How to Use this Deck
How to Use this Deck Please review this deck prior to your training and determine which slides are relevant to the way your organization utilizes the system. All red text should be edited by you to customize this presentation according to your organization. The system overview section can be substituted with a demo on the Select2Perform platform. Remove this slide before your presentation. 1 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 <Company Name> Assessment Program Agenda Why are we testing? About SHL Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments/SHL Contact Information 3 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Objective Assessment Objective assessment provides a better prediction of a candidate’s likely job performance Perfect prediction +1 0 Everyday correlations: OTC Headache tablets -> Headache -> 0.14 OTC Anti-histamines -> Allergies -> 0.11 Nearness to equator -> Temperature -> 0.60 Reduced risk of heart attack -> Aspirin -> 0.02 +.65 Assessment Centers +.45 +.40 +.35 +.30 Ability Tests/Job Samples Group Exercise/Personality Composites Structured Interviews/In-Tray Exercises Biodata +.15 Employment Interviews +.10 Educational Qualifications Graphology/Astrology/Phrenology Random prediction Source: Mike Smith, UMIST 4 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Tests and Assessments Measure the WHOLE person • Tests/assessments can measure what a candidate: ◦ Can do – current knowledge, skills, ability ◦ Will do - predict employee and applicant job performance 5 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Why Measure Talent Using Online Assessments? 1 Effective 4 2 Efficient Compliant 3 Relevant 6 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Effectiveness – Making the Best Hiring Decision • Hire the best candidate in your pool • Only apples-to-apples comparison possible across candidates • Reduce Attrition • Demonstrate ROI of recruiting function Better Performance 21% more sales in the first three months. 75% higher customer service score. Source: SHL Business Outcomes Studies, 2012 “Frontline managers effective at people management can improve emotional commitment by 52%, and intent to stay by 40%”. Source: CLC - Engaging Managers to Drive Employee Performance and Development 7 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Assessment Scores Compared to Performance Metrics Sample results from actual client Business Outcome Study. In nearly every way that performance was measured, employees that had higher pre-hire assessment scores performed better on the job. 8 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Compliant Assessment Programs • Based on documented job requirements • Objective and consistent administration • Job-related assessments reduce likelihood of complaints • Monitor for adverse impact 9 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 The Best Companies Ensure Relevance • Candidates appreciate rigorous hiring processes • Hand hold most viable candidates • Reserve costs of interviewing and conducting background screens for successful candidates • Easily update as business needs change New hires are often not sure if they are necessarily the best fit for the role. Knowing that they’ve been selected via a rigorous selection process instills confidence in themselves and the organization. “Our recruitment processes often lack accurate insight” Both new hires and organizations lack confidence in their selection decisions Source: Recruiting CLC 2012 10 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Assessments Actually IMPROVE Efficiency “Our recruitment teams are overstretched” • Identify top candidates earlier in process • Screen out weakest candidates sooner Of recruitment teams are overstretched leading to a drop in standards Source: SHL, Candidates are customers too research, 2010 • Reduce or eliminate unnecessary steps in the process • Through better job match and retention, recruit less Reduced costs 63% reduction in turnover 61% reduction in cost per applicant contracted Source: Source: SHL Business Outcomes Studies, 2012 11 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Assessment Program Goals The right talent, in the right position, at the right time • Increase Profitability • Improve Quality of Hire • Decrease Time to Hire • Increase Productivity • Reduce Turnover 12 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Measure Everything that Matters Comprehensive Insights. Better Results. Computer adaptive cognitive testing Custom job/culture fit Adaptive personality measures • Retention predictor Based on world’s largest biodata validity database Interactive, realistic, representative of the job • Past performance, Future performance Realistic job situations 13 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Potential Entry-Level solution: Tellers Components • • Teller Simulation Count out the Money • • • • Collaboration Thoroughness Reliability Achievement • Service Professionalism Sample Item 14 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Potential Experienced solution: Management Associates Components • Graduate MMSJT • Deductive Reasoning Ability • • • • Innovation Independence Reliability Achievement • Professional Potential Sample Item 15 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Potential Manager Solution: Branch Managers Components • • Coaching Simulation Manager Inbox • Deductive Reasoning Ability • • • • Innovation Independence Reliability Achievement • Management Potential Sample Item 16 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 SHL’s family of integrated solutions Volume Recruitment Maximising quality, reducing attrition and improving time to hire College Recruitment Finding the leaders of the future Talent Acquisition Hire faster and smarter, saving time and money, while increasing recruitment quality, productivity and retention Managerial & Professional Hire Hiring people who drive business performance SHL Talent Analytics™ SHL Quantify the impact of your talent