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.
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<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
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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
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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
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Why Measure Talent Using Online Assessments?
1
Effective
4
2
Efficient
Compliant
3
Relevant
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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
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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.
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Compliant Assessment Programs
• Based on documented job requirements
• Objective and consistent administration
• Job-related assessments reduce likelihood of
complaints
• Monitor for adverse impact
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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
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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
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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
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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
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Potential Entry-Level solution: Tellers
Components
•
•
Teller Simulation
Count out the Money
•
•
•
•
Collaboration
Thoroughness
Reliability
Achievement
•
Service
Professionalism
Sample Item
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Potential Experienced solution: Management Associates
Components
•
Graduate MMSJT
•
Deductive Reasoning
Ability
•
•
•
•
Innovation
Independence
Reliability
Achievement
•
Professional
Potential
Sample Item
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Potential Manager Solution: Branch Managers
Components
•
•
Coaching Simulation
Manager Inbox
•
Deductive Reasoning
Ability
•
•
•
•
Innovation
Independence
Reliability
Achievement
•
Management
Potential
Sample Item
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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
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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
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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
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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.
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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
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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
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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]
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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
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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?
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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
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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
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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)?
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Questions
• Any questions thus far regarding assessments, the vendor or the
updated selection process?
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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
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Talent Measurement Process
Sourcing
Pre-Screen
Web Assessments
Unproctored
Office Assessments
Proctored
Interview Guides
Background Screen
High-performing Employee
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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
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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
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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.
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ATS Integration
• If you are integrated with an ATS, please insert slides with
screenshots.
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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.
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Home Page
1.
3.
2.
4.
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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
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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.
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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.
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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
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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.
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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
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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.
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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
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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.
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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.
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The applicant will be asked to enter in their name and create a login account.
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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.
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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
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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.
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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.
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Detailed reports are
generated and can
be viewed by clicking
on the icon.
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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
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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.
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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
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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
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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)
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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
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Recruiter Report
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Interview Report
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Development Report
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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
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Searching for a Specific Applicant
To access the search function, click on Results -> Manage applicants.
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• 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
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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.
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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.
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For questions related to the platform:
SHL Technical Support
800.899.7451
[email protected]
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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
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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
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Process Guidelines (cont.)
Is there an internal executive sponsor for the program?
Insert your company’s internal executive sponsor
information.
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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
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Process Guidelines (cont.)
How are new employees trained?
Insert your process for training new employees here.
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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
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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
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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.
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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.
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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.
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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.
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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.
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Suggested Responses for Common Applicant Questions
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“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.”
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“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.”
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“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.”
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“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.”
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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?”
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“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.”
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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
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Questions?
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