Psycho Metrics in Corporate India

8/9/2019 Psycho Metrics in Corporate India

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CORPORATEINDIAAFOCUSGROUPSTUDYRanjanSinha,MBADr.CabotJaffee,PhD.Dr.VasanthiSrinivasan,PhD.ReimaraValk,MSc.ChandanaReddyBy:PSYCHOMETRICSINKnowledgeSeries-1CORPORATEINDIAAFOCUSGROUPSTUDYRanjanSinha,MBADr.CabotJaffee,PhD.Dr.VasanthiSrinivasan,PhD.

ReimaraValk,MSc.ChandanaReddyBy:PSYCHOMETRICSINKnowledgeSeries-1


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TABLEOF

CONTENTS

*ExecutiveSummaryPg.1*Thesciencebehindtheart

ofHumanResourceManagementPg.2-31.1Psychometrics*Objectives&MethodologyPg.

3-42.1ObjectivesoftheStudy2.2Methodology*CurrentStateofPsychometricsinIndiaPg.4-63.1IndiaStory3.2Psychometrictoolscurrentlyused

inIndia3.3


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Purposeofusingpsychometricassessmenttools3.4

Useofpsychometrictoolsatdifferentjoblevels:3.5RecruitmentandSelection

Process:Theimportanceofpsychometricassessmenttools3.6Thelayersinrecruitment/selection

processandtheuseofpsychometrictools*EmergingtrendsandBest-suitedassessmentpracticesPg.6-94.1Gapsincurrentavailability/usageofpsychometricassessmentstools

4.2Challenges/Reluctancein


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usingpsychometricassessmenttools4.3Expectationsfrom

PsychometricTools4.4Testvalidityandreliability4.5Conclusion4.6Recommendations4.7

HiringRiskManagementSystem*AuthorsPg.10*AboutGlobalTalentMetrics

Pg.11*ReferencesPg.12


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EXECUTIVESUMMARY

Some

HRprofessionalsinIndiastillquestionthevalidityandcredibilityofpsychometric

assessmentsordiscounttheuseofsuchtools.

Sixfocus

groupssessionswereconductedinMumbai,BangaloreandDelhi,betweenJanuaryandFebruary2009.

InIndia,itiscriticalfororganizationsto

deploypsychometricassessments


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thatareeasytoadministerandprovide

resultsthatarefast,accurateandpredictive.Themostfrequentlymentionedpurpose

ofusingpsychometricassessmenttoolswasfortherecruitmentandselection.Thenextfrequentlymentionedpurposewaslearningand

development.

Psychometrictoolsweremostlyusedforentryleveljobpositions,55%candidatesreportedusingpsychometricsfor.

Mostrespondentsalsoindicated

thatPsychometrictests


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areusedinthehiringprocessas

avalidationtoolforinterviewsandarethereforeoftenadministeredafterinterviewing

MostcompaniesindicatedtheuseofExecutiveSearchfirmsforsourcingseniormanagement

staff.

Whiletheprincipalmeansofselectingapplicantsisthroughinterviews,participantshighlightedseveraldrawbacksintheuseofinterviewsasa

methodtohiring


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talent,AprominentopinionwasthatInterviews

comewithanelementofbiasOrganizationsarehiringlargenumberof

people,oneoftheparticipantshighlightedtheirvolumehiringtobeinthe

rangeof2000peopleperyearatacampuslevel.

ParticipantsexpressedaneedforanIndia-focusedpsychometricassessmentwhichuntildatethey

hadnotfound.


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Akeyreasonforavoidingpsychometricassessments

wasduetothelackofknowledgeinpsychometrics,itsuses,applicability

andawarenessoftheproduct.AchallengethatHRmanagerscurrentlyusingsuch

assessmentsfacedwastheinterpretationoftestresults.

Thetoughestchallengewastosellpsychometricassessmenttoolstohighermanagement,convincingmanagementof

thebenefitsand


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buildingabeliefthatavaliddecision

canbemadeonahiringtool.Contextbackgroundiscrucial.Varianceintheworkplacematters

alot.InterpretationinIndiancontextwillbedifferent.Thestaffingbudgetallocateddependsonthelevelof

recruitmentandstabilityoforganization.

Define,measureanddocumentexcellenceforyourorganizationbyimplementingpsychometricassessmenttoolstoaddresstherightfit

ofacandidate


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withyourorganizationandtoensureperformance

excellenceandenduredtenure.Mostparticipantswishedforatoolthatcan

decidewhetherthecandidateisthe"RightFit"fortheorganization.Manyparticipants

preferredatoolthatisonlinewhichmakesitflexible,consistentandcosteffective.

HiringRiskManagementSystemsthroughproven,validatedandrelevant

methodscollectdata


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aboutaperson(typicallyusingpsychometrictools),

his/herhistorical"performancedata(ifitexists)andcombinesitwithorganizational

andjobrelatedfactorsusingpredictiveanalyticstoprovideaneasytouse

decisionmakingtoolasaninterviewguideforrecruitersandmanagers.


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THESCIENCEBEHINDTHEARTOFHUMANRESOURCEMANAGEMENTTHESCIENCEBEHINDTHEARTOFHUMANRESOURCEMANAGEMENTWithaliabilityto

buildwelloiled"peopleproductionlines"fororganizations,theroleofthe

HRisundoubtedlythemostvitalforanybusiness.Whatbeganasan

administrativefunctionwithinabusinesshastodaytransformedintoafunctionthatbuildsandmanagestheorganizations'employeelife-cycle.ThedawnofHRasa

strategicfunctioncan


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bemarkedtowhentheterm"Organizations"

supersededtheterm"Businesses".Ascompaniesgraduatedfrombusinessestoorganizations,managing

andimprovingtheemployeelife-cyclewasequatedtothegrowthoftheorganization.

Throughstructuredmethodsandinnovativeconceptsevolvedseveraltalentmanagementandenrichmentsystemsandprocessthatmakeuptoday'sHRfunction.

