature is to be somewhat detached from others or overtly friendly.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

 

Work Style

Spontaneous to Conscientious -  a major scale describes the actions of those who seldom plan anything and whose responses are almost always spontaneous versus those who tend to display consistent, planned and predictable behavior. It is based on the minor scales relating to conventional and organized behavior.

     1            2            3           4            5                6           7           8            9          10

Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Innovative to Conventional - a minor scale measuring the likelihood of creative thinking and reliable behavior.

     1            2            3           4            5                6           7           8            9          10

Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Reactive to Organized - a minor scale measuring preference for planning, detail, schedules and order. Some people would rather innovate and improvise while engaging in big picture thinking but, for others, meticulous planning is essential for job satisfaction.

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

 

Comments:

 

 

 

 

Focus on Work  - WORKS TO LIVE (1) VS. LIVES TO WORK (10)

This scale provides information on the importance of work to the participant.  Some people see work as a means to an end while others define themselves by their work. People who live to work (10) can be described as Type A personalities.  They are outgoing, ambitious, rigidly organized, highly status-conscious, impatient, anxious, proactive, and concerned with time management. People with Type A personalities are often high-achieving workaholics.        

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to New Ventures - CAUTIOUS (1) VS. OPTIMISTIC (10)

This scale distinguishes those who approach new ventures or issues with caution from those who approach new ventures with optimism.  Managers who are optimists have the ability to envision a better future and they are able to inspire and motivate people to work toward achieving that shared vision of success. An optimistic manager does not allow their people to wallow in the dark and difficult times. Optimism is an emotional competence that can help boost productivity, enhance employee morale, overcome conflict and have a positive impact on the bottom line.  Highly effective managers have a transforming effect on their constituents: they have the gift of being able to convince others that they have the ability to achieve levels of performance beyond those they thought possible. They are able to paint an optimistic and attainable view of the future for their followers: they move others from being stuck with how things are done around here and help them see how things could be done better.    

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Leadership Style - DEMOCRATIC (1) VS. COMMANDING (10)                                      

 

This scale provides information on Leadership Style.  It measures a range from Democratic Style of leadership (1) to a more Commanding Leadership Style (10).  The democratic management style is rooted in collaboration. A commanding management style is centered on results and efficiency, and usually devoid of any collaboration.  Researchers have found that the democratic leadership style is one of the most effective types and leads to higher productivity, better contributions from group members, and increased group morale.  Employees are encouraged to share ideas and opinions, even though the leader retains the final say over decisions.  Employees feel more engaged in the process.  Creativity is encouraged and rewarded.  Researchers suggest that good democratic leaders possess specific traits that include honesty, intelligence, courage, creativity, competence, and fairness. Strong democratic leaders inspire trust and respect among followers.  Leaders with a Commanding Style are very focused on results, specifically the bottom line, and are willing to do anything to reach their goals. This means that they sometimes roll over people in the process.  Commanding leaders tend to be more competitive, driven, and assertive.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

Preference for Change - LIKES ROUTINE (1) VS. LIKES CHANGE (10)                

This scale identifies the extent to which someone prefers         a structured work environment with a fixed routine versus a dynamic fast changing work environment.  Liking and embracing change allows you to be more agile or adaptable.  Change can open up many new opportunities, new experiences, new skills, new ideas, new knowledge and information.  Improvement is impossible without change. Change allows for progress to happen.  When you like, embrace and seek change, it allows you to be proactive instead of reactive.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Conflict - FORCEFUL (1) VS. ACCOMMODATING (10)                                        

This scale distinguishes those who are forceful in their approach to conflict from those who avoid conflict by being accommodating.  Forceful managers (1) seek to assert their will over other people's concerns.  Accommodating managers (10) seek to avoid conflict at all costs.  The accommodating style is one of selflessness and low assertiveness. Accommodating managers are willing to give up just about everything in order to preserve their relationships.  Conflict is an inevitable part of business and resolving conflicts requires many different approaches.

         

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Compensation Preference - FIXED SALARY (1) VS. COMMISSION/BONUS (10)                                        

This scale identifies whether     a person is more motivated to work by a secure salary or by performance-based remuneration.      Regardless of your incentive strategy, all compensation plans run on the belief that money drives behavior.  A bonus plan requires meeting the expected performance on both corporate and individual goals. 

