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Category Archives: PSI Blog

The Best Get Better Together: PSI Services LLC Acquires Software Secure

What the PSI acquisition of Software Secure means for you

We are pleased to share that Software Secure (SSI) has joined the PSI family today. After spending 17 years building a successful remote proctoring business, we felt our customers would be best served by SSI partnering with an organization that had a complementary set of attributes and help allow us to scale faster and more efficiently.

We are writing this [letter/blog] to you for two reasons. The first is to thank you – our valued and loyal customers. You have supported us through the years and entrusted us with the noble endeavor of protecting the integrity of your distance learning programs. We are grateful and honored to have this relationship. The second is to share with you why we made the decision to join PSI and what it means for you.

Why did we make this decision?

We believe it is imperative that we provide the most up to date technology and services to our customer base of 450+ customers. In some cases, live proctoring is considered a better option by a course, program, or institution in higher education, or a certification organization. PSI has developed a live proctoring solution that meets the needs of these customers, and integrated with our Remote Proctor Now (RPNow) solution, will allow us to offer our customers the ability to choose the cost-effective solution that meets their particular needs best, all backed a world-class customer support and services organization.

PSI offers a comprehensive solutions approach from test development to delivery to results processing, including pre-hire employment selection, managerial assessments, licensing and certification tests, license management services and professional services.   Their focus on exam integrity and putting the customer first fits perfectly with Software Secure’s principles.

Why PSI?

PSI Services LLC (PSI) provides worldwide testing solutions to corporations, federal and state government agencies, professional associations and certifying bodies. It continues to grow globally with a presence in over 50 countries. PSI recognized Software Secure’s strong team, technology and market expertise; attributes that would enable PSI to compete more effectively in all market segments with a more innovative offering.  Software Secure’s strength in Higher Education dovetails with PSI years of experience and customer base in certification organizations.   PSI’s focus on test security as a priority, complementary product strengths, and global reach fit Software Secure’s needs perfectly. Which brings me to sharing why we believe this is a positive outcome for you.

Our Customers

Since day 1, our goal has always been to create convenient, affordable, scalable and efficient solutions that delight our customers. The Software Secure business has two main segments: higher education and certification/corporate assessments.

  • Higher Education: Working as one team, PSI and Software Secure will be able to serve institutions with the broadest range of proctoring services – including live proctoring. Together, we will be able to drive higher market penetration of online proctoring.
  • Certification/Corporate: PSI’s extensive experience sharpens our assessment delivery capability to drive increased ROI. With a combined base of over 1200 clients, PSI and SSI will be able to better serve this market, from assessment to credentialing.

Most importantly, as a Software Secure customer, we will continue to provide you with the same exceptional service and products you’ve come to expect from us. And we’ll do so as part of one of the world’s leading assessment companies.

The Marketplace

As the online education market has matured, and as testing has evolved –  the needs and requirements of institutions are changing. There is a growing need for integrated solutions that provide unlimited access and scalability. Together, PSI and Software Secure will provide higher education with the broadest product and solution set; and certification organizations and corporations with everything from test delivery to psychometrics and test banks. We are uniquely positioned to provide a complete offering; from the assessment and monitoring of online learners, to the testing of employee competency, all to help support life-long learning.

The future with PSI-Software Secure

The coming together of PSI and Software Secure is significant and we are excited about the future. Let me share a few of the key outcomes of our acquisition:

  • Single Source: With expertise in higher education, certification and licensure assessments, we provide a seamless solution. The PSI-SSI offering will help us continue our market leadership.
  • Shared Vision: We come together with the shared objective of solving the integrity challenge that faces our clients; colleges and universities, certification organizations and corporations.
  • Leading the Pack: Together PSI and Software Secure are best positioned to help the integrity and productivity of the assessment landscape through innovation in remote proctoring and test delivery.

Summing it up . . .

How do we feel about all this? Well, we’re pretty excited this is happening! It’s a great moment for Software Secure – and one that could only have been possible with the people around us – from our talented and dedicated employees to you, the 450+ customers who have supported us over the last 17 years. There will be changes and challenges ahead, but we couldn’t be more optimistic about the path ahead in 2017 and beyond.

Thank you, and looking forward to the future – with integrity!

Warmly,

Douglas M. Winneg
Founder, Software Secure
Senior Vice President, PSI Academic Market
+1 617 658-2831
dwinneg@softwaresecure.com

To read more about PSI’s acquisition of Software Secure in the press release, click here.

Wake Up, You’re Dying!

