1) Can they do the job?
2) Will they do the job?
3) Will they do the job with us?

Many times the things that have made someone a high performer in previous roles will have little standing in your own situation.

Studies have shown that the average enployment interview is only 0.15 predictive, ie 15% likely to choose the right candidate! The same studies found that personality profiling alone is 0.42 predictive and skills and abilities tests designed to indicate general mental ability 0.52. When used together with a structured behavioural inteview and proper reference checking, the combination of data gathered can easily be over 65% likely to result in choosing the right person. (Source: Hunter & Hunter, 1984, Schmitt, 1984, Thacker & Cattaneo, 1987, Smith, 1988)

None of the usual selection techniques are perfect but, by adding other elements to the standard unstructured interview, we are more than four times more likely to get it right. Personality profiling is a key element in this mix.

Hogan, Hogan and Roberts, after an exhaustive review, conclude that: Well constructed measures of normal personality are valid predictors of performance in virtually all occupations,
they do not result in adverse impact for job applicants or minority groups; and
using well developed personality measures for pre-employment screening is a way to promote social justice and increase organisational productivity. (Source - R. Hogan, J. Hogan and BW Roberts, ‘Personality measurement and employment decisions’, American Psychologist, vol. 51, no. 5, 1996, p. 469).

Reference to Jim Collins text ‘From Good to Great’ clearly show the importance of ‘getting the right people on the bus’. Collins found that the successful companies in his Good to Great study spent considerably more time and effort in selecting employees than the less productive comparison group. Many of the companies in the study use the ‘toolbox’ approach to interviewing with personality profiling and mental ability being consistent features of their approach.

RE Hicks, a well respected Senior Lecturer in Management and Psychology, Queensland University of Technology has stated:

“I believe the more successful organisations in the future in Australia are likely to be those who among other approaches make considered and effective use of psychological tests, questionnaires and procedures in staff selection, allocation and development.”
(Source Asia Pacific Human Resource Manager, Vol. 29, No. 1, Autumn 1991,)

The best conclusion we can draw from this is , that whilst psychological testing may never be 100% accurate, it is far more predictive than a standard interview. Sure, we should never use it in isolation to decide who to hire and who not to; it’s a tool to provide us with a focus in interview; a way of finding out information the candidate wouldn’t volunteer in interview. In short, a method that reduces the risk significantly.

With the cost of getting it wrong estimated in a recent salary survey by The Australian Institute of Management at between one and two years salary, wouldn’t we be negligent not to use all the tools at our disposal?

There are plent of articles available on our website if you’d like further background just visit

http://www.rogersgroup.com.au/Resources/articles.htm

and see how effective others have found it!

Martyn Rogers, Managing Director, The Rogers Group. http://www.rogersgroup.com.au 9th October 2009