 

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Self-Promotion - RELUCTANT (1) vs. ASSURED (10)                                        

This scale identifies whether a person is reluctant (1) to put themselves forward while those who score (10) are extremely self-assured.  Self-confidence, especially in leadership, makes you determined to realize your visions and goals despite challenges and setbacks. Self-confidence tells you that you can achieve whatever you plan. You are sure you can take your team with you to success. You make better decisions because you stop second-guessing yourself.  You build trust because people around you think you have everything under control.  You are more likely to speak up when other people around you are reluctant to do it.

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

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Approach to Risk-Taking - CAUTIOUS (1) VS. OPTIMISTIC (10)                                  

 

This scale distinguishes those who approach risk-taking with caution from those who approach risk-taking with optimism.  Managers who are optimists have the ability to envision a better future and they are able to inspire and motivate people to work toward achieving that shared vision of success. An optimistic manager does not allow their people to wallow in the dark and difficult times. Optimism is an emotional competence that can help boost productivity, enhance employee morale, overcome conflict and have a positive impact on the bottom line.  Highly effective managers have a transforming effect on their constituents: they have the gift of being able to convince others that they have the ability to achieve levels of performance beyond those they thought possible. They are able to paint an optimistic and attainable view of the future for their followers: they move others from being stuck with how things are done around here and help them see how things could be done better.            

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

 

 

 

 

Approach to Listening –  CONTROLLING (1) VS. SYMPATHETIC (10)                                               

This scale is measured from 1 for a    person who tends to dominate a conversation to 10 for a person who is an exceptionally sympathetic listener.  Listening skills enable a manager to understand the intentions and feelings of their team.  Employees will be more open, positive and motivated if they feel they are being heard.  Without empathetic listening managers are easily misunderstood.  Effective listening promotes trustworthy organizational relationships and customer relationships. 

 

     1            2            3           4            5                6           7           8            9          10

                         Team Members:  D = Dan (Team Leader); G = George, S = Sarah, L = Laura, F = Frank

Comments:

Learning Agility as a Candidate Assessment Strategy

The world of work is changing rapidly and employees need to continuously keep their skills updated.  A candidate’s ability to be open, flexible and adaptable has become more important than ever before.  Candidates who have high learning agility excel at understanding new, complex business problems.  Business success is correlated with identifying a new opportunity, developing a plan based on the market potentials and implementing that plan in a timely and cost-effective manner.  Candidates with high learning agility are much more curious than the average candidate.  They embrace challenges.  They quickly overcome obstacles to achieve their goals.  Learning Agility is a key component of leadership potential and it can be clearly defined and measured. Here are some important aspects of learning agility: 

 

Mental Agility

Candidates who have mental agility are comfortable with complexity.  They examine problems in unique ways.  They make insightful connections between different things and they can explain those insights in a simple way so others can understand. Mental Agility is more like street smarts than academic smarts. 

People Agility

Candidates who have people agility have exceptional ability to speak and work with others.  They are open-minded toward others and they bring out the best in others. They seek to understand what others mean and they take the opinions of others seriously. It is easy for them to establish relationships with others and they learn quickly from the input of others.  They are open to a wide range of individual perspectives.  They value diversity of thought. They like to surround themselves with a diverse team.

Change Agility

Candidates who have change agility are comfortable with new experiences or change.  They are willing to lead transformation efforts. They can identify and seize new opportunities in the environment faster than others. They have the ability to transform information into ideas that address market needs.  They enjoy introducing new ideas and they dislike the status quo.  Candidates who are change agile can be viewed as disruptive, because they are always trying to change things even if they are not broken.

Results Agility

Candidates who have results agility are people who get results even under crisis conditions and they have an optimistic outlook.  They inspire others to achieve more than they thought possible. They exhibit the sort of charisma that inspires others. Individuals who are high in results agility perform well in novel situations because of their resourcefulness.  They repeatedly deliver top-level results in new and challenging situations.

