1. SAMPLE Design a Pre-Hire Test to Select the Best
Test competencies, not personality, to select quality candidates.
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2. Our Understanding of the Problem
HR professionals that want to incorporate pre- hire testing into the candidate selection process for a particular job group or job role.
Understand why competency-based pre-hire testing can improve your quality of hires.
Determine if implementing a pre-hire test is appropriate for the job group or role you are hiring for.
Design or select the right pre-hire test.
Validate the pre-hire test to ensure it serves its purpose.
Hiring managers participating in the pre-hire test selection and administration process.
Subject matter experts contributing to pre-hire test development.
Understand the rationale for using competency-based pre-hire testing.
Effectively contribute to the design and selection of the right pre-hire test.
Implement the pre-hire test with future candidates.
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3. Executive Summary SAMPLE
Finding and hiring the best talent is still a major challenge for most organizations, and pre-hire testing has returned to popularity in recent times.
Do not implement a pre-hire test as a solution to a broken talent acquisition program. First, assess if you have the correct elements in place to make pre-hire testing useful.
Measure candidate’s competencies by either assessing their knowledge or performance of them.
The Learning & Development function within your organization may have a test that you can repurpose for developing your own pre-hire tests.
While personality tests were common in the past, they have come under increasing scrutiny, and are often challenged under the law.
Competency-based pre-hire testing as a part of a comprehensive selection process can improve the chances of hiring the best candidates by ensuring they possess the right set of competencies to serve in their role. However, they can be difficult to develop and implement.
HR must work with hiring managers and subject matter experts (SMEs) to develop or choose tests.
Take stock of your current selection practices: not every problem in your process can be resolved with a test, but to develop a test you must have the right information at hand.
Design the test: using information about the role and competencies needed, choose a vendor test or develop your own in-house test for candidates.
Validate the pre-hire test: ensure the test is evaluating the right competencies and is reflective of top performance.
Implement the pre-hire test: ensure managers are trained, candidates are informed, and the selection process runs smoothly to incorporate the testing and evaluation.
To sustain the value of the pre-hire test, track the effectiveness rate and revisit the competencies on an annual basis.
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4. Guided Implementation
McLean & Company offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
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5. Use this 5-step process to create and implement the most effective candidate test
Make the Case for Pre-Hire Testing 1
Take Stock of Current Selection Practices 2
Design the Pre-Hire Test 3
Validate the Pre-Hire Test 4
Build the Pre-Hire Testing Implementation Plan 5
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6. Sample Slides
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7. Are personality tests ever worthwhile?
Be wary of personality based pre-hire testing because of distorted responses, systemic discrimination, and gaming
Personality tests can be gamed much easier than competency- based tests.
Internet searches provide many options on how to “pass” these tests. You want to evaluate how well a candidate performs, rather than how good they are at passing tests.
Most managers and many HR professionals are not equipped.
They do not have adequate training and understanding to interpret personality tests so that they are useful to the hiring decision.
Lack of self-awareness can also distort answers.
For example, a socially inept candidate may select “yes” if asked, “Are you very well liked by your peers?” when in fact, that is not the truth.
Personality tests often reflect cultural bias.
For example, asking candidates to what extent they write a grocery list does not necessarily show how organized they are. In certain cultures, grocery shopping is contingent on many different factors that would affect the list.
People’s responses on personality tests can vary.
Variation can depend on their mood and the moment in their life. This is not worth measuring for your organization. Interviews are stressful in themselves and this can also affect how candidates answer.
Many candidates choose to distort their responses.
This is done in order to appeal to the obvious preferences of a job role. For example, a sales representative candidate may choose answers to questions that present them as more enthusiastic or ambitious.
Are personality tests ever worthwhile?
The role is very senior or critical where enough time and care can be devoted to management of the test.
A third party expert can advise as to the testing and interpretation of the results.
It is a legally defensible personality test.
Personality tests have merit when:
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8. Source: McLean & Company New Hire Survey Database.
Communicate with candidates about the pre-hire test to promote a positive candidate experience
Inform candidates that there is a test. Whether it’s on the website, on the job posting, or in the applicant tracking system where the application is uploaded, candidates need to know.
Inform candidates what type of test it is. This allows candidates to self-select out if they are not willing to participate in the type of test you have selected. In some cases, the tests may require them to prepare.
Inform candidates of the time commitment for the test. If candidates must take the test before the resume is reviewed (i.e. during the online application process) they should be informed of how long the application will take.
Remind candidates of the test. Bring it up again to candidates when you directly contact them. Use positive language to describe the test.
Provide a good test environment. During the test, reassure candidates and encourage them to do their best. Offer water or coffee if the test is in-house.
Share results of the test. After the test, if candidates ask for their results, provide them after the hiring has been completed. While not every organization will be able to provide personal feedback for all candidates tested, they should have access to automated tests, so long as it is lawful.
Clear communication and expectation setting during the hiring process makes candidates more engaged.
Candidates who said there were consistent communications throughout the hiring process were more engaged than those that said there weren’t. No
Yes
44%
65%
Source: McLean & Company New Hire Survey Database.
For more information on creating a positive candidate experience, see Improve the Candidate Experience to Get Better Talent in the Door Faster.
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