1. Testing and Selection: What Should the Candidate Expect?

2. Presenters Kristin Tull, Ph.D. President Joe Lubin, MLRHR Management Consultant 2

3. HIRE the right people DEVELOP key contributors RETAIN the best performers Since 1955, PRADCO has helped clients: 3

4. Client Success Stories… 4

5. When it Begins  Company information  Recruiting / HR Department  Selection process  Incidentals “...your candidate experience, from initial interaction to final decision, must be a top priority for any company, no matter the industry. Even if candidates aren’t hired, their perspectives on the overall process will have an impact on your brand, your customers, and your success…” December 2014 article from Zach Lahey, Research Analyst with Human Capital Management 5

6. So who cares if candidates are happy? 6

7. Why Care about the Candidate Experience? Source: Aberdeen Group, “Why the Candidate Experience Needs to be a Priority ASAP”, December 2014 7

8. Candidates are Customers Too Negative Experience Research from Talent Board -- Gerry Crispin and Elaine Orler More inclined to buy Loss as a Customer Positive Experience 9% 23% 8

9. Candidates Talk The Talent Board, The Candidate Experience 2012 9

10.  61% would refer others  50% would share experience  40% would buy services  32% of candidates would be less inclined to purchase products or services from a company that did not respond to their application When They Aren’t Hired 10

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13. Applications of Testing  Selection  Placement  Promotion  Training and Development  Career Exploration 13

14. Reasons to Test  History of poor hiring decisions  High turnover / absenteeism  High cost of a bad hire  Many candidates and few openings  Limited HR resources  Current process outdated / violating standards 14

15. Cost of Poor Decisions According to recent study of more than 2,100 CFO’s:  39% were concerned with degraded staff morale  34% were concerned with loss of productivity  25% were concerned with cost 15

16. Characteristics of a Test  Purpose  Format  What they measure  What they can predict  Level of standardization and quantifiability 16

17. What They Have in Common 17

18. Types of Testing Used  41% of employers test applicants’ basic literacy or math skills  68% of employers perform applicant testing:  20% cognitive ability tests  14% managerial assessments  13% personality tests  10% physical simulation of job tasks  8% interest inventories www.siop.org 18

19. Are They Expected? Do They Like Them? 19

20. Impact of Pre-hire Assessments Source: Aberdeen Group, January 2014 20

21. Why Some Don’t Do It  Cost  Fear of legal action  Practical constraints  Current process is good enough 21

22. What Makes a Good Test? Reliability:  Results are consistent over time Validity:  Test measures what it is supposed to (content)  What it measures is important to successful performance on the job (predictive)  It appears relevant to the job (face validity) 22

23. Testing 23

24. Source: Aberdeen Group: “Getting the Most out of Your Pre-Hire Assessments”, May 2014 When Do Employers Use Tests? 24

25. Employer Best Practices  No discrimination  Validated  Job-related  No adverse impact  Know the job requirements  Train appropriate personnel  More information: http://eeoc.gov/http://eeoc.gov/ 25

26. Where Do Most Miss the Mark?  Employers are most communicative:  72% at the initial employment stage  88% at the interview  59% during testing  Candidate testing results:  42% done better with more information  31% better results if more prepared 26

27. When Candidates Withdraw  37% The salary did not meet expectations  31% Didn't like or communicate well with the hiring manager  23% Did not have a good rapport with the recruiter or other staffing personnel  19% Company culture was not a fit  14% The job was not as described  9% No flexible work options The Talent Board | The Candidate Experience 2012 27

28. Why Candidates Should Want to Participate  They are moving forward in the process  Process can be thought provoking  Company gets objective data v. bias  Ensures fit for both 28

29. Candidates’ Perception of Fairness  Is the test relevant?  Is it reasonable?  Does it match their understanding of the job?  Are they being treated appropriately?  Timing in the process  Mechanics of the test:  N/A option  Forced choice  Technology platform 29

30. Other Best Practices  When should companies test?  Consulting firm = extension of company  Recruiters and testing 30

31. Advice to Candidates  Take test in a quiet place  Give it your best effort  Show a sense of urgency  Be transparent / forthright  Ask questions 31

32. When Evaluating Candidates  It all matters  Efficiency of process  Testing is a work sample  One piece of the puzzle 32

33. Final Thoughts  Use the right tests in right situations  Communicate clearly and often to create positive candidate experience  Use results of testing as one piece of equation to make the best decision possible 33