HR Webinar: Shoulda, Woulda, Coulda – Taking the Guess Work out of the Selection Process

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Shoulda, Woulda, Coulda
Taking the Guess Work Out of the Selection Process
September 16th, 2020
Thomas Johnson

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Speaker
Housekeeping
4
Questions
Today’s
topic

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Speaker
Housekeeping
6
Questions
Today’s
topic

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Today’s Speaker
Thomas C. Johnson is an experienced HR consultant who has lead and served in a variety of HR
organizations where his experience, knowledge, and vision have been recognized for solving
business problems, designing effect HR processes and leading and directing highly effective
teams.
As the leader of A.O. Consultants, Tom recognized that the standard vetting of candidates could
not get to the core insights required for confident people decisions. He has partnered with industry
leaders in the assessment arena to provide his clients with state-of-the-art assessment tools.
Tom is a skilled facilitator, technology advocate and talented problem solver dedicated to getting
the “right people in the right seat on the right bus”.
Tom holds a BS, MA, and SPHR and has served in a number of large public and private
organizations such as Tyson Foods (formerly IBP Inc.), Marathon Ashland Petroleum, Western
and Southern Financial Group and dunnhumby, Inc.
His passion for connecting people and technology goes beyond the theoretical to practical
applications and successful outcomes
Thomas Johnson

Taking the guess work out of the Selection Process
Tom Johnson – Owner A.O. Consultants, llc

Think about…
Your worst hire ever!
Your best hire ever!

Shoulda, woulda, coulda
• At one time…
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Agenda
• The value of consistency
• Steps to improve the selection
process
• Assessment tips, tricks and
traps
• Assessment selection based on
the needs of the position
• Legal Compliance issues
• Question & Answer

Think about…
Your worst hire ever!
Your best hire ever! • Job Posting
• Candidate application
• Screening of resumes
• Interviews
• Job offer
• Background check and drug test

Typical Selection Process
 Job Posting
 Candidate Application
 Screen Resumes
 Interviews
 Job Offer
 Onboard
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Enhanced Selection Process
 Job Description Review and Posting
 Candidate Discovery
 Candidate Application
 Experience, Work History & Resume Review
 Phone Screen
 Behavioral Assessment
 Guided Interview
 Reference Checking
 Skill Assessment / Job Shadow / Final Interview
 Job Offer
 Background Check and Employment Verification, Etc.
 Onboard
Improving your process…

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The cost of a bad hire…

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The cost of a bad hire…
$ Recruitment advertising fees and staff time
$ Relocation and training fees for replacement hires
$ The negative impact on team performance
$ The disruption to incomplete projects
$ Lost customers
$ Outplacement services
$ Weakened employer brand
$ Litigation fees
$ Your reputation!

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• Track success internally to
validate assessments
• Use an assessment that
integrates with the entire
process
• Guided interviews
• Candidate comparison
• Management fit
• Update job descriptions
• Track success internally to
validate assessments
• Use an assessment that can
integrate with the entire
process – guided interviews,
candidate comparison,
management fit
• Validate, Validate, Validate
• Use instruments specifically
designed for selection
• Do not rely on assessment
for more than 30% of the
selection decision
Assessments, Tricks, Tips and Traps

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Types of Assessment
• Job knowledge tests
• Integrity / Ethics
• Cognitive ability
• Personality Type
• Emotional Intelligence (EQ)
• Skills Tests
• Physical Ability Tests
What does it measure?
Assessments, Tests and Proper Usage

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Types of Assessment
• Skills Tests
• Identifies a candidate’s
knowledge about the job
they’re applying for.
• Example - If you’re hiring an
accountant, you present the
candidate with a job
knowledge test on
accounting processes.
• Specific job element tests
help determine if a candidate
can apply their expertise from
previous accounting
positions.

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Types of Assessment
• Skills Tests
• Integrity tests can help
measure the reliability of
applicants.
• Candidates are assessed
based on their response to
integrity and ethical situations
in the workplace.
• A “distortion” measure
indicates a lack of consistent
candidate response which in
turn may indicate exaggeration
or untruthfulness.