programs Talent Audit Enhance every talent decision our clients make, indispensable to their success Uncovering the gap between desired & actual talent requirements Succession Planning Identifying the potential for more senior roles Talent Mobility Understand your talent and align it to the right roles within your organization Employee Development Identifying specific developmental needs 17 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Maximizing the quality of recruitment Talent Acquisition Hire faster and smarter, saving time and money, while increasing recruitment quality, productivity and retention Volume Recruitment Maximising quality, reducing attrition and improving time to hire Graduate/College Recruitment Finding the leaders of the future Managerial & Professional Hire Hiring people who drive business performance 18 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Engaging and mobilizing talent Talent Mobility Understand your talent and align it to the right roles within your organisation Talent Audit Uncovering the gap between desired & actual talent requirements Succession Planning Identifying the potential for more senior roles Employee Development Identifying specific developmental needs 19 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Comparing your talent to that of your competitors Talent Analytics™ Data-driven insights to improve business performance Compare your talent by industry, region, job function and job level Insight into Quality of Hire Compare the calibre of people you attract and hire with the overall market Insight into Leadership Potential Discover if your leadership pipeline is stronger or weaker than the industry standard. Insight into Behavioural Risk Find out how your people’s ability to realise opportunities without undue risk compares to competitors. 20 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Talent Measurement Options Off-the-shelf Value Realized 1 Tailored Custom 2 3 • Custom Content • Culture Fit • Job Solutions • Localized Studies • Job Analysis • Skills Test • Standard Solutions • Proven content, tailored to unique requirements Effort / Investment 21 21 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Job Analysis Use this slide if you have had SHL create a tailored or custom solution for you Understand the Job Conduct best practice job analysis process Select Components From Library of Validated Content Test A Test B Test C Incorporate into Selection Process Interview Identify potential solution and interview content Document transportability of criterion-related validity for legal defensibility Designed to support business outcomes 22 22 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 How Do I Know Which Off the Shelf Solution(s) To Use? (Use this slide if you use an Off the Shelf Solution) • Assessments need to be job-related and consistent with business necessity. • If no tailored or custom assessment solution has been created for the role: • Gather job descriptions, position profiles, competency models, performance evaluation forms – any documentation summarizing the job’s responsibilities and requirements. • Is this information accurate and up-to-date? If not, consult with subject matter experts. • Match job requirements to the knowledge, skills, abilities, and other characteristics (KSAOs, or more broadly referred to as competencies) being evaluated by the assessment. • Look at the essential position functions or essential responsibilities with an eye towards the competencies underlying these tasks/behaviors. • Ex: Deli Clerk: Properly shaves and slices meats and cheeses; Ensures proper handling, sanitation, freshness, and quality of all product; Ensures proper assembly and recipes for all food, etc. • Need to follow rules/procedures, complete tasks accurately • Aligns with Conscientiousness and Following Instructions • When in doubt… Contact SHL Customer First at [email protected] 23 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 2 Agenda Why are we testing? About SHL Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments/SHL Contact Information 24 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Selection Process • What is the process that will be followed for all candidates? ◦ Where in the selection process will assessments be used? ◦ Who is impacted by the process changes? ◦ Who is responsible for each step? 25 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Your Selection Processes • • Document entire selection process Visual presentation is helpful − Visio − PPT 1 Hiring Manager request an Assessment on behalf of candidate 2 Email is sent to the candidate with an URL Candidate are redirected to vendor site to take Assessment 3 Candidates then take the Assessment 4 Results are posted back to VE at predefined Intervals 5 Result Name Pass VE Appln. Fail Continue 26 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Selection Process • Who will be administering the assessments? ◦ Example Text: The first portion of the assessment will be sent via email through the system to the candidate. ◦ Example Text: If the candidate receives a Recommend on the first portion, he/she is brought onsite to complete the second sitting. This sitting will be proctored by the administrator. ◦ What if they are NOT recommended • Retest process 27 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Selection Process • Which tests will be used and for whom? ◦ Are assessments required? • Which roles? • Do they apply only to external candidates? ◦ What is the process for referrals or temp-to-perm candidates (any different)? 28 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Questions • Any questions thus far regarding assessments, the vendor or the updated selection process? 