In the time it’s taken you to read this title, another few seconds have passed from your life.  That time is gone forever, and it’s never coming back.  As time ticks by, we sit in front of computers, we watch meaningless shows on TV, we play meaningless games on our iPads, we eat, we sleep, and then repeat.

When will you make your mark on the world?  At what point will you stand up and fight for something that matters?  At what point will you take back your life?

Years ago, I worked at a supermarket chain.  On the surface, my job didn’t seem to matter much.  I sat in a windowless office, that was walled up inside another larger windowless office, which sat within a windowless building that had been converted from a warehouse.  Work started at 8:00, but I showed up every day at 5:00 AM, because I was grateful for the job.  As I analyzed data, typed reports, and did many other equally meaningless things, I had an epiphany.  The impact of my job, my individual efforts, could only matter so much.  However, if I could influence others to up their game by even a small margin, the impact would become enormous.

Personnel selection is a path toward having that level of impact.  In the supermarket business there’s something called grating fruit.  When you grate fruit, you rotate it and check for bumps and scrapes.  Any bad fruit is discarded.  Grating fruit matters, because if you go to a grocery store and notice damaged fruit, you might not go back there again.  In fact, in the supermarket industry everything matters.  Margins are so thin, that buyers need to negotiate good contracts, purchasers at the store level need to maintain inventory without overbuying, virtually everything they sell is perishable (especially beansprouts), and planograms need to be flawless, lest profits will tank.  A single supermarket might employ 300 people.  Multiply that across 1,000 locations and you’ve got 300,000 employees that need to be on their game.  According to Hearst Newspapers (2016), average turnover in the supermarket industry is 100%, and the cost of replacing even just one cashier is more than $3,600.  At the industry level, retailers lose more than $23 billion a year due to turnover (Nextera, 2005).

Hiring better people matters.  Hiring people who get up to speed faster, perform better, and stay on the job longer, has a significant impact on organizational success (Cascio & Ramos, 1986; McKinsey, 2000; Schmidt & Hunter, 1983).  My epiphany?  One person can only grate so much fruit.  However, all it takes is one person to put a selection process in place that ensures that you hire better employees.  It’s those new employees, tens of thousands of exceptional workers – fruit graters who make sure every fruit is perfect, cashiers who greet guests a little friendlier, purchasers who ensure you’re never out of stock, and leaders who grew from those entry-level feeder pools, that drive the business toward success.

Today, 15 years later, that business is a Fortune 500 company, and one of my biggest clients.  When I think back on that time, I don’t really remember the windowless office.  What I remember, with a little smile and a lot of fondness, is that I made a difference.


Brad Schneider, Ph.D.Brad Schneider, Ph.D., is Senior Vice President of Talent Assessment at PSI.  Contact him at bschneider@psionline.com  or by phone at 818.847.6180.

Click here for more information about PSI’s assessment solutions.

 

 

Marketing – Using Our Stories

blog-9-ice-photo-1Four weeks ago, I gathered with more than 15 other PSI staff members at the annual conference of the Institute for Credentialing Excellence (ICE). This is the last major testing conference of the year for credentialing bodies and is a great opportunity to visit with hundreds of colleagues, clients, former coworkers, and others in this industry. At this conference, PSI hosted an event where we welcomed more than 80 representatives of our clients. As we had discussions over the dinner, I was struck by how many people these 80+ individuals represented. Each person represented their own professional background and story, but they also represented their organizations, each with thousands of credential holders and thousands more of individuals who practice in their professions.

blog-9-ice-photo-2At this conference, I also co-presented on market research and how credentialing bodies can leverage the data they collect. Data like satisfaction surveys, post-exam surveys, demographic information collected at time of registration, and more can help organizations better understand, reach, and communicate with prospects, candidates, and credential holders alike. Using this information is critical to being able to target limited marketing and communication resources to grow one’s credentialing program.

However, we also have an immense asset in the stories – the professional and personal experiences – of credential holders. Just as each person at the dinner represented their own professional story, finding out the backgrounds of credential holders, how their credential has factored into their professional and personal experience, and sharing that experience more widely is one of the most powerful marketing message any credentialing organization possesses.

PSI consults with a number of organizations, both as separate engagements and as part of our test development and psychometric services, on how they can continue to develop their programs and help them thrive. Our team’s experience working with hundreds of credentialing programs over the years can help you not only meet your functional test development needs, but also assist you with those day-to-day questions in running your program. Through these experiences, we have many stories of our own that we can share, offering case studies that help you enrich your own programs and learn from the successes and failures of others. Learn more about PSI’s test development, psychometric, and consulting services, as well as reading PSI’s evidence based psychometric briefings at http://corporate.psionline.com/certification/test-development-psychometric-services/.