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Types of Assessment
• Skills Tests
• Assesses mental capacity to
work in a position.
• The answers help employers
predict job performance since
they'll then know more about
how the candidate handles
complexity.
• Example - the General
Aptitude Test (GAT),
highlights a candidate’s
ability to use logical, verbal
and numeric reasoning to
approach tasks.

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Types of Assessment
• Skills Tests
• Personality tests can provide
insights into how well a
candidate will fit within the
company's culture.
• The assessment might help
employers evaluate a
candidate’s engagement
level and indication of
interest in a long-term career
with the organization.
• Not a good use for selection.

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Types of Assessment
• Skills Tests
• Emotional intelligence tests
analyze the candidate’s
relationship-building skills
and knowledge of their and
other’s emotions.
• High emotional intelligence
indicates the ability to defuse
conflicts and relieve the
anxiety of coworkers if they're
frustrated or disappointed.
• Where management abilities
are critical, EQ tests are very
useful.

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Types of Assessment
• Skills Tests
• Skills tests measure soft and
hard skills.
• Employers test for these
skills once they're in the later
stage of the hiring process to
understand who they might
want to hire.
• Example – For positions that
require good communication,
research skills and
presentation skills, ask
candidates to demonstrate
these skills.

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Types of Assessment
• Skills Tests
• Physical ability tests reveal if
the candidate is capable of
performing in roles that
require physical work.
• Example - firefighter, police
officer or factory worker.
• Can reduce the chances of
workplace accidents in
addition to finding a qualified
candidate.

Select the tool(s) based on the position
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Job Descriptions Should:
• Include requirements – must haves
• Limit “nice to have”
• Be specific
• Use in job postings and candidate
screening
• Review with incumbents and managers for
accuracy
• Rinse, repeat

Select the tool(s) based on their versatility
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Comprehensive or “Full Person” Assessments
• Job matching – Measures “Job Fit”
• Cognitive Ability – Verbal and Math skills
• Behavioral Traits – Performance Characteristics
• Interests – Do they want to do the job
• Provides “Guided” interview questions for
interviewers
• Provides managerial match between the
manager and candidate
• Can be used for performance development
purposes after onboarding

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Assessment Matrix
EEO Category
Job
Knowledge
Integrity
/ Ethics
Cognitive
Ability
Personality EQ
Skills
Assessment
Physical
Ability
Executive/senior-level officials and managers    
First/mid-level officials and managers      
Professionals     
Technicians      
Sales Workers    
Administrative support workers     
Craft workers    
Operatives    
Laborers and helpers  
Service workers    

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Legal Stuff…
• Keep a validation file – the best assessments are
validated on a periodic basis
• Audit work performance against assessment
results – do you see internal validation?
• Assess every candidate for the position using the
same tool(s) – pick a direction and go with it
• Train assessors and interviewers in the use and
interpretation of data

Putting it all together

Putting it all together
Capture
Costs
Review /
Revise Job
Description
Audit
Candidate
Experience
Select
Appropriate
Assessment
Monitor
Process
ABI –
Always Be
Improving

Taking the guess work out of the Selection Process
Tom Johnson – Owner A.O. Consultants, llc
www.ao-consultants.com
Questions?

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Questions?

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How Ascentis HR and Talent Management Can Help
Ascentis allows you to focus on the bigger picture with integrated
HR and Talent Management software. We provide real-time data,
easy reporting, and the ability task your employees with virtual
trainings to ensure your business is compliant.
• Easily access your employees training records, and send
reminders to those who have yet to complete courses
• Ascentis HR provides over 300 on-demand reports, point-in-time
reports and configurable fields
• Fine tune employee performance on-demand with real-time
performance management software, visible on mobile
• Centralized company-branded employee and manager portals
deliver reliable, easy access to all employee related information
(ESS).
Recruiting &
Onboarding
Talent
Management
HR &
Benefits
Payroll
Time &
Attendance
Ascentis

36
Contact Us
info@ascentis.com
www.ascentis.com
800.229.2713

HR Webinar: Shoulda, Woulda, Coulda – Taking the Guess Work out of the Selection Process

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