29 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Agenda Why are we testing? About SHL Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 30 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Talent Measurement Process Sourcing Pre-Screen Web Assessments Unproctored Office Assessments Proctored Interview Guides Background Screen High-performing Employee 31 31 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Agenda Why are we testing? About SHL Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 32 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Assessment Terminology • Select2Perform – SHL’s system for testing candidates. • Sitting – single session, applicant completes an assessment. Twositting approach includes both Screening sitting and Selection sitting. • Unproctored – assessment may be taken anywhere with an internet connection. Sometimes this may be referred to as screening. • Proctored – assessment must be taken onsite. Sometimes this may be referred to as selection. • Recommend – applicant is recommended for further consideration in the recruiting process 33 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Assessment Terminology Library - Saved group of tests or solutions along with any pre-selected test(s) and/or session options that can be administered repeatedly. Job Template – An SHL created pre-packaged battery of assessments. Job – A re-useable bundle of one or more assessments that is used to assess candidates. Test Sitting – A test or group of tests that are taken by a candidate in a single administration. Job Links – A URL that is used by a candidate to launch a test session. ◦ Single Use Link – A unique link for each candidate that can be used to launch one session. ◦ Multiple Use Link – One link that can be used to launch unlimited sessions for candidates. 34 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 ATS Integration • If you are integrated with an ATS, please insert slides with screenshots. 35 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Login Screen To log into the Select2Perform system, please go to: www.select2perform.com and enter in your company code, along with your username and password. 36 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Home Page 1. 3. 2. 4. 37 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Agenda Why are we testing? About SHL Review Updated Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 38 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Creating a Job To create a new job (one for each position being hired for), select the Add Job link in any of the three locations displayed from the Home page. 39 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Choose the correct option based upon your testing needs. Quick setup using Tests and Libraries – Used for testing applicants on hard skills. Ex. Microsoft Word, Java, Typing • Quick setup using Job Templates – Used for testing applicants on soft skills (competency based). • Advanced setup using Tests, Libraries or Job Templates - Used for testing applicants on both hard and soft skills. 40 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Filling in the Basic Job Information *Note that this section is contained within all three job creation types (tests, job templates, and the combination of those two). 1. 2. 3. 4. 5. 6. 7. 8. Type a name for the job in the Job Title field. If applicable, type a reference in the Reference field. This can be a purchase order number, cost center, or other reference value. Click the Application Form list arrow and select an application form for this job. Click View to preview the selected application form. The default status is Active. If the job is not ready for applicants to access, de-select the Active checkbox. NOTE: applicants already in progress when a job is inactivated may complete their sessions. However, new applicants cannot be added to the job. Click the Favorites checkbox to add this job to the Favorite Jobs list in the Activity field on the home page. (If desired) Click the Hiring Team list arrow and click a hiring team .(If created). Only users authorized to use this hiring team can view this job Click the Location list arrow and click a location (if created).. This list is created under the Account Settings menu under Locations Click the Department list arrow and click a department for the job (if created). This list is created under the Account Settings menu Company Settings 41 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Quick setup using Tests and Libraries 1. 2. 3. Enter a test name in the search field or select an assessment from the available list. Click Add to add the assessment to the Selected Assessments list. To remove any list item select the name and click Remove To remove the entire list, click Remove All Click the Up and Down buttons to place items in the order you want For a description of the selected test, click the Description button. Name -- test name Description -- a brief explanation of this test Product -- product group of this test Category -- category group of this test # of Questions -- number of questions in the test Time Allowed -- amount of time permitted for this test Dimensions -- sub-component level of measurement Outline displays the Test Description, Product Category, Assessment Category, Assessment Type, Total Number of Questions, break-down of the number of questions for each skill level (Basic, Intermediate, Advance), topic names, the number of questions for each topic, and question details. Norms displays the table of norms, if available. 42 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Quick setup using Job Templates 1. In the Select a Job Family and Template field, select a job family from the Job Family pull-down menu. 2. Select a job template from the Job Template pull-down menu. For a description of the template, click the description icon to the right of the pull-down menu 43 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Advanced setup using Tests, Libraries or Job Templates 1. 2. 3. 4. 5. 6. 