Dr. Rory McCorkleRory E. McCorkle, Ph.D., is Vice President of Certification Services at PSI.  Contact him at rmccorkle@psionline.com, or by phone at 818.847.6180.

Click here to learn more about PSI’s comprehensive testing solutions.

 

 

Targeted Market Research

If you’ve checked your inbox lately, you likely have a request or two to respond to a survey from vendors you use, asking you for insights into how you view their product, whether you would be willing to continue using it, or even why others may not be willing. Spending ten minutes to provide an opinion about a product is market research. Companies use the results to determine whether consumers are satisfied, products are in demand, or what areas of a business need to be improved.

The direct benefit of market research is to help organizations identify issues or opportunities and determine the effectiveness of current programs. Organizations that know how to apply what the market research is telling them are also able to focus on the consumers, reduce risk, make a case for funding, and innovate.

In certification, the consumers are candidates, their colleagues and supervisors, and the general public. Organizations need to know whether their consumers are happy, how earning the credential has impacted them, the reason behind earning the credential in the first place, and the overall value of the credential.  Often certification bodies collect information at the end of a computer-based test about a candidate’s experience in the testing center. These post-exam surveys are also becoming popular with remotely proctored exams. But is asking candidates about their testing experience enough?

PSI works with a number of clients who feel like it is not enough. PSI develops targeted market research approaches based on the strategic goals of these clients. For example, PSI work closely with a client that uses both post-exam questions at the test center and a separate marketing survey sent to all registered candidates a few weeks after the testing window closes. Specifically, the survey research is designed to provide insight into the importance and satisfaction levels of various program elements. This way, the organization can target the elements that are most important to their consumers and work to increase satisfaction levels in those areas. PSI makes recommendations to the organization on how to make meaningful changes to their program based on the results. The survey results are compared over time to determine whether efforts are successful.

Other PSI market research projects have included post-conference satisfaction surveys, training needs analysis, new credential feasibility studies including interviews and focus groups, and complete program audits leading to strategic portfolio redesign. PSI has the social science and survey research expertise to provide targeted market research to help organizations ask the right questions and turn their results into action.


Beth Kalinowski, MBA, is Director of Account Management, Certification at PSI.  Contact her at bkalinowski@psionline.com, or by phone at 818.847.6180.

 

 

Siddiq Kassam is Associate Psychometrician at PSI.  Contact him at skassam@psionline.com, or by phone at 818.847.6180.

Click here to learn more about PSI’s comprehensive testing solutions.

 

 

So Good At Interviewing

“We Are So Good at Interviewing, We Only Have 100% Turnover.”

“Jordan” was the shiny penny among dull nickels during a long recruitment for a new sales rep. He won me over as he did other managers. So, we hired him, with great hopes he would be our next sales superstar.

Within ten days, he was our greatest nightmare.

Hindsight is only valuable if applying its lessons to current situations to affect a better outcome; so, we reviewed where we went wrong. You might expect we saw red flags signaling an impressive façade masking the psychological mess that was Jordan. Nope, the red flag was mine.

And that flag? I didn’t know squat about interviewing. Up until then, I had not taken a single course or been instructed by HR on proper interview techniques, despite having conducted many interviews. Then, I couldn’t have told you the difference between behavioral interviewing, theoretical interviewing, and a fireside chat – or whether one approach was any better than another, because I was dumb at interviewing.

This didn’t stop my manager from believing interviewing was in my skills toolbox. So, I chose good stuff I had experienced in my own past interviews, all the while thinking, I don’t have a clue what I am doing.

At the same time, peers and senior managers seemed confident in their ability to ferret out good and bad candidates. However, as some of their hires were disastrous, I wondered how they could think so highly of their skills.

The story of bank robber, McArthur Wheeler, may provide insight.

In 1995, 44 year-old McArthur Wheeler decided to rob banks. Wheeler believed that smearing lemon juice on his face would make him invisible to bank surveillance cameras as lemon juice used to write invisible letters only become visible when held close to heat. In fact, Wheeler was confident in his belief. When police caught Wheeler the same day he robbed two banks, after recognizing him from the banks’ video footage, he was, it is said, astonished his plan had not worked.