Thesesystems

andprocessesessentially


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revolvearoundthefollowingkeyareas:-Recruitment

andselection-Individualdevelopmentprograms-Learninganddevelopment-Competencymapping-Promotionsand

appraisalprocesses-Careerplanning-Coachingandcounseling-Successionplanning-Benchmarkinginternalpeopleand

theindustry-Assessingleadershipskills-Employeeengagement

Organizationshaveincreasinglyinnovatedtools,systemsandprocessesalongthesephasestoensuretheyacquire,foster

andretainthe


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"Right"talent.Companiesinvestsignificanttimeand

moneytoacquiretheseassets.Everytimeacompanyextendsanoffer,

itneedstoanswerfewcriticalquestionssuchas:

"Willthe

personbeabletoperformthejobandtowhatlevelofexcellence?""Willthepersonstayinthejoblongenoughtojustifythe

coststhatare


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associatedwithhiringandtrainingtheperson"

i.e.Doesmycompanyofferwhatthispersonislookingforin

termsofhispsychological,sociologicalanddemographicalneeds?

Mostofthese

decisionsaretakentypicallythroughanebulousprocessofunstructuredinterview,utilizinginformationaboutthecandidatethatisconfinedtoaresume(notnecessarilyan

unbiasedoraccurate


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representationoftheindividual)andtherecruiters

ormanagersinterpretationof"right"talent,withscopeforbiasexposingthe

organizationtosignificanthiringrisks.Withtheriskofmisjudgedhiringloominghigh

andchallengedbytheneedtoacquiretalentforhighimpactjobsandinmostcases,volumehiring,recruitersandHRexecutivesarefacedwith

adauntingchallenge.


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Withtherisksofhiringloominghigh

onhiringsystemsandprocesses,organisationsareinfusingscientificmethodsintothe

traditionalhiringsystemsanprocesses,toreinforcethe"Right"quotientinthetalent

acquiringprocess.


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Psychometricsisthefieldofstudyconcernedwiththetheoryandtechniqueofeducationalandpsychologicalmeasurement,whichincludesthemeasurementofknowledge,abilities,attitudes,andpersonalitytraits.Itisprimarilyconcernedwiththestudyofmeasurementinstrumentssuchasquestionnairesandtests.Muchoftheearlytheoreticalandappliedworkinpsychometricswasundertakeninanattempttomeasureintelligence.

OriginallybuiltduringtheWorldWarera,psychometricalgorithmshavesincebeenmimickedasatoolandmodelacrosstheglobe.Thishas,throughtime,ledHRprofessionalstoquestionthevalidityandcredibilityofpsychometricassessmentsordiscounttheuseofsuchtools.TherationaleforthepresentstudywastoexplorethecurrentstateofpsychometricassessmentsusedbyorganizationsinIndia.Maintaininganindustryapproachtoidentifygapsinavailablepsychometricassessmenttools&theneedforenhancements,focusgroupstudywasconductedinkeycitiesacrossthecountrybyinvitingseniorHRprofessionalsworkinginvariedsectors.Adoptingaqualitativemethodologyofresearch,topicssuchaspsychometrictoolsinuse,recruitment,attrition,costsofrecruitment&attritionwerestudiedindetail.Weusebasictestsforrecruitmentandhaveavoidedpsychometricassessmentsincetheseasses

smentsarenotvalidatedforIndia.Thecompanyalsodevelopstrainingprogramsaroundthebasictests,usedpreandposttraining.Byrepeatedmatchingtheyareabletoidentifyandmeasuretheirtalentpoolforverybasicfactors:saystheVP-HRofaleadingautomotivegiant.Source:GlobalTalentMetrics:FocusGroupStudy.OBJECTIVES&METHODOLOGYOBJECTIVES&METHODOLOGYPSYCHOMETRICSOBJECTIVESOFTHEFOCUSGROUPSTheprimeobjectiveofthefocusgroupswastoexplorethepsychometricassessmentlandscaeinIndia.Thestudywasaimedtogainthefollowinginsights:ThevarietyofpsychometricassessmentsthatareusedbyorganizationsinIndia."Ihaveseentheuseofmanypsychometrictoolswhetherinselection,trainingofdevelopmentandinassessmentscenters.WhatIwouldalsoliketounderstandfromthissessionthoughinteractions,istheexperienceofpeopleusingpsychometricandhowtheotherfunctionswouldlookatpsychometriccontributingtothebusiness."

(HeadHR,AleadingManufacturingcompany)4Psychometricsisthefieldofstudyconcernedwiththetheoryandtechniqueofeducationalandpsychologicalmeasurement,whichincludesthemeasurementofknowledge,abilities,attitudes,andpersonalitytraits.Itisprimarilyconcernedwiththestudyofmeasurementinstrumentssuchasquestionnairesandtests.Muchoftheearlytheoreticalandappliedworkinpsychometricswasundertakeninanattempttomeasureintelligence.OriginallybuiltduringtheWorldWarera,psychometricalgorithmshavesincebeenmimickedasatoolandmodelacrosstheglobe.Thishas,throughtime,ledHRprofessionalstoquestionthevalidityandcredibilityofpsychometricassessmentsordiscounttheuseofsuchtools.TherationaleforthepresentstudywastoexplorethecurrentstateofpsychometricassessmentsusedbyorganizationsinIndia.Maintaininganindustryapproachtoidentifygapsinavailablepsychometricassessmenttools&theneedforenhancements,focusgroupstudywasconductedinkeycitiesacrossthecountrybyinvitingseniorHRprofessionalsworkinginvariedsectors.Adoptingaqualitativemethodologyofresearch,topicssuchaspsychometrictoolsinuse,recruitment,attrition,costsofrecruitment&attritionwerestudiedindetail.WeusebasictestsforrecruitmentandhaveavoidedpsychometricassessmentsincetheseassessmentsarenotvalidatedforIndia.Thecompanyalsodevelopstrainingprogramsaroundthebasictests,usedpreandposttraining.Byrepeatedmatchingtheyareabletoidentifyandmeasuretheirtalentpoolforverybasicfactors:saystheVP-HRofaleadingautomotivegiant.Source:GlobalTalentMetrics:FocusGroupStudy.OBJECTIVES&METHODOLOGYOBJECTIVES&METHODOLOGYPSYCHOMETRICSOBJECTIVESOFTHEFOCUSGRO

UPSTheprimeobjectiveofthefocusgroupswastoexplorethepsychometricassessmentlandscaeinIndia.Thestudywasaimedtogainthefollowinginsights:ThevarietyofpsychometricassessmentsthatareusedbyorganizationsinIndia.