7. In the Select a Job Family and Template field, select a job family from the Job Family pull-down menu. Select a job template from the Job Template pull-down menu. For a description of the template, click the description icon to the right of the pull-down menu. You can add additional tests to the job template sittings. To add a new sitting, select a sitting from the following options in the ribbon bar: To add a sitting with test or library content, click the plus sign and select Testing To add a interview sitting, click the plus sign and select InterView To add a manual sitting, click the plus sign and select Manual Testing Enter a name for the report label in the Report Label field. In the Select Assessments field, select a category from the pulldown menu. Enter a test name in the search field or select an assessment from the available list. Click Add to add the assessment to the Selected Assessments list. To remove any list item select the name and click Remove To remove the entire list, click Remove All Click the Up and Down buttons to place items in the order you want * To add another sitting type, click the plus icon. More Options within Job Setup Click on the More Options button at the bottom of the job setup screen. 45 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 From the Job Setup screen, click on Administer Job. Determine at what point you would like to receive an email and what type of notification. You may have additional individuals receive the results by listing their email addresses. You may also choose to show your applicants their results (Summary or Detailed). It will default to None. When finished filling in this information, click on the Next button to complete your job. Agenda Why are we testing? About SHL Review Updated Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 47 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Administering the Assessment After logging into the Select2Perform system, click on the Assessments menu and then click on Manage Jobs. Once you have located your job from the search, clicklon the Administer icon. Or you may choose to show Favorite Jobs within the Activity menu on the Home Page. Once you have located your job, you may click on Administer. If your job is not located in the list, you may add it by clicking on Edit Favorites. Administering the Assessment (cont.) If you chose Single Use Links, you will have the following options: •Start Now – Allows your applicant to begin the assessment immediately on this pc. •Email to applicant – Allows you to send an email to your applicants containing the URL for testing. •Email to Administrator – Sends the administrator unique URLs in quantities that you specify. These URLs would then be assigned to the applicants. •eScore – If you have a paper format of the test, you are able to manually enter in the scores. If you chose Multiple Use Links, you will have the following options: •URL – May be clicked on to allow the applicant to immediately begin the assessment or it may be copied and pasted into another document. •Email Link – Allows you to send an email to your applicants containing the URL for testing. •eScore – If you have a paper format of the test, you are able to manually enter in the scores. 49 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Candidate Experience The first screen that the applicant will see upon entering the URL is the Assessment Login Screen. The applicant will need to click on the ‘Register Now’ button. 50 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 The applicant will be asked to enter in their name and create a login account. 51 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 The applicant will be asked to fill out the application form. * Please note that this may be customized. If you are interested in more details, please consult with your SHL representative. At this point, the applicant is brought in to begin the assessment. 52 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Agenda Why are we testing? About SHL Review Updated Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 53 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Viewing Results After logging into the Select2Perform system, click on the Assessments menu and then click on Manage Jobs. Once you have located your job from the search, click on the Summary Report icon. Or you may choose to show Favorite Jobs within the Activity menu on the Home Page. Once you have located your job, you may click on Results. If your job is not located in the list, you may add it by clicking on Edit Favorites. 54 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Score Reporting Click on the applicant name to view the application form. The system gives the applicant a Recommend or Not Recommend as well as an overall percentile score and competency scores. 55 Detailed reports are generated and can be viewed by clicking on the icon. Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Agenda Why are we testing? About SHL Review Updated Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 56 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Test Result Types • Pre-Packaged Job Solution ◦ These are assessments that measure multiple competencies for a specific job or a job level (i.e. Branch Manager, Admin). The individual scores for each competency are Percentile scores. The Detail Report also includes text to help interpret the candidate’s score for each of the competencies in the solution. 