This inspired researchers David Dunning and Justin Kruger, from the Department of Psychology at Cornell University, to explore why Wheeler was flabbergasted by his failure. Their findings resulted in what is now called the Dunning-Kruger Effect, whereby some people are so incompetent they don’t realize just how incompetent they are, and, as a result, believe themselves to be really good. (Witness those awful but crushed American Idol contestants.)

Interviewing, like any other HR function, requires knowledge and skill. There is too much at stake for leadership to allow hiring managers and recruiters to remain incompetent in this critical competency – especially when there are tools (e.g., Video-Based Behavioral Interviewing, Validated Selection Tests, Interviewing Best Practices) that can objectively evaluate candidates’ ability and willingness to do the job.

Perhaps, then, that admitting you don’t know how to interview will make you one of the smartest people at your company.


Kathy Hammond is Account Manager, Talent Assessment at PSI.  Contact her at khammond@psionline.com  or by phone at 818.847.2090.

Click here to receive more information about PSI’s assessment solutions.

 

 

Performance Testing – A Lesson To Be Learned From Venetian Art

Blog 6 - Performance Testing picRecently, I took a vacation to Italy. Among many conversations with locals, I met a gentleman who hand-bound books, both printed and blank books for writing. He shared with me the history of this art in Venice – dating back to the 1400s when bookbinding studios became well known in the area. He also knew how to ‘marble’ paper, an art learned from the ancient Chinese, which made the paper look like it had a type of marble veining on it.

In speaking to this older man, I asked him how he learned his craft. He told me a familiar story in that region: he learned from his father and grandfather, who learned from their fathers and grandfathers before them. This tradition of families handing down their art and professions has a rich history, both within patrimonial and apprenticeship models of learning.

In England and several other countries, the final test of an apprentice was making a piece showing their best work – their own masterpiece. The apprentice’s masterpiece was submitted to a number of professionals in their field, who would judge the piece. A successful masterpiece would allow the apprentice to become a master, giving them both freedom from their teacher and the ability to enter the ranks of professionals in the field. A failing masterpiece meant more months or years of work, continuing to pursue their professional dream.

While we no longer demand that students give up their freedom for four to six years in an apprenticeship, the concept of passing a test where you truly show what one can do in a field continues to this day. Until recently, this consisted of manual applications of a final test where the final product was judged by a panel of experts. Rife with favoritism and limited in reliability, this has begun to change. A new wave of performance testing is sweeping professional credentialing: we have begun asking professionals to show not what they know, but how they would apply their knowledge in certain situations and to demonstrate this application. This application of knowledge provides a greater sense of accomplishment in the professional, as well as increased assurances to those who may hire them, that the professional knows not only what, but how.

PSI is at the cutting edge of performance testing in several areas, but particularly in our Certification division. With more than fifteen IT certification clients who use performance tests to assess their candidates, and our innovative use of “in-application testing,” PSI has the technological know-how to provide performance testing for credentialing organizations. The combination of our flexible technology platform and multiple delivery options, including multiple remote proctoring mechanisms, has provided a compelling value proposition for a number of credentialing organizations.


Dr. Rory McCorkleRory E. McCorkle, Ph.D., is Vice President of Certification Services at PSI.  Contact him at rmccorkle@psionline.com, or by phone at 818.847.6180.

Click here to learn more about PSI’s Lab-based and Performance-based Testing.

 

 

Managing Your Potentials

A friend of mine recently surprised her manager by offering her resignation and two-week notice.  Although disappointed and puzzled, the manager immediately shared with my friend that she would be sorely missed, that she was a valued and respected contributor, and that she was welcome back at any time – a gracious and positive response no doubt, yet bittersweet as well.

My friend really did not want to leave, having eagerly entered her employer’s management training program two years prior.  Yet in her two-year tenure, she had yet to receive any significant constructive feedback or positive recognition, even though she excelled at every turn.   She repeatedly requested additional work and/or more challenging assignments – and yet received neither.  Could her resignation have been avoided?  Maybe – maybe not, but from my perspective, the time spent together could have been far more productive and meaningful for both.