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"Ihaveseentheuseofmanypsychometrictoolswhetherinselection,trainingofdevelopmentandinassessmentscenters.WhatIwouldalsoliketounderstandfromthissessionthoughinteractions,istheexperienceofpeopleusingpsychometricandhowtheotherfunctionswouldlookatpsychometriccontributingtothebusiness."(HeadHR,AleadingManufacturingcompany)4


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Understandthestagesoftalentacquisition/engagement

inwhichthepsychometricassessmentsarebeingused:

Sourcing.

Hiring.Retention.Training&Development.Exit

"WeareheretoknowthatwhatmorehasevolvedinpsychometrictestingandhowitcanbecomeamuchmoreclosertoHRthanwhatitwasearlier.ItstillcarriesthatimageofthatitisatestandIwo

uldliketofindsomethinghidden,Idon'tknow.Whetherpeopleundergoingthisstilltodaytheyfeeluncomfortableanditistimetomakethemcomfortable.That'swhereI'mtrying"(DirectorHR,Awhite-goodsmanufacturingcompany,)Demonstratethe"gaps"oropportunitiesforimprovingthestateofpsychometricassessmentsinIndia.DiscusstheassessmentsthatprovideIndian-basedcompaniesan

opportunitytoreduce


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theircost-per-hire.Mostimportantly,shareknowledgeon

howorganizationscanimprovetheirquality-of-hire.

METHODOLOGY

In

ordertogatherinformationonthecurrentstateofpsychometricassessmentsandthe

productsinIndia,seniorHRprofessionalsfromacrossindustries,sectorsandorganisationswereinvitedtoattendfocusgroupstudiesconductedacrossthecountry.

Locations&time


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period

Sixfocusgroupssessions

wereconducted,2sessionsacross3metropolitancitiesin:Mumbai,Bangaloreand

Delhi,betweenJanuaryandFebruary2009.Thefocusgroupsessionswereheldat

renownedhotels,awayfromthecorporateenvironment,ensuringparticipantsnetworked&sharedopinions,thoughtsandideas.

Eachsessionhadafacilitator,amoderator&aresearchassociate.The

facilitatorbrieflyexplained


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thepurposeofthefocusgroupsessions

andintroducedthefocusgroupteam.Themoderatorguidedthediscussionfromtopicto

topic,probedandencourageddiscussion,ensuringdisciplineduseoftime,givingallparticipantsthe

opportunitytocontributetheirviews.Usingexamplessuchastherecruitmentofapilot,participantswereencouragedtoidentifyappropriateassessmenttoolsforspecificjob

skillsandcompetencies.This


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methodwouldbeaneffectivewaytoprobe

theissuesHRprofessionalsarefacing,particularlyidentifyingbarrierstousepsychometricassessment

toolsandperceivedbenefitsofthetoolsthatparticipantswerecurrentlyusingin

theircompaniesorhadusedincompaniestheyhadworkedforearlier.Opendiscussionswereheldtoinvestigatewhetherparticipantsfeltthattheysharedsimilar

experiencesinusing


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psychometricassessmenttoolsandtobuilda

synergyofideasinadynamicway.Thetopicsincludedrecruitmentand

selectionprocesses,usage,utilityandcostsofpsychometricassessmenttoolsandthepurpose

ofusingsuchtools.

Someofthequestionsaskedwere:

1.Doyouhaveexperiencewithusingpsychometricassessmenttools?2.

Whatisyour


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organization'spurposeofusingpsychometricassessmenttools?

Forexample,recruitment,selection,placement,training,development,promotionsetc.3.Whatisthecurrenthiringprocess,For

example,psychometrictests,interviews,assessmentcenters,referenceandbackgroundchecketc.


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Theresearchassociate,inadditiontothemoderator,posedquestionsontopicsthathadnotyetbeenaddressedbyparticipantsortoprobefurtheronaparticulartopicinordertomeettheoriginalaimsofcnductingthesefocusgroupsessionsandtryingtoidentifygapsinthefindingssofar.Awhiteboardwasusedtovisualizetheissuesaddressedbyparticipants.Allsessionswerevideotapedforprecisereferencesforthefuture.FocusgroupdataanalysisToanalyzethequalitativedata,contentanalysiswasconducted&fo

cusedonanalyzingthefrequencyofparticularwordsorphrases.Aninitialgroupingbyemergingthemes&topicsincludingthefrequencywasmadebytheresearchassociate.Thestructuredtranscriptswerethenexaminedbythemoderator&recurringthemeswereidentified.Acomparisonwasmadewithnotesmadebyboththemoderator&theresearchassociate.Quotationswhichillustratekeyissueswereidentified&arementionedinthenextsection.CURRENTSTATEOFPSYCHOMETRICSININDIACURRENTSTATEOFPSYCHOMETRICSININDIATheresearchassociate,inadditiontothemoderator,posedquestionsontopicsthathadnotyetbeenaddressedbyparticipantsortoprobefurtheronaparticulartopicinordertomeettheoriginalaimsofcnductingthesefocusgroupsessionsandtryingtoidentifygapsinthefindingssofar.Awhiteboardwasusedtovisualizetheissuesaddressedbyparticipants.Allsessionswerevideotapedforprecisereferencesforthefuture.FocusgroupdataanalysisToanalyzethequalitativedata,contentanalysiswasconducted&fo

cusedonanalyzingthefrequencyofparticularwordsorphrases.Aninitialgroupingbyemergingthemes&topicsincludingthefrequencywasmadebytheresearchassociate.Thestructuredtranscriptswerethenexaminedbythemoderator&recurringthemeswereidentified.Acomparisonwasmadewithnotesmadebyboththemoderator&theresearchassociate.Quotationswhichillustratekeyissueswereidentified&arementionedinthenextsection.CURRENTSTATEOFPSYCHOMETRICSININDIACURRENTSTATEOFPSYCHOMETRICSININDIATHEINDIASTORY

Whilepsychometrics

isbroadlyaneffectiveandefficienttoolformanagingtalent,itsdeliveryandimpacthasbeenquestionedtimeandagain.ManyHRprofessionalswhowork

instaffingface


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constantpressurefromtheirinternalclientgroups

todeliverqualifiedcandidatesquicklyand,asaresult,theylackthe

timeandresourcestocreatenewrecruitingandselectionprograms.InIndia,where

thelabourmarketprovidesafargreaternumberofcandidatesperjobopening,itiscriticalfororganizationstodeploypsychometricassessmentsthatareeasy

toadministerand


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provideresultsthatarefast,&accurate.

Clearly,anyassessmentthatreducescost-per-hireandimprovesthetimeassociatedwith

fillingopeningsaddsvalue.Ultimately,however,theassessmentshouldimprovequality-of-hire,whichis

atrueleadingindicatorinpredictingperformance,turnoverandoperatingresults.

Alotoffactorsareconsideredwhilebuildingapsychometricassessmentsolution,

whichincludethe


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stateofthelabourmarketandthe

country'ssocialenvironment.PsychometrictestsarewidelyusedintheUSand

Europe.However,psychometricassessmentsarenascentinIndia.Whenpsychometrictestingwasintroduced

inIndia,itwashailedasa"majorhelp"toorganizationsastheyattemptedtofindtherightpeople,withtherightframeofmind.

Thebelowdiagram


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mapssomeoftheprominentpsychometricassessments

servicesinIndiaontheprice&experienceleveloftheemployee

forwhichthetoolshavebeendesigned.Theobjectiveofthistableis

toprovideacomprehensiveviewenablingorganizationstoidentifytherightpsychometricassessmentsolutionbasedontheirhiringpatternandtheirbudget.


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7PSYCHOMETRICLANDSCAPEININDIA:PSYCHOMETRICTOOLSCURRENTLYUSEDININDIA-Thomasprofiling-16PF-FiroB-PredictiveIndex-DISC-MBTI-Work-basedsimulation-Technicaltests-Behavioraltests-Aptitude:verbalreasoning,mathematics,problem-solving,generalknowledge-IQtests-PersonalityandPreferenceInventory-Normative(PAPI):UsedpredominantlyusedinIndiaforhiring.Itisalsousedforpeoplewhoareinthesystemwithupto2yearsofexperience.

THREECOMPANIESMENTIONEDRATHERUNKNOWNTOOLS:-SHL:competencytoolforIndia.TheparticipanthasusedthetoolinSingapore,HongKongandtheUKincomparativegroupsandhasmadeacomparisontotheIndiangroup.-TheHayGroup'spsychometrictoolevaluates6differenttypesofleadership.Thetoolisusedforidentifyinghis/herleadershipstyleandtheshortcomingsandimprovementsforthesame.Expertsbelievethatatleast4leadershipstylesaretakenasabenchmarkofgoodleadershipskills.Asinglestylecannotworkfortheorganizationforever;therolemightchangedemandingadifferentskillsettheindividualwillthereforeneedtobeabletoadapthis/herleadershipstyleaccordingly.6Years+2-5Years0-2Years0100PAC,Meta-I,STG,SkillProfiler,

MeritTrac&others2004006008001000+1200SHLTHOMASDDISHL,DDI,andothersaredistributorsofproductsandnotinnovatorsordevelopersoftoolsfortheIndianmarket7PSYCHOMETRICLANDSCAPEININDIA:PSYCHOMETRICTOOLSCURRENTLYUSEDININDIA-Thomasprofiling-16PF-FiroB-PredictiveIndex-DISC-MBTI-Work-basedsimulation-Technicaltests-Behavioraltests-Aptitude:verbalreasoning,mathematics,problem-solving,generalknowledge-IQtests-PersonalityandPreferenceInventory-Normative(PAPI):UsedpredominantlyusedinIndiaforhiring.Itisalsousedforpeoplewhoareinthesystemwithupto2yearsofexperience.THREECOMPANIESMENTIONEDRATHERUNKNOWNTOOLS:-SHL:competencytoolforIndia.TheparticipanthasusedthetoolinSingapore,HongKongandtheUKincomparativegroupsandhasmadeacomparisontotheIndiangroup.-TheHayGroup'spsychometrictoolevaluates6differenttypesofleadership.Thetoolisused

foridentifyinghis/herleadershipstyleandtheshortcomingsandimprovementsforthesame.Expertsbelievethatatleast4leadershipstylesaretakenasabenchmarkofgoodleadershipskills.Asinglestylecannotworkfortheorganizationforever;therolemightchangedemandingadifferentskillsettheindividualwillthereforeneedtobeabletoadapthis/herleadershipstyleaccordingly.6Years+2-5Years0-2Years0100PAC,Meta-I,STG,SkillProfiler,MeritTrac&others2004006008001000+1200SHLTHOMASDDISHL,DDI,andothersaredistributorsofproductsandnotinnovatorsordevelopersoftoolsfortheIndianmarket


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Thebarchartbelow(seefigure

2),showstheteststhatparticipantsusedintheirorganizationsorhad

usedinpreviousorganizations.Inadditiontosomewell-knownpsychometrictests,participantsalso

mentionedtheuseofrelativelyunknown,ratherrecentlydevelopedin-housetests.ItwasrecordedthatpersonalitytestssuchasMyersBriggsTypeIndicator(MBTI)and

PreferenceInventory-Normative(PAPI)


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areusedinIndiapredominantlyforhiring.

Thomasprofiling16PF

Psychometricassessmenttools

FiroB

PredictiveIndex

6

DISCNumerical/verbal/listeningBelbinrolesAptitudetests

5

TAT(especiallyatentrylevels)WATSituationaltestsGroupexercises/casestudies

4

GRIDanalysis

1

Typesoftools

Frequency

3

2


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1

0

IQandEQtestsatentrylevel)MBTISimulationtestsSkillsbasedtestatentrylevelTechnicaltestsBehaviouraltestsDPQMIPMAP

InventoryCaliberCPI260Gallops(usedfordevelopment)TechnicaltestsSHLHayGrouptoolPAPI

PURPOSE

OFUSINGPSYCHOMETRICASSESSMENTTOOLS

Themostfrequentlymentionedpurposeofusingpsychometricassessmenttoolswasfortherecruitmentandselection.Thenextfrequentlymentioned

purposewaslearning


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anddevelopment.Competencymapping,performanceappraisaland

usingtoolsforvalidationofotherassessmentpracticessuchasinterviewswere

reportedequally.Followingthetwoprimepurposesforusageofpsychometricassessmenttools,

broadrangeofpurposeswasmentionedbytheparticipantscoveringthefullHumanCapitalcyclefromrecruitmenttoexit.Figure1belowshowsthefull

rangeandthe


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frequencyofusesharedbyparticipants.

Useofpsychometricassessmenttools

Recruitment/hiring9promotionlearning&development8careerplanning/development

on-boardingmanpowerplanning7placementtraining6coaching&counselingcompetencymapping5performanceappraisal

Frequency1Purposeofusage

4

3

2

1

0

growthpotential

P-O

fit


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Talentmanagement/Talentmappingsuccessionplanning

Benchmarkinginternalpeople/industry

SWOTanalysisemployees

employeeengagement

validation(ofotherrecr.

practices)Leadership/supervisory/managerialskills

reducingattrition

retention

capabilityassessment


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Psychometrictoolsweremostlyusedforentryleveljobpositions.Thepiechartshowsthepercentageofusageateachjoblevel.ParticularlyinITcompanies,psychometricassessmentsareusedforentrylevel.Participantsjustifiedtheuseornon-useofpsychometricassessmenttoolsattheselevels:"Incampushiringpsychometrictoolsarenotused,becauseofthecostsandthetime;everythinghastobedoneinoneday:testsandinterviews."

"Attheseniorlevelpsychometrictestsareusedtocheckthetechnicalknowledgeofthepersoninadomain.Theperformanceappraisalsystemisbuiltinsuchawaythatthetoolshowswhatisviable;itisanin-houseassessmenttoolandmodulesarebuiltfortheITteams."Participantshowever,didmentionthatpsychometrictestsareadministeredwhenapersonenterstheorganizationatanylevel.9Assessmentcenterwithinorganizationisusedforleadershipdevelopment,careerdevelopment,counseling,360degreeassessment.Feedbackispostedontheintranet.Identifyingpassion,correlationwithengagement.Budgetforusingpsychometricassessmentsisacoupleofmilliondollars.Theorganizationhires8000-9000peopleperyear.-Sr.VPandGlobalHead,TalentTransformation,ofaleadingITfirm.USEOFPSYCHOMETRICTOOLSATDIFFERENTJOBLEVELSFigure318%18%

9%55%Freshers/entrylevellateralhiringmanageriallevelseniorlevel9Assessmentcenterwithinorganizationisusedforleadershipdevelopment,careerdevelopment,counseling,360degreeassessment.Feedbackispostedontheintranet.Identifyingpassion,correlationwithengagement.Budgetforusingpsychometricassessmentsisacoupleofmilliondollars.Theorganizationhires8000-9000peopleperyear.-Sr.VPandGlobalHead,TalentTransformation,ofaleadingITfirm.USEOFPSYCHOMETRICTOOLSATDIFFERENTJOBLEVELSFigure318%18%9%55%Freshers/entrylevellateralhiringmanageriallevelseniorlevel


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RECRUITMENTANDSELECTIONPROCESS:Theimportance

ofpsychometricassessmenttools

ParticipantsindicatedthatPsychometrictestsare

usedinthehiringprocessasavalidationtoolforinterviewsandare

thereforeoftenadministeredafterinterviewing.Participantswereaskedtooutlinetheirrecruitmentandselectionprocessusedintheirorganization,whilereferringemphasizingtheprocesseswhere

psychometricassessmenttools


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havebeendeployed.

."Wefirst

conductinterviews,thenadministertests.Identifywhichcompetenciesarelackingthendecide

whichkindofjobthecandidatetoassignto."."Psychometrictestsdon'tcome

cheap.Theseareintroducedlaterintherecruitmentprocessstagebeforethefinalroundofinterviewing.Thetestreportisusedbeforethelastroundofinterviewing."

."Psychometrictools

areusedin


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thefinalroundwhereitmakesa

difference."

."Notusingpsychometrictestsalone.Competencybasedinterview,;

preparingapsychometricrepor,satisfactionwiththeconnectionbetweenthereportandthe

interview.Providingtheseniormostpeoplewiththereporttoshowhowitisworkingout.Hence,wefirstconductaninterview&thenadminister

thepsychometrictest."


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THELAYERSINRECRUITMENT/SELECTION

PROCESS

-Campushiring:50%ofthefocusgroupparticipantsused

campushiring.Infact,campusrecruitmenthasgoneupandinsomecompanies

inIndiaandthishasbecomeamajorresponsibilityofHRmanagers(Rao,2008).Organizationshirelargenumberofpeople,oneoftheparticipantshighlighted

theirvolumehiring


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tobeintherangeof2000

peopleperyearatacampuslevel.

-CompanyPortal/Job

Portal:Internetbasedrecruitmenthasgoneupandthemostpopularamongjob

portalsisNaukri.com.Forexample,ICICIbankhasautomateditsrecruitmentthroughitscareersitewhichincludesfeatureslikejobpostings,organizationprofile,onlineskills

testsandvirtual


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interviews.Onlyasmallpopulationofparticipants

indicatedtheuseofinternetbasedrecruitment,theyhoweverleveragedtheirown

companywebsitetopostvacanciesandtorecruitpeople.

-Executivesearch

firmsforseniorlevels:MostcompaniesindicatedtheuseofExecutiveSearchfirmsforsourcingseniormanagementstaff.Participantquote:"Seniormanagementrecruitmentishandled

byexecutivesearch


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firms,andmandatorypsychometrictestsareused

forextensiveprofiling."

-Recruitmentvendor:Thepurposeofhiringthrough

arecruitmentvendorwastodeployrecruitmenttools,wheretheprofileofthe

candidatewouldbesoldtotheorganizationinsteadofinternalrecruitersadministeringtests.Psychometrictestinthisprocessisoutsourced.

-Applicanttracking:Very

feworganizationsindicated


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-Interviewing:Theprincipalmeansofselectingapplicants

isthroughinterviews.Organizationsuseinterviewsasanassessmentofcompetenciesfor

talentmanagement,moreoverinterviewsareusedtoreconfirmtestsresults.Someexcerptsof

participantsviewsoninterviews:

."Capabilitytobeinarole.Testhim/heronwhetherhe/sheisafastorslowtrackperson.

Noteverybodycan


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identifythis.Itcomesfrominteractionand

bodylanguage."."PanelinterviewingatVPleveltopreventmisjudgmentof

intervieweronhiring.Iftherearegaps,thenprobefurther.Itdependson

theinterviewerskills,notthepanel.Arethereguidelines?"


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Wegivethepersonatestwhichgivesa'fairidea'oftheperson'snumericalability.PredictiveIndexisusedjustorprofiling,ahelpinghandtowhetheritmatcheswiththeinterview.Ihaveseeneffectivenessoftestswithinthecompanywhichhasover40,000peopletoadministerteststo.Itservesasaplatformfordecidingwhomtotakeon.AsstVP-HRpfaleadingRetailChain.."Intheinterviewprocessthereisan80%matchingwithThomasprofiling;itcanbeconfusingrelyingonthetool.Interviewisjustlearning."

."Interviewplaysarole.Bodylanguageshowsclearlywhatthepersonisinfor.InterviewismostsuitedtoassessthePOfit."."Thepersonisinterviewedandunderstandsrepercussions.Selectivelyhe/shewillrespond.Whentakingapsychometrictesttheintervieweedoesnotunderstandwhereitisleadingto."11-Participantsalsohighlightedseveraldrawbacksintheuseofinterviews:."Interviewscannotoverlookbiasthattheinterviewermighthaveassimilated.Iftheinterviewerseesthecandidateastooambitious,hemightcometotheconclusionthatthecandidate,ifhired,willquitsoon..Whatyouarelookingatistheopportunityapersonhasonthejob."."Whileconductinginterviews,youtendtoviewpeoplethewayyouareyourself.Youtendtoassumethatpeoplearewhoweare.Theinterviewerformsabiasinhiringbasedonifwestaylongorifwechangejobs."ItwasconcludedthattheInterviewdrawbackscanstimulatetheusepsychometrictestingtool

s.Severalparticipantsinthefocusgroupsexpressedthattheywerenotfamiliarwithusingpsychometricassessmenttools.Table1:GapsinpsychometricassessmenttoolsTooladjustedforIndiangeography,cultureandlanguageNoIndiafocusedassessmentLotofassimilationforIndiarequired"TestsfromotherculturestoIndia;whatisforeignwon'tbeacceptedinIndia;tagofIndiawillbeaccepted;adaptingwhatisavailableandsuitable;nothappywiththevocabulary:EnglishlanguageisnotappropriateinIndiantests;ThomasprofilingtranslatingintoHindiandMarathiisnotaccurate"Thereisnostandardizedindustryorstatespecifictool.EMERGINGTRENDSANDBEST-SUITEDASSESSMENTPRACTICESEMERGINGTRENDSANDBEST-SUITEDASSESSMENTPRACTICESGapsParticipantcomments11-Participantsalsohighlightedseveraldrawbacksintheuseofinterviews:

."Interviewscannotoverlookbiasthattheinterviewermighthaveassimilated.Iftheinterviewerseesthecandidateastooambitious,hemightcometotheconclusionthatthecandidate,ifhired,willquitsoon..Whatyouarelookingatistheopportunityapersonhasonthejob."."Whileconductinginterviews,youtendtoviewpeoplethewayyouareyourself.Youtendtoassumethatpeoplearewhoweare.Theinterviewerformsabiasinhiringbasedonifwestaylongorifwechangejobs."ItwasconcludedthattheInterviewdrawbackscanstimulatetheusepsychometrictestingtools.Severalparticipantsinthefocusgroupsexpressedthattheywerenotfamiliarwithusingpsychometricassessmenttools.Table1:GapsinpsychometricassessmenttoolsTooladjustedforIndiangeography,cultureandlanguageNoIndiafocusedassessmentLotofassimilationforIndiarequired"TestsfromotherculturestoIndia;whatisforeignwon'tbeacceptedinIndia;tagofIndiawillbeaccepted;adaptingwhatisavailableandsuitable;nothappywiththevocabulary:EnglishlanguageisnotappropriateinIndiantests;ThomasprofilingtranslatingintoHindiandMarathiisnotaccurate"Thereisnostandardizedindustryorstatespecifictool.EMERGINGTRENDSANDBEST-SUITEDASSESSMENTPRACTICESEMERGINGTRENDSANDBEST-SUITEDASSESSMENTPRACTICESGapsParticipantcomments


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GapsParticipantcommentsFamiliaritywithtoolsDesignandusageoftoolsNoknowledge,faithofawarenessinpsychometrictests.NotoolavailabletoassesstheculturalmatchwithinorganizationGapsParticipantcommentsFamiliaritywithtoolsDesignandusageoftoolsNoknowedge,faithofawarenessinpsychometrictests.Notoolavailabletoassesstheculturalmatchwithinorganization

Agapthatwascommonacrossallfocusgroupswasthatin

contrasttofamiliaritywithwell-knowntests,participantswerenotawareofcustomizedtests

availableforspecificcompanies.

CHALLENGESANDRELUCTANCEINUSINGPSYCHOMETRICASSESSMENTSTOOLS

Therewerequiteanumberofchallengesmentionedin

usingpsychometricassessments


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tools.Akeyreasonforavoidingpsychometric

assessmentswasduetothelackofknowledgeinpsychometrics,itsuses,

applicabilityandawarenessoftheproduct.AchallengethatHRmanagerscurrentlyusing

suchassessmentsfacedwastheinterpretationoftestresults.AsaresultsomeHRmanagersdonotdivulgethecandidate'sscore,butmerelypointsat

areaswherethe


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candidatedidnotsuittherequirements.Some

ofthekeyareasofreluctanceinusingthesetools,asmentioned

bytheparticipantsare:

Lotofresourcesrequiredtoadministertests

Unsureofvalidityandreliabilityofthepsychometrictestsused.LackofknowledgeofHRprofessionals,recruitersandmanagersininterpretingresultsoftestsandhow

tousethe


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outcomes.Sellingpsychometricteststotopmanagement

(validity;reliability;ROI)Thereisnoknowledge,faithorawarenessinpsychometrictests

Peopledonotunderstandwhichtypeofpsychometricassessmenttoolstousefor

whichpurposeLackofstatisticsshowingvalueformoneyReluctanceofseniorjobapplicantstofilloutatest

Researchtoconvincetheboss;giveactualnumbersonpeoplewhoweresuccessfulandcreateabasicsheetbasedonthisdata.Showearliersuccessinsimilarkindofroles.DISCisusedasaself-developmenttool.Itiscrude,yougetagraph,notanauthenticatedreport.Theoutcomeisused

asadditionalinputforseniormanagementfordecisionmaking.Itisnotusedforthestaffingpart,butitisextensivelyusedfordevelopment.Sr.Manager,HRofaleadingITfirm


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basedonthat.Interpretationalsodependson

therecruiter'sexperience.

Thetoughestchallengewastosellpsychometric

assessmenttoolstohighermanagement,convincingmanagementofthebenefitsandbuildinga

beliefthatavaliddecisioncanbemadeonahiringtool.Convincingtopmanagementwasaddressedinallsixofthefocusgroupsand

wasmentionedrepeatedly


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byparticipantsasbeingamajorchallenge.

Participantsmentionedthatseniormanagementdoesnotunderstandthevalueofusing

psychometricassessmentstools.Itisachallengetomakeavalueproposition:"how

willitaddvaluetowhatIamdoingtoday?"


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Oneoftheparticipantsexpressed:

"ComparedtotheWest,Indiaislaggingbehindinunderstanding,knowledge

andthemindsetforpeopleinmanagementtomakethesetoolsmoreeffective.Managementneedstobelieveinsuchassessments."

Anotherparticipantstated:

"It'showpeopleacceptitrightfromChandigarhtoKanyakumaribecauseateverylocationwhenyougodifferent

setofpeople


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lookatitdifferently"

EXPECTATIONS

FROMPSYCHOMETRICTOOLS

Furthertoexploringthegapsinpsychometric

toolsparticipantswereaskedtolisttheirexpectationsfromapsychometrictoolsbeginning

withtheirmostimportantexpectation.Atthetopofthelistrankedthewishtohaveeasilyavailableandinterpretableresults.

Rank

Expectations


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Details

1

EfficientuseandInterpretableresults

compositeinstrumentandafinal

indextoprovidedifferencesincandidates,CompositescorereportonexistingemployeesFind

atestthatcanbeusedmoreoften,onalargenumberofpeople,whichislesscostly

2

Toolthat

assessesaperson's


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characteristics

psychometrictoolshouldmeasure

theattitudeofthepersonChecklistwithspecificbehaviortraits,thismakes

hiringeasierforcustomersupportpositions.Shouldbeclearonwhatthecompany

ishiringforbasedoncompetencyframeworkspecifiedforthecompany.Canweuseanaptitudetestcustomizedforcompetencyframeworkofthecompany?Aptitude

isorganizationspecific


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DifferenttoolsfordifferentpersonalitiesTestingtool

toidentifyskillmaturity.Lookatcompetency

basedtests.

3

India-industrycustomizedtool

Contextbackgroundiscrucial.Variancein

theworkplacemattersalot.InterpretationinIndiancontextwillbedifferent.

4

Onlinetool

onlinetestshavepreference

Flexibilityofan


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onlinesystemthatisfairlyconsistentand

costeffective.

5

Training

Isthere

atooltogetpost-trainingfeedback?Istherealicensedtraineravailablein

India?

6

Rightfit

analyzetopperformerstoretainpeopletomeetorganization'sexpectationsIntroduceapsychometricassessmenttool

togetthe


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rightcandidateinplace.


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Giveitemsontheaptitudeside,givesectionwise,percentilescore.Mustbecost-effective.Employeeturnoverislow.Throughputishigherthantheindustry,16-18%.Assoc.VPHR,ofaprominentBPO.Giveitemsontheaptitudeside,givesectionwise,percentilescore.Mustbecost-effective.Employeeturnoverislow.Throughputishigherthantheindustry,16-18%.Assoc.VPHR,ofaprominentBPO.

Theneedforpsychometricassessmenttoolsisinstigatedbyforexampleincorrect

hiringdecisions.Thereisaneedforteststhatareaproofof

retentionandenhancethepredictabilityofjobperformanceandlikelihoodtostaywiththeorganizationforlongperiodsoftime.Asonetheparticipantsstated:

"If


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thehiringdecisionsarenotgoingright,

thentheneedarisesandcompanieslooktoassessmentstoolsfora

betterfit.Lookattheroles,performanceonthejob,competenciesandjob

change."

Arecostsanissueoradeterrentinusingpsychometricassessmenttools?

Answerstothisquestionvariedbetweenparticipantsand

betweengroups.Cost


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isanissueandamajorfactor

indecidingtoimplementpsychometrictools.Therewasaclearconsentamongst

theparticipantsinallthefocusgroupsthatpsychometrictestsareexpensiveand

akeyfactorforcompaniestoinhibittheuseoftheseassessments.

Issuesthatwereexpressed:

Useofpsychometricassessmenttools

isona


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perusebasis;Pricelimitstouse

itextensivelyrangeofcostsis3xthecompensationCostsofpsychometrics

areRs.200-1500.Rs.2000for3testreports15monthstobreakeventhecostsof

recruitmentandsalaryCampusrecruitmenthashighcostsforlogisticsTestsareexpensive,Rs.2000-3000forseniorandnichepositions,likelegalpositions.Fewthousand

rupeesperperson


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ThomasprofilingisRs.1000,percandidate,

whichistooexpensive.

Thestaffingbudgetallocateddependson

thelevelofrecruitmentandstabilityoforganization.Oneoftheparticipantswhose

companyallocates40%ofthebudgetforpsychometrictestsposedthefollowingquestion:

"Isthereaparticularfigure?10%ofthehiringcosts?"

Broadly,mostparticipating


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companiesdisplayedacostconsciousmindset,however

merecostswerenotdeterrentstousingpsychometricassessments.Neverthelessorganizationsare

selectiveinusingtestsdeterminedbythejoblevelbeingassessedandalso

knowtheamounttheyarewilingtopayfortests.Participants'arewillingtopayRs.200perpsychometricassessment.Onfurtherprobingthatwhether

candidateswillbe


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willingtopayforthesetests,participants

agreedthatacollegestudentwouldbewillingtopayifhe/she

canseethevalueitcanhaveontheirresume.Itwasclear

fromthediscussionsinallfocusgroupsthatcostwasoneofthebiggerstumblingblockstoinusingpsychometrictests.

ATTRITION

Inaddition


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toexploringtheuseofpsychometricassessment

toolsandinquiringabouttherecruitmentprocess,thetopicofemployeeattrition

wasaddressedineachfocusgroup.Thereisalotofattrition.Whatcan

bedoneandhowreliablearetheinstruments?"Manyparticipantsacknowledgedthatavalidinstrumentthatmeasureslikelihoodofattritionwasyettobefound.

Participantsaddressedthe


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trends,sharedwaysoftryingtoprevent

attritionandelaboratedonthecostsofattrition.Oncethisissuehad

beenraisedotherparticipantsexpressedtheirconcerns.Thetablebelowprovidesanoverview

ofattritionissues.


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TrendsTalentacquisition:ateamthattracksapersoninthefirstyear.Peerpressureishigh.Salarycomesfirst,thenwhatyouaredoingandwhereyouwork.Thejobcontenttakesabackseat,paycomesfirst.Atentry/juniorlevelthehygienefactorisveryimportant.Highestattritionatthefrontend,attritionattrainers'level.ChallengesAmbitionishigh.Youhavetobeanexpertininterviewingtoassesstheambitionsof

acandidate.Howtoretainpeople?Attritionishighinlifeinsurance.Recruiting400peoplepermonth.Exitinterview;thereisnowayofstoppingthemfrommoving.Culturalfitment:notabletofitintotheculture.Rates5%ofbottomperformersneedtoleave.Involuntaryattritionisatahigherlevel.Scaleshaveturnedduetomarketcondition.70%involuntary,30%voluntaryattrition.Involuntaryattrition70%inIT.Insuranceindustryhasahighattritionrate.CostsCostsofattrition:amountoftraininginvested,individualcosts,infrastructure,managerspendingtimeonhiringOutcomesOnepersonleaves,thesecondfeelsrejected.Thisresultsinemployeedissatisfactionanddisengagement.Thiscreatesawrongi

mpressioninthemindsofremainingemployeesandcustomers.Itcreatesabadenvironment.AttritionParticipantcommentsTrendsTalentacquisition:ateamthattracksapersoninthefirstyear.Peerpressureishigh.Salarycomesfirst,thenwhatyouaredoingandwhereyouwork.Thejobcontenttakesabackseat,paycomesfirst.Atentry/juniorlevelthehygienefactorisveryimportant.Highestattritionatthefrontend,attritionattrainers'level.ChallengesAmbitionishigh.Youhavetobeanexpertininterviewingtoassesstheambitionsofacandidate.Howtoretainpeople?Attritionishighinlifeinsurance.Recruiting400peoplepermonth.Exitinterview;thereisnowayofstoppingthemfrommoving.Culturalfitment:notabletofitintotheculture.Rates5%ofbottomperformersneedtoleave.

Involuntaryattritionisatahigherlevel.Scaleshaveturnedduetomarketcondition.70%involuntary,30%voluntaryattrition.Involuntaryattrition70%inIT.Insuranceindustryhasahighattritionrate.CostsCostsofattrition:amountoftraininginvested,individualcosts,infrastructure,managerspendingtimeonhiringOutcomesOnepersonleaves,thesecondfeelsrejected.Thisresultsinemployeedissatisfactionanddisengagement.Thiscreatesawrongimpressioninthemindsofremainingemployeesandcustomers.Itcreatesabadenvironment.AttritionParticipantcommentsTestValidityandReliability

Animportantissