Using psychometrics effectively

According to Wikipedia psychometrics “is the field of study concerned with the theory and technique of psychological measurement, which includes the measurement of knowledge, abilities, attitudes, and personality traits, and educational measurement. The field is primarily concerned with the construction and validation of measurement instruments, such as questionnaires, tests and personality assessments. It involves two major research tasks, namely: (i) the construction of instruments and procedures for measurement; and (ii) the development and refinement of theoretical approaches to measurement. Those who practice psychometrics are known as psychometricians and although they may also be clinical psychologists, they are not obliged to be so and could instead be (for example) human resources or learning and development professionals. Either way specific, separate, qualifications in psychometrics are required.”

A key part of candidate evaluation in a recruitment process is psychometric assessment together with interviews, validations, and references. Widely regarded as best practice, assessment is integrated with the interview process to offer robust and comprehensive reporting before, say, client interviews. Psychometric assessment informs the decision making process for leaders. It does not make the decision but guides the interview process and reference checking to ensure a full and robust assessment of suitability is made. Psychometric assessment should be used only as a tool not as an overriding principle.

It has come to our attention as professional executive search consultants that the more senior the individuals are, often the more hoops they are expected to jump through in terms of the interview process and psychometric assessment.

Of late, some psychometric assessments have regressed, going back to banal in-tray and out-tray exercises of the 80’s and face-to-face interviews with celebrities. They seem to be contrived to get specific results. This does not succeed in winning over a senior candidate for a potential appointment. Indeed it almost has the reverse effect. Candidates who have met a search consultant and have attended many client interviews, who are then requested to spend up to six or seven hours, in assessments, often are put off by the whole process. Endorse what the client already knows and they are over onerous and burdens a candidate who has already given up extensive time.

I’m not against psychometrics by any stretch of the imagination. In fact, some of the tests available in the market are exceptional tools and provide valuable information to the search consultant and to the potential employer. They can help to probe an area which was not explored during the interview process. Where psychometric assessment really comes into its own is the ability of the clinical psychologist or the consultant in interpreting these tests and feeding them back to both the executive search consultant, the client and to the candidate. They need not be onerous and when top talent is in very short supply, employers should really examine their own navels about whether or not they would be prepared to go through an additional six or seven hours of assessment that really will add little or no value to the process and ultimately turn candidates away.

Vikki Maclean