With all that managers have to do, it is easy to overlook that performance management is not just about correcting and realigning performance in the annual review – it is, or should be, so much more!  It is also about enhancing performance and developing potential; it is about…

  • Recognizing and appreciating great performance on an ongoing basis. Even the best job performers need feedback to align and enhance performance.  Even the best need to know that their contributions are noticed, and valued.  Even the best need encouragement and recognition to remain engaged and motivated.
  • Capitalizing on talent. Hiring top quality talent is key to success.  It is, however, just a first step.  Top performers, by their very nature, are unlikely to be satisfied for long doing tasks with no challenge, spending hours looking for work to do, or repeating the same activities over and over again.  In those circumstances, it is fairly certain that top talent will, at some point, move on…or perhaps even worse, settle to meet the less than challenging requirements of the role.  It is important to provide talented employees with challenge to allow them to grow…into their potential and along with the company.
  • Supporting growth and development. There is nothing quite as effective as on-the-job development.  Yet effective on-the-job development requires structure, intention, and attention.  It requires more than exposure to different roles and situations.  It requires defining the lessons to be learned and supporting the process with methods and metrics to track development and measure progress.

Performance management, if done right, is key to long term business success.  It is far more than the annual performance evaluation; it is a process of continuous feedback, coaching, and performance-oriented conversations, not only about the past, but also about future skills, projects, expectations, and achievements.

World-class performance management programs provide structure, leverage opportunities, and emphasize feedback – they develop skills, capitalize on talent, create ready now candidates, and build engagement.  What does yours do?


 Susan Stang, Ph.D., is Vice President of Leadership Services at PSI.

Click here to learn more about all of PSI’s leadership services solutions.

A Better Situational Judgment Test

Situational Judgment Test picWhen you’re developing new testing products, sometimes it helps to think about the history of tennis racquets.  Any time before the 1970s, tennis racquet heads had about half the surface area of today’s racquets.  Not surprisingly, this made playing tennis a lot harder.  In 1976, the appropriately named sports entrepreneur Howard Head introduced a racquet with a larger head.  This, obviously, made playing tennis a lot easier, so almost immediately every manufacturer followed.

Why then, for decade after decade, did all manufacturers make the hitting surface of their racquets so small?  It turns out there wasn’t a reason, not a good one anyway.  It was simply that, in their minds, this is how things were done.

There are many examples of this kind of locked mindset in almost every industry.  Whenever PSI develops a new product, we try to think like Howard Head, and PSI’s new True to Life™ situational judgment tests (SJTs) are a good example.  SJTs present job applicants with work-relevant situations, followed by a number of ways to respond.  Candidates indicate, in some way, how effective or ineffective those responses would be.   But it is innovations in the way these responses are translated into hiring recommendations that set PSI’s SJTs apart.

Let’s look at an example.  Imagine that two people, we’ll call them Jack and Jill, are being considered for a job that will require, among other things, that they go up a hill.   So to decide who to hire, we present these two young applicants with a list of different ways climb the hill, and ask them to rate how effective each of these methods would be.

When Jack or Jill are hired, we’d like them to perform like people who really know what they’re doing, so before we score their responses, we ask a group of job experts how effective each of the hill-climbing methods would be.   Now we have a standard:  The closer Jack or Jill’s responses are to the experts, the higher their score.

Situational Judgment Test pic 2So now let’s look at the figure showing the expert ratings and the answers provided by Jack and Jill.  For the first response, “Drive the Jeep”, Jack’s rating is one away from the experts, but Jill’s is two away, so Jack scores somewhat better on that one.  Adding up the differences like this across all three hill climbing options, Jack is a total of four spots away from the experts, and Jill is six spots away.  Conclusion, we hire Jack, because overall he’s closer to the experts.  This all seems very reasonable.   And, after all, for situational judgment tests, it’s how things are done.

But now let’s step back and think like Howard Head.  What are we actually trying to accomplish here?  The answer, for any employment test, is that we want to have some idea of what a job applicant will actually do on the job after he or she is hired.  So now let’s imagine that Jack, Jill, and the experts are all on the job together facing a range of hill-climbing situations.  In the first situation, they have all of the three options mentioned available to them.  Jill and the experts board the ski lift together, because they each rated that option as better than the other two, but Jack drives up alone in the Jeep, his highest-rated option.  If the ski lift is broken, everyone rides up together in the Jeep, but if the Jeep is broken, Jack again breaks from the group and walks up the hill, because he rated that option as better than taking the ski lift, the option everyone else uses.

You’ll notice something here — Jill is acting like the experts, but Jack often isn’t.  In fact, for these particular climbing approaches, no matter what happens in terms of the availability of the different methods, Jill and the experts will always do exactly the same thing on the job.  This is because the pattern or shape of their ratings, represented by the blue and green lines in the figure, is identical.  Conclusion, definitely hire Jill.

