When discussing the topic of selection assessment with human resources professionals, it can be rather easy to overwhelm a non-technical audience by carrying on about job analysis, criterion validation, correlations, legal defensibility, etc. A former colleague of mine who worked as a sales representative used to say I was getting “I/O-ish” (as in Industrial/Organizational psychology) when I started using such terminology. Keep in mind that I’m the first person to advocate the merits of assessment validation for ensuring effective talent management solutions. However, my colleague made an important point that sometimes, in an effort to provide the details behind the psychometrics of implementing an assessment for candidate selection, we may inadvertently add complexity to the conversation.
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The US economy is dragging and unemployment rates are at historically high levels, but this too shall pass. Carnevale, et al. suggest that the so-called Baby Boomers are rapidly leaving the labor market, and that by 2018, the US will face a serious shortage of people having the necessary expertise for the economy. This raises a couple of interesting questions. One concerns what the employers of 2018 will regard at the necessary expertise. A second question concerns what the high demand jobs will be in 2018.
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Fun fact - I’m recently engaged.
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It’s well established that personality differences predict performance in the workplace, but do personality differences matter in the real world? Does it matter that some people are calm and sanguine in the face of negative life events, while others are at the opposite end of the pole? Recent evidence suggests it does. Several recent studies demonstrate personality predicts several life outcomes, including mortality, as well as, or better, than other factors – educational attainment, socio-economic status, and cognitive ability.
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A person completes a personality assessment. He or she then receives individual feedback on his or her personality profile. If the assessment is worth its salt, the person probably agreed with much of the interpretation and was challenged or surprised by the rest. For the feedback that resonated with him or her, the likely response was, “Yep, I knew that about myself. Now I have a test that validates it.” For the surprising feedback, the likely response was, “Interesting. I didn’t know I was being perceived in that way.” Now what? What does this person do with that information? The way I see it, the person now has an excuse for that behavior or an opportunity to improve it.
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You may not have realized, but March happens to be a very eventful month. Some noteworthy festivities this month include Mardi Gras (8th), St. Patrick’s Day (17th), Spring Break, Easter (some years), and the vernal equinox or first day of Spring (20th). Some lesser known, albeit random, contenders for March dates are: If Pets Had Thumbs Day (3rd), Multiple Personality Day (5th), Ear Muff Day (13th), Extraterrestrial Abduction Day (20th), and finally a holiday that seems to capture the theme of this blog, National Make up your own Holiday Day (26th).
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Critics of personality measurement make two claims. The first is that personality measures yield only modest to non-significant validity coefficients. To support this claim, critics typically cite Guion & Gottier’s view that “there is no generalizable evidence that personality measures can be recommended as good or practical tools for employee selection.” But what did Guion really think? I spent two days with him in 1984 talking about this. He said that personality is the most important factor influencing occupational performance. He also said that, despite its obvious importance, the data justifying the use of personality measures were weak and that was his point. Hogan and Holland show that validity coefficients for well constructed personality measures are only slightly smaller than those for measures of cognitive ability.
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In today’s business arena there are so many variables that play into running a successful organization. First, you must have a product or service. It must be useful, provide value (at a cost people are willing to pay), and be scalable to meet the demands of the market. Next, you need to understand the consumers, cultural nuances, and business trends. Lastly, and most importantly, you must be able to execute a proper strategy. However, a company can achieve all of those success factors, but still ultimately fail. Why? Because it’s not only about the product or service, how well it’s positioned, its value, and the amazing business plan behind it. It’s about its ability to touch its toes – in other words exercise and demonstrate flexibility.
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Whether they make your skin crawl or tickle your fancy, the use of cliches has spread like wildfire over the years. These phrases, defined by their overuse, have flooded our everyday lives, making it difficult to get through a full day without hearing or speaking several. Critics discourage their use, especially in writing, as their presence indicates a lack of imagination. Further, many of these expressions are so overused and unnecessary they can be categorized as pure fluff. There are few positive views on these hackneyed phrases; however, I tend to enjoy them (in moderation). First, their origins fascinate me. As reported by Life Magazine, the expression "hair of the dog that bit you," a common idea for curing a hangover, is derived from the medieval belief that if bitten by a rabid dog, pressing the hair of that dog to the wound could cure the infection. The term "falling on the sword," meaning to offer resignation or accept the consequences of fault, can be found in the Bible in reference to King Saul falling on his sword to commit suicide while in battle with the Philistines. Second, and more importantly, I am impressed by their ability to deliver our thoughts in a concise, succinct manner that would be difficult to verbalize otherwise. In this sense, cliches create a common language which is beneficial as they carry so much information in only a handful of words.
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