Self-Awareness

Self-Awareness describes candidates who understand their strengths, weaknesses and even their blind spots. They are constantly seeking feedback and personal insights.  High self-awareness usually leads to humility, rather than overconfidence. 

Measuring Learning Agility

There are several assessment tools currently available to measure learning agility.  When organizations want to evaluate a new candidate assessment strategy USA it is helpful to do a small pilot study to determine the feasibility, costs and benefits of the new candidate assessment strategy USA.  Pilot studies are conducted to avoid wasting larger amounts of time and money on an assessment strategy that won’t deliver the business outcomes that the hiring managers want.  If the new assessment strategy can clearly distinguish between your current high performers and low performers, it will be able to predict performance in your candidates.  The pilot study should be able to show a good correlation between individuals who score high on the learning agility assessment and individuals who perform at high levels on the job.

Customer Service Talent Assessment

In today’s business world, it can be difficult to identify candidates with the right behavioral characteristics for your customer service jobs. Customer Service Talent Assessments can be used to measure how well a person fits a specific customer service job in your organization. 

What is Customer Service Work?

Based on O*NET information, the core activities of customer service workers include:  Discussing goods or services information with customers.  Responding to customer problems or complaints.  Maintaining financial or account records.  Referring customers to other appropriate departments or persons.   Calculating costs of goods or services.

Competencies Required for Success in Customer Service Jobs

Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.

Speaking — Talking to others to convey information effectively.

Service Orientation — Actively looking for ways to help people.

Reading Comprehension — Understanding written sentences and paragraphs in work related documents.

Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.

Talent Assessment Strategy Canada

An effective Customer Service Talent Assessment needs to evaluate many of the following qualities:

Time Management — Customers want their questions answered quickly and their problem resolved in a timely manner.

Positive Attitude — When customers are treated with respect, courtesy and professionalism they are most receptive to having a satisfactory outcome.

Empathy — Having empathy regarding the customer’s situation will usually calm down even the most angry customer.

Ownership — Taking responsibility for the situation. Even if you cannot fix things yourself, make sure the customer doesn’t get bounced around trying to find the right person to help them.

Active Listening — Listen first, act second. A customer needs to feel that you have heard what their situation is.  When they feel you understand, they will also feel that you can provide the correct solution.

Dependability — When you say you are going to do something, do it. Let the customer know what is being done on their behalf.

Follow-up — Customers remember when someone follows up to make sure everything is OK. Many organizations miss this opportunity to turn customers into dedicated fans!

Acquiring a new customer can cost five times more than retaining an existing customer. Increasing customer retention by 5% can increase profits from 25-95%. The talent assessment strategy you use to hire and retain high-performing customer service talent is critical to your long-term success. Without the right service reps in place, your company will struggle to retain customers.  

Talent Assessment Strategy USA: High End Recruiting Solutions Delivered with Zeal

Talent assessment strategy USA is not just a human resource key word term that you will come across. It is a key deliverable that can be competently applied to attract and identify the most suitable candidates in different industry verticals. Additionally, talent assessment strategy is a decisive x-factor in the business economy.  This is why your talent assessment strategy needs to identify high potential employees who will become even more valuable in the years to come.  An employee’s potential sets the upper limits of their development range.  Businesses can leverage their talent assessment strategy to develop a strong and healthy pipeline of innovators and leaders for the future.  The organization’s efforts to attract and hire these high potentials today will produce improved business results year after year.  

Recruit candidates with a winner’s attitude

Talent assessment strategy USA provides the company with an opportunity to hire people who have a winner’s attitude (i.e. someone who believes in their success regardless of their current position in life). These people will help the organization establish an employer brand that will attract other high potentials which in turn leverages the performance of the company upwards.

Recruit candidates with high work ethic and ambition

There is no substitute for the motivation to work hard, achieve, and do whatever it takes to get the job done.  Drive can be evaluated by talent assessments that measure conscientiousness, achievement motivation, and ambition. It can also be identified behaviorally — as demonstrated by how hard an individual works, their willingness to take on extra duties and assignments, their eagerness for more responsibility, and even their readiness to sacrifice.