PSI’s True-to-Life™ SJTs are perhaps unique among currently published SJTs in that we will recommend hiring Jill, even as our competitors will try to sell you on Jack.  Methods that look at similarity in the shape of different patterns of responses have been around for a very long time, and are widely used in other settings.  Historically, however, not in scoring SJTs.  This locked mindset has created an opening for PSI to, like Howard Head, offer a better way.


Victor Jockin Victor Jockin, Ph.D., is Senior Manager of Assessment Solutions at PSI.

Click here to receive more information about PSI’s assessment solutions.

The Tipping Point For Automated Leadership Assessment

Tipping Point blog photoIdentifying and developing leadership talent remains an important challenge for all organizations.  Large organizations face challenges associated with making leadership assessment “scalable,” while smaller organizations face challenges in deploying high-quality leadership assessments with limited available resources.

Over the past decade or so, advances in technology and research have led to the development of accessible and affordable automated assessment tools and reports that provide valuable insight into individual and organizational leadership talent strengths and gaps.  However, many organizations have not adopted these solutions and some might argue that, with apologies to Malcolm Gladwell, the tipping point has not yet been reached in automated leadership assessment.

Why assess? Effective assessment of an organization’s “bench strength” and identification of high potential employees is central to succession planning and leadership development programs. Assessment instruments provide an efficient and effective means of identifying employees who possess important qualities underlying the potential to develop into future leaders in the organization. They can also provide valuable feedback to prospective candidates for leadership development programs with respect to areas for growth and development. To optimize the effectiveness of the assessment, it should be aligned with competencies that are crucial for leader success in the organization.

An Affordable and Scalable Solution.  Technology-based leadership assessments have demonstrated value by automating features to increase accessibility and cost-efficiency, such as:

  • Internet-based delivery for a range of remote testing and proctoring models;
  • Automated competency-based scoring approaches that capture expert interpretation;
  • Dynamic computer-generated narrative feedback based on algorithms that simulate a psychologist’s hand-written report;
  • Automated reporting and report distribution; and
  • Data management and integration with enterprise systems for talent and learning management.

With the availability of these technology-enhanced capabilities, one could argue that we have indeed passed the tipping point for accessible leadership assessments. The power of automated leadership talent insight is available to organizations now more than ever.


 John Weiner is Executive Vice President & Chief Science Officer at PSI.  Contact him at jweiner@psionline.com or by phone at 818.847.6180.

Click here for more information about PSI’s comprehensive leadership solutions.

 

Was That Really Good Advice?

adviceHuman Resources leaders are often faced with the challenge of having to quickly acquire extensive knowledge and expertise across a wide array of disciplines.  Given the significant impact of their decisions, HR executives may at times seek information from external consultants in order to get the expertise they need to consistently make the best decisions.  As topics become more technical in nature and the impact of decisions more extensive, reliance on good advice becomes ever more critical.

Talent Assessment and Selection is one such area that requires deep technical expertise, and whose impact can range from enormously favorable to catastrophic.  A good selection process can help your organization hire salespeople who close more business, or customer service representatives who delight your clients.  Whereas, an ineffective selection process can just as easily fill your company with poor performers, wreak havoc on your culture, and reduce your company earnings via the high cost of turnover.

In a very real sense, the quality of the advice you get in designing your assessment and selection processes can mean the difference between growing your business, and irrevocably harming it.  So, how do you know the advice and tools that you’re getting are any good?

Two words – Validity & Reliability.

In their 84-page guide, Testing and Assessment: An Employer’s Guide to Good Practices, the United States Department of Labor outlines the qualities of a good assessment.  At the top of their list?  You guessed it – A VALID & RELIABLE ASSESSMENT.

When a test is valid and reliable, it accurately and consistently measures what it claims to measure.  The greater the validity, the more accurate the assessment.  By using assessments with proven validity, you become better equipped to identify new hires who’ll excel in your organization – new hires who get up to speed faster, perform better, and stay longer – increasing the productivity and operational efficiency needed to drive both top and bottom line growth.

Human Resources leaders face many challenges – designing a good selection process doesn’t need to be one of them.  The next time someone recommends an assessment, just ask them one simple question: What’s the validity and reliability evidence?  Then see how their evidence stacks up to the DOL recommendations for what constitutes adequate, good and excellent levels of reliability and validity.  Now that’s advice you can use.


Brad Schneider, Ph.D.
Brad Schneider, Ph.D., is Senior Vice President of Talent Assessment at PSI. Contact him at bschneider@psionline.com or by phone at 818.847.6180