Psychological Assessment

In assessing the appropriateness of individuals for particular positions it is useful to consider:

• experience;
• qualifications;
• intellectual capacity;
• personality attributes.

Experience and qualifications tell us what a person has done. Information on intellectual capacity and personality can tell us how well a person can apply that experience and those qualifications to a position.

Each of those elements contributes to the totality of resources that a person can bring to a role. It is the combination of those elements that is important and it is appropriate to make a judgment in respect of data gathered under each of those headings or elements.

Psychological test data contributes to the knowledge that we have of the person. However, psychological tests are not the be all and end all. They inject objectivity into what is otherwise a possibly subjective situation.

Individual employee’s perspective

From the point of view of individual employees the following benefits derive from the inclusion of psychological test data in the assessment process:

• The individual sees the process as objective and can be confident in the knowledge that he or she has been measured against a common yardstick. This may lessen concerns of favouritism being displayed by an assessor (Manager) because of previous working or social relationships.
• The individual can benefit from feedback, utilising that feedback in training and career development. That applies to both reasoning ability measures and to personality attributes.
• The individual is less likely to be placed in a role which is beyond his or her capabilities both in terms of reasoning abilities and personality attributes. The psychological test data assists in avoiding unacceptable risk from the point of view of the individual.
• The individual is able to demonstrate development and career potential both in terms of reasoning abilities and personality attributes that may otherwise go unnoticed by assessors (Managers).

Manager’s perspective

From the point of view of assessors (Managers) the following benefits derive:

• Managers have access to objective and additional information which cannot be gained by way of interview. In this regard Managers may well make some assumptions, for instance in respect of the reasoning ability levels of individuals but my own experience of 20 years tells me that these are guesses at best and I include myself as one of those whose predictions of reasoning ability results based on interview have at times been well wide of the mark.
• Managers can take a check on their perceptions.
• Managers can be protected to some extent from charges of subjectivity through the introduction of objective data and a preparedness to consider the data. Managers can thus be seen by other Managers, the individuals being assessed and by the General Manager and Managing Director as being objective and even handed in their appraisal.
• Managers can benefit from having increased knowledge of a person’s capabilities insofar as they are able then to make more appropriate decisions with respect to the redeployment of people from time to time. Managers are afforded more flexibility.
• Managers can also appreciate the potential for development of each individual so as to be alert to opportunities for such development. Managers are afforded assistance in respect of succession planning.

General Manager’s perspective

From the point of view of the General Manager:

• The General Manager can gain information and insights providing an objective view of supervisory level personnel.
• The General Manager can become aware of the development potential of Stratum II personnel.
• The General Manager is assisted in discussions with Managers about issues of performance and career development related to supervisory level personnel.
• The General Manager can know that the Managers have had objective data available and that they have been encouraged to take an objective view.
• The General Manager can assure the troops generally that the business of assessment is being conducted in a fair, objective and equitable manner.
• The General Manager can point to a certain transparency in the process.

In a nut shell psychological data gathering can contribute to the process by lessening the risk of an appointment that is inappropriate for the individual and/or the organisation.

In addition it supports:

• objectivity;
• transparency;
• development – both from the point of view of the individual and in the interests also of the organisation.