Our work with organizations typically begins by meeting the decision-makers and coming to understand how they perceive the company/project/department. We need to understand the background as well as the goals of the company/project/department.
The cornerstone of our work within organizations is the psychometric assessment of current and potential staff. Having the right person in the right job at the right time and providing the right challenge to the individual are important management considerations. It is also important to understand the values and psychological characteristics of the group within which the individual will work.
There are potentially four types of information to consider before hiring: interview impressions, referee comments, work history and psychometric data. It is however important to stress that the key to good staff selection does not only consist of a psychometric assessment but is just one important facet in the selection equation. It can aid in the assessment of an applicant’s ‘fit’ to an organisation and allows direct comparison of candidates on specific criteria.
Whilst some information can be obtained about an individual’s personal attributes by observation and interviewing, the four main aspects of the individual which are most significant in predicting job success are the most difficult to determine by these traditional methods. Consequently, psychometric tools are used to accurately assess the person’s strengths and development areas in the following areas
Ability – Ability tests measure a person’s present skills, such as level of verbal or numerical reasoning competence and their level of potential to learn new skills.
Personality – Personality scales are used to determine how a person will behave in certain situations, and how the abilities possessed will be put to use.
Aptitude – Aptitude tests measure the degree of potential a person has to develop job skills in certain areas of work (sales, accountancy, engineering, design, production etc).
Interests – Interest questionnaires measure a person’s preference for certain fields of work, giving a measure of a person’s application to work and ability to derive personal satisfaction from it.
The questionnaires, which are interpreted by qualified Psychologists, have the following advantages:
Objectivity – the results achieved are not distorted by personal opinions or biases.
Accuracy – offering a far more effective technique than any other method of assessment, as all tests/questionnaires have been carefully standardised using many thousands of cases.
Prediction – they measure not only what a person can do now, but also what that person will be able to do in the future, i.e. potential for development.
Complete and organised approach – they offer a comprehensive evaluation of people, so that no significant factors in the individual can be overlooked
Psychological assessments can add significant value to your own recruitment process in the following areas:
An assessment identifies strengths and development areas that are often hidden through traditional selection methods (eg. Interviews), improving selection decisions.
When used in the early stages of high volume assignments/projects (sales and customer service staff, graduates, trainees etc) testing significantly reduces the number of candidates in order to draw up short lists, saving managers and HR time and money.
Assessment results aid in the management and motivation of new employees, improving productivity and performance.
A multi pronged approach is the most effective means of assessing a candidate’s suitability for a role. There are four potential sources of information about a candidate ie: psychological data, interview impressions, work history, and references. Each of these sources contributes approximately 25% of available information about a candidate. By not utilising psychological assessment, you are making a decision based on only 75% of the available information.
Which candidate fits the job and the company best? Is the candidate smart enough for the job? Is there talent to grow? Does the candidate have enough “emotional intelligence” to work effectively as a manager? Which development direction is best for my manager? Is she ready to be promoted? I have a problem person–can his behaviour problem be solved?
For many years, psychologists have helped executives and managers answer these questions about their people. Some call it psychological assessment. Some call it psychological profiling. Some even call it “getting shrunk.” No matter what you call it, psychometric assessment helps you to know more about the people you want to hire, promote, coach, or counsel.
Psychometric Assessment Options
The Assessment Process
The assessment process can be adapted to the changing circumstances in the organization. It is however recommended that the process be introduced to the staff in a transparent and empathic manner. I am available to discuss and participate in the introduction process. .
2. Interpersonal skills assessment using simulation exercises.
3. Personality style assessment using a recognised questionnaire with South African norms.
4. Feedback to management
5. Optional Developmental feedback to candidate and manager/coach
||As above plus 1 hour for the simulation exercise|
|As Option 2, however using assessment tools of greater complexity and norms relevant to the job level.||Similar to the timing for Option 2. The cognitive assessment will require an additional 30 minutes|
|Additional Cognitive Assessment:
Using the Cognitive Process Profile, a comprehensive assessment of thinking style. The report contains a detailed development guide
|1 – 2 hours plus 1 hour for a feedback session.|
|Additional Development Option for Executives:
1. A 360 Degree assessment using an internet based confidential questionnaire, the TLCP, which is described below
|Approximately 30 minutes per questionnaire for each candidate and each of the identified respondees (ideally seniors, peers and juniors)|
2. Developmental feedback to candidate.
|Online Assesments||One hour|
1. Personality -15FQ+
|30 to 60 minutes|
2. Personality – Jung Type Indicator
3. Personality – Occupational Personality Profile
4. Interest – Occupational interest Profile
5. Telephonic feedback session
When one door closes, another opens, but we often look so long and so regretfully upon the closed door that we do not see the one which has opened for us.
Alexander Graham Bell
Why Executive Coaching?
Executive coaching (E.C.) is a personal service for those who want to achieve specific career goals. It consists of a contracted number of sessions between the Executive and the Coach where goals are set, plans drawn up and progress monitored.
The use of a coach can create dividends at various stages of an individual’s career and gives the Executive that extra edge.
Executive Coaching is a partnership which provides you with valuable feedback, insight, mentorship and guidance from an external vantage point. A coach not only understands you and your work environment, but also introduces you to new challenges, previously unknown options, and more productive and satisfying ways of being.
When can executive coaching be useful?
Executive Coaching can be particularly useful when the Executive is:
Faced with major decisions.
Facing any career transition.
Preparing for the next career challenge.
Newly promoted to a senior position.
Overwhelmed by all that is demanded of him/her.
Having to cope with situations at work for which she/he is not trained.
Experiencing challenging relationships with your peers, employees or seniors.
The professional executive coach needs to have the following experience, skills, knowledge and attributes
A thorough understanding of contemporary business and corporate culture
Insight into people’s inner dynamics, their behaviour and their relationships
Empathy and superior listening skills
The ability to see the big picture
Several years experience
The ability to communicate openly and directly
Integrity which ensures confidentiality
Flexibility to adapt to the unexpected
Why Hilton Calder?
I am a registered Clinical Psychologist with
Private and public sector experience
First hand management and specialist work experience
Individual and team development experience since 1979
Experience in a wide variety of organizations, corporate and small business in several sectors
A holistic approach to change based on the general systems theory
I regard communication to be of the utmost importance and use a communication style model as a cornerstone of my approach
The other elements forming the foundation of my approach are realism, understanding and creativity
The skills, knowledge and desire to be a PROFESSIONAL EXECUTIVE COACH