57 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Test Result Types Individual Test ◦ These measure a single skill or competency (i.e. Typing, C#). Depending on the nature of the test, the Detail Report may display the following results information: A score between 1.00 and 5.0 0(Information Technology, selected Software Skills tests) Net words per minute Gross words per minute Gross number of words Number of errors Error rate Total Keystrokes Percent Correct 58 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Let’s Define a Score • Scores = percentiles: ◦ Scale of 1 – 100 ◦ Compares applicants to “normative group” (database of applicants for similar positions) • Scores are NOT: ◦ Points correct e.g. 25 out of 42 points ◦ Percent correct e.g. 50% - 15 out of 30 correct 59 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Why Use Percentiles • Useful when combining multiple assessment types e.g. personality, bio-data, competencies • Each answer has a different score value e.g. 0, 0.25, 1, 2, -1 etc. • Different assessments have different scoring approaches e.g. personality may have 32 questions, but bio-data may have 15 questions [do better job explaining] • Percentiles provide a common scoring approach ◦ Example: An assessment has 4 components. Maximum raw scores = 10, 20, 25, 50 ◦ When computing overall score, 4th component (50) is weighted to not count 5X’s as much as the 1st component (10) 60 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Overall vs. Detailed Scores Overall score = each component rolled up into percentile score SHL’s best practice: overall score is the best indicator of successful performance. Why? Rare for someone to score high on all competencies; may have 1 or 2 low competency score but high overall score Low competency score; no cause for concern Competency scores used to seek further information i.e. during interview 61 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Recruiter Report 62 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Interview Report 63 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Development Report 64 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Agenda Why are we testing? About SHL Review Updated Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 65 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Searching for a Specific Applicant To access the search function, click on Results -> Manage applicants. 66 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 • Type the applicant’s information into the space(s) provided to begin the search • The search will output a list of applicants similar to the information provided • To access more detail, click on the name of the applicant for which you are searching The user will need to click on the Jobs tab to access details associated with the applicant’s assessment details Click on the View Results 67 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Creating Users within the System Click on Account Management -> Manage Users and then choose ‘Add’. Fill in all required fields ensuring that you assign the individual to a hiring team. The system will send an email to the person with his/her login information. 68 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 User Roles Role Description Hiring Manager A company employee who is responsible for managing the candidate once hired and who will review scores and interview the candidate. A Hiring Manager can view jobs and score reports. Proctor This user is responsible for starting and monitoring test sessions at a companycontrolled site. This person cannot view candidate scores. Proctor (Advanced) The user can administer and proctor test sessions. He or she can also view candidate scores. Recruiter The user can create jobs with any job template content (not skills tests). He or she can view score reports and administer test sessions. Job Manager The user can create jobs with any licensed content (skills tests or job templates) and can create libraries. He or she can view score reports and administer test sessions. The person given the most control and responsibility for the system within the Company Super User company. The Company Super User can perform all functions of the company administrator and create user roles and manage company settings. 69 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 For questions related to the platform: SHL Technical Support 800.899.7451 [email protected] 70 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Agenda Why are we testing? About SHL Review Updated Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 71 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Process Guidelines What is the policy for moving applicants to the next step following the assessment? What scores are considered Recommended. Insert your company policy here Are there any situations in which exceptions would be made? If so, what is the process for making that exception. Insert your company policy here 72 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Process Guidelines (cont.) Is there an internal executive sponsor for the program? Insert your company’s internal executive sponsor information. 73 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Process Guidelines (cont.) Where do I go if I have any questions about our company’s policy regarding the hiring process? Insert your company contact’s information here. Who adds new users? Who inactivates users who have left the company? Insert your company contact’s information here 74 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Process Guidelines (cont.) How are new employees trained? Insert your process for training new employees here. 75 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Process Guidelines (cont.) What is the go-forward plan to incorporate feedback about the tool, process, etc? Examples: Quarterly internal meeting with updates on usage, assessment compliance and feedback, internal focus groups or small team meetings to ask additional questions, solicit feedback from the field 76 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Agenda Why are we testing? About SHL Review Updated Selection Process System Overview – Testing Your Applicants ◦ Create A Job ◦ Assessment Administration ◦ Score Reporting Understanding Scores System Overview – Additional Features ◦ Applicant Search Process Guidelines Questions/Comments 77 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Do higher scores really suggest better job performance? • The assessment scoring is linear. That is, the higher an applicant’s score, the greater the chance that the applicant will perform satisfactorily on the job. Therefore, to raise your percentage of satisfactory employees, hire the top scorers whenever possible. 