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Psychological assessment

What can you do with a psychological assessment?

A psychological assessment allows you to predict someone’s capabilities. It provides an insight into a person’s potential by measuring a wide variety of attributes. It also assesses a broad range of skills, including behavioural skills.

A psychological assessment also gives an insight into the potential risk of a reduction in a person’s employability. 

As a result, a psychological assessment provides important information to help you make a decision regarding recruitment or a career step.

A psychological assessment helps you avoid making the wrong talent decisions. After all, the cost of hiring the wrong candidate quickly amounts to between a ½ and a full year’s salary.

Which aspects does a psychological assessment identify?

First and foremost, we can observe behaviour. This can be done with assessment exercises and structured selection interviews. Serious gaming can also provide useful behavioural insights. Competencies are often used to enable us to standardise the observations, in terms of use of language and meaning. Many organisations already use competency sets and are familiar with them. A competence is a successful observable behaviour with a fixed definition. Behaviour-oriented observation and interviews enable us to assess the level to which a candidate masters a particular competence.

In order to be able to go a step further, beyond observing behaviour and being able to estimate the development potential of competencies, we need to look at psychological attributes. These are in the area intelligence, personality and motivators.

In short, a psychological assessment uses tests, questionnaires, interviews, games, role-play and assignments to identify aspects of intelligence, personality, motivators and behaviour.

When can you use a psychological assessment?

There are 4 main reasons for using a psychological assessment:

1. You don’t yet know a candidate
Assessment is the best way to quickly gain in-depth insight into a candidate. It shows you their analytical potential or intelligence, (whatever it is you’re interested in), their personality structure, their motivators and a whole range of their social and leadership skills. Examples include contact skills, presentation skills and communication skills, including at a managerial level. This provides a substantiated estimate of the candidate’s potential success rate in the position in question. The focus may lie on a candidate’s immediate suitability for a position or, if they are allowed to grow into a particular role, their potential ability to do so.

2. You know the employee, but not in the context in which they will be working
A different context might require different employees. For example, if the organisation or the nature of the work changes, or promotion or change of job etc. In each of these situations, you already know the employee. The issue is that you know them in a particular context: a task or a job, for example. The question is then whether this employee will be successful in the new context. Internal selection or growth, issues regarding their successor, review of personnel and leadership programmes are all examples of where psychological assessment can be put to good use.

3. You are looking for a new context for an employee
This is a typical career issue. The focus is not on the needs of the organisation, but on the needs, possibilities and limitations of the employee. The assessment is used to identify worthwhile work contexts. Redundancy, underperformance, outplacement and re-integration often lead to this type of assessment. This kind of situation requires tailored assessments per employee where, based on the results, a search process for a suitable context can then be implemented.

4. You want to find candidates who are already in work (recruiting)
This is a new application for assessment and testing. Many people are curious about themselves. If you can give them useful insights, possibly in relation to your organisation, you might even be able to tempt potential candidates into participating in assessments during the sourcing phase. A complete assessment is then over-the-top, but an assess-moment (in the form of a short online test or questionnaire, often gamified), which provides them with relevant feedback, is an option. If you are able to combine such an assess-moment with fun and accessibility, then you’re on to a good thing. All of a sudden, you’ve got pre-selected candidates who you can try to tempt further along your recruitment process and transform them into actual applicants. Starcheck is specialised in developing and marketing short online, gamified pre-assessments and self-assessments.

Assessment as a disguised form of evaluation.

Don’t do it! Evaluation is done based on performance in the relevant context. It is not only the right way ethically but also legally, it’s the only way. Assessment is not a replacement for evaluating an employee’s performance. 

However, it is interesting to compare performance data with assessment data afterwards. By comparing, equations can be made between psychometric attributes and performance. These insights can then be used for future recruitment campaigns. Do you want to know more, quickly? Call us, or fill out the contact form.

Psychological assessment at Starcheck

How does a psychological assessment add value for my organization?

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