Recruit candidates with exceptional interpersonal competencies

High EQ can be defined as the ability to manage yourself and the ability to manage other relationships. People who have high EQ are enjoyable to deal with and they are likeable.  They have high ethical standards or values and they are good organizational citizens overall.  They are perceived as bright, influential, action-oriented and even charismatic in how they approach challenges.

Recruit candidates with high cognitive ability

It is important to identify the candidate’s potential to excel in a more complex job at some point in the future. The single-best predictor of the ability to master more complex responsibilities is cognitive ability. Cognitive ability includes learning speed but also the motivation to learn new knowledge and competencies.

Recruit candidates with vision and imagination

We can define Vision as the ability to imagine the future with an entrepreneurial mindset. People who have this ability will be the innovators within your organization in the years to come.  They will see new business opportunities that others can’t imagine.

Recruit candidates with high integrity

We believe there is no greater quality in business than integrity.  People of high integrity treat people fairly and honestly. In this way, they build a broad network of good relationships and they can form alliances for various purposes.  They can be persuasive with a wide range of stakeholders.

Client Satisfaction Indicators

There are several good indicators of Client Satisfaction included in the concept of Quality of Hire:  1) Retention - The total number of months the new hire remains in the position. 2. Ramp-up Time - The total number of months that a new hire takes to reach full productivity in their role. 3. Hiring Manager Satisfaction -Their satisfaction rating of the competencies, performance and overall fit of the new hire.

The talent assessment strategies implemented by Hire Smart are focused on attracting and identifying candidates with high potential, in addition to their overall job fit.

Delving Deep into Talent Selection Assessments

In the human resource industry, talent selection assessments are a hot topic. Talent selection assessments help employers identify the top candidates for their open position. In today’s employment landscape, talent assessments are recognized as a vital component of a company’s success and performance. Talent selection assessments provide organizations with an opportunity to identify and hire the candidate with the best job fit, organization fit and team fit.

Why should Employers Conduct Talent Selection Assessments?

Talent selection assessments are widely known as employment screening tests or pre-employment assessments. These assessments are generally conducted to evaluate the job fit of the candidate for a specific position.  Unlike interviews, where the candidates are often telling hiring managers what they want to hear, talent assessments are data driven and objective. Talent assessments provide empirical evidence (i.e. information acquired by observation in the form of recorded data that can be the subject of scientific analysis). 

Selection Decisions are based on all of the Information Collected on a candidate

Selection decisions are based on the following types of information collected from candidates: Application forms, Resumes, Cognitive ability tests, Job Knowledge tests, Personality tests, Biographical data inventories, Integrity tests, Structured interviews, Physical fitness tests, Situational judgment tests, Work Samples, Assessment Centers, and Physical ability tests.  Any assessments used must be able to show job relatedness.

What Can you Expect in a Talent Selection Assessment?

Though each talent assessment is unique, there are some common things that you can expect from online talent assessments:

➔   Verifications of specific job skills required

➔   Verbal reasoning and problem-solving questions

➔   Numerical reasoning and problem-solving questions

➔   Questions about motivations and passions

➔   Questions about Personality Traits or Behavioral Traits

➔   Situational Problem-solving scenarios

➔   Technical Knowledge questions

➔   Questions about honesty, trustworthiness, and dependability

Are Talent Selection Assessments a Pass/Fail Process?

Talent Selection decisions need to be based on all of the information collected on candidates,

not only a single assessment score.  The talent selection decision should be based on the Overall Job Fit, Organization Fit and Team Fit.

The Five Steps of the Talent Selection Process are:

●     Gathering pre-qualifying information (e.g. application, resume, pre-qualifying questionnaire etc.)

●     Conducting Talent Assessments (e.g. cognitive ability, personality, motivations, integrity etc.)

●     Conducting Structured Interviews (e.g. Knowledge, skills, abilities, job fit etc.)

●     Conducting Background Checks and Reference Checks

●     Making the Final Selection Decision and the Job Offer

We hope that our post has given you a brief overview of talent assessment processes and strategies. So, if you choose to conduct talent assessments, you will have a good idea of the different strategies available to you.  If you have questions or would like more discussion about your talent assessment strategy, you can contact Hire Smart for further assistance.