78 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Will the assessment always be right? • The assessment is a good predictor of future job performance and proficiency. However, it is not perfect and does not predict with 100% accuracy. Some applicants who score below the average still perform satisfactorily; some who score above average do poorly on the job. On average and over time, good assessment tools improve the business metrics that they are designed to predict. When hiring, use the scores with all of the other applicant information you have available (e.g., interview results) to make the best decision. 79 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Should I just use the assessment to make my judgments about who to hire? Wouldn’t that be more fair and objective? • Since no assessment can predict success on a job with 100% accuracy, it is important to always use all of the information you have about an applicant (e.g., interview and work experience) when making your hiring decision. 80 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Will the assessment tell me how much previous experience an applicant may have? • The assessment has been designed to predict which applicants are likely to demonstrate the competencies that are required for success in the given position. This does not imply, however, that they have previous experience in the job or industry. 81 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Are these assessment solutions legally defensible? • The assessment solutions have been developed by prominent and highly experienced Industrial/Organizational Psychologists. All solutions were designed in accordance with the relevant legal and professional requirements and guidelines. Individuals who score well on the competencies identified for the position are predicted to perform well on the job. 82 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Suggested Responses for Common Applicant Questions 83 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 “How did I score?” Never share the actual score with an applicant. For those who fail, you may want to comment similar to the following: ◦ “We have had a high level of response for this position and have other applicants whose skills, abilities, and backgrounds seem to be a better fit for the position. We encourage you to re-apply again in ‘x’ months if a position is available.” For those who pass, you may want to comment similar to the following: ◦ “We have had a high level of response for this position and are currently evaluating our applicants in order to make a determination in regards to who we would like to continue the application process with.” 84 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 “Why do I have to take this assessment?” • Suggested response: ◦ “This assessment is a requirement for our company’s application/interviewing process/ Each and every applicant for the ‘xx’ position will be going through the same set of requirements. This assessment is one of the first steps in the process and is not optional.” 85 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 “I have X amount of experience and have proven that I can do this type of job – I don’t believe I should be ruled out because of the assessment score.” The overall score provided by the SHL assessment will be a good predictor of future success on the job. The assessment will help you manage your hiring pool and you will be able to spend your time and energy on those individuals who already have the skills, abilities, and background experiences that have been identified as leading to success in the position. However, it is not perfect; it does not predict with 100% accuracy. Some applicants who score below average perform satisfactorily, some who score above average, do poorly on the job. For those who fail, you may want to comment similar to the following: ◦ “We have had a high level of response for this position and have other applicants whose skills, abilities, and backgrounds seem to be a better fit for the position. We encourage you to re-apply again in ‘x’ months if a position is available.” 86 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 “Can assessment solutions accurately predict on the job performance?” The Pre-Packaged Job Solutions are based on extensive research that includes employees from multiple jobs, locations, organizations, and industries. The solutions we provide have all been scientifically demonstrated to predict job performance and are designed to identify highpotential applicants. You may want to comment similar to the following: ◦ “The solutions are based on extensive research that includes employees from multiple jobs, locations, organizations and industries.” 87 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Anticipating Objections A key aspect of implementing an assessment program is anticipating and dealing with common questions and objections… “My Director took an entry level assessment and failed – what can I tell her?!” “I can’t fill my training class because of this test. Can we hire the people who failed?” “These tests are too long – can’t we just make it shorter?” 88 “We’ve tested 10 people. Can we run examine the results now?” “Does this test really work? My cousin failed, so it must be wrong.” Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 There are Several Key Messages to Communicate Early and Often On average and over time, good assessment tools improve the business metrics that they are designed to predict They won’t be right 100% of the time The assessments are designed to predict which candidates are likely to demonstrate the competencies required for success in a particular position They do not necessarily focus on previous job or industry experience The assessments are designed specifically to predict which candidates will be successful in this particular role This does not mean that people in more senior roles (requiring more autonomy etc.) are likely to do well on them 89 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017 Questions? 90 90 Version 2.0 Commercially confidential © SHL 2013 January 11, 2017
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