view process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the success in the job, and that can be measured by very specific assessment tools.

Recommendation 4: Choose an assessment that can be handled administratively with little added burden to your people. Nothing will ensure the slow death of a process more than the

Assessments are powerful selection tools that have helped organizations in making countless hiring, transfer, promotion, team membership and development decisions. Assessments represent an opportunity to do all these things while returning the highest ROI of any single people directed investment you can make.

The following recommendations will help you better utilize these very valuable tools in a variety of ways.

Recommendation 1: Use assessments to provide information in the areas that are most likely to result in success or failure. Experience has shown that most people succeed or fail in positions because of their Behavior Fit, Value/Culture Fit and Personal Skills Fit. Assessments add to the elements of experience, technical skills, accomplishments and education - they can identify Behaviors, Values and Personal Skills that are the real drivers of success in your organization

Recommendation 2: Choose assessments that are designed for business use, so that your managers and leaders can use and trust the reports. If your managers don’t feel the information is specific, directed to their interests, and delivers value to them in their relationship with the person assessed, you will lose most of the leverage the assessment could have. Choose carefully based on two questions: "How can our managers use this information?" and "How much value will this process add to our current selection process?"

Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the success in the job, and that can be measured by very specific assessment tools.

Recommendation 4: Choose an assessment that can be handled administratively with little added burden to your people. Nothing will ensure the slow death of a process more than the p

ls in a variety of ways.

Recommendation 1: Use assessments to provide information in the areas that are most likely to result in success or failure. Experience has shown that most people succeed or fail in positions because of their Behavior Fit, Value/Culture Fit and Personal Skills Fit. Assessments add to the elements of experience, technical skills, accomplishments and education - they can identify Behaviors, Values and Personal Skills that are the real drivers of success in your organization

Recommendation 2: Choose assessments that are designed for business use, so that your managers and leaders can use and trust the reports. If your managers don’t feel the information is specific, directed to their interests, and delivers value to them in their relationship with the person assessed, you will lose most of the leverage the assessment could have. Choose carefully based on two questions: "How can our managers use this information?" and "How much value will this process add to our current selection process?"

Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the success in the job, and that can be measured by very specific assessment tools.

Recommendation 4: Choose an assessment that can be handled administratively with little added burden to your people. Nothing will ensure the slow death of a process more than the

n identify Behaviors, Values and Personal Skills that are the real drivers of success in your organization

Recommendation 2: Choose assessments that are designed for business use, so that your managers and leaders can use and trust the reports. If your managers don’t feel the information is specific, directed to their interests, and delivers value to them in their relationship with the person assessed, you will lose most of the leverage the assessment could have. Choose carefully based on two questions: "How can our managers use this information?" and "How much value will this process add to our current selection process?"

Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the success in the job, and that can be measured by very specific assessment tools.

Recommendation 4: Choose an assessment that can be handled administratively with little added burden to your people. Nothing will ensure the slow death of a process more than the

on assessed, you will lose most of the leverage the assessment could have. Choose carefully based on two questions: "How can our managers use this information?" and "How much value will this process add to our current selection process?"

Recommendation 3: Use assessments after candidates have passed the technical skills, education, experience, accomplishment and intuition phases of the interview process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the success in the job, and that can be measured by very specific assessment tools.

Recommendation 4: Choose an assessment that can be handled administratively with little added burden to your people. Nothing will ensure the slow death of a process more than the

view process. Do not use assessments as early knockout tests, unless there are specific criteria that are absolutely essential to the success in the job, and that can be measured by very specific assessment tools.

Recommendation 4: Choose an assessment that can be handled administratively with little added burden to your people. Nothing will ensure the slow death of a process more than the perception that it adds work out of proportion to its value. Ensure that the means for completing questionnaires and communicating results is as seamless as possible, and is not handled as an exception item in your selection process.

Recommendation 5: Choose an assessment that has multiple uses for your organization. Many of the assessments available have little value beyond providing specific information about elements of a person’s “personality profile”. Look for assessments that can help in establishing development plans, benchmark positions, create constructive talking points for performance reviews, create the climate for proactive development discussions, as well as help with the selection decision. In other words, do the assessments you use or are considering for use result in the kind of information that can be applied in many ways? Are they designed to make it easy for you to develop, among other things, benchmark profiles of people who have been successful – and unsuccessful, in their jobs as a way of aiding future hiring?

Recommendation 6: Choose assessments that have fast turnaround and interpretation by a qualified professional. If you have a person on your staff trained and skilled in interpretation, great. If not, make sure the assessments you use gain you fast access to qualified professionals who have a business orientation. There are a lot of assessments available on the Internet that provide quick turnaround of superficial information that looks good when first seen, but that doesn’t stand up to the hard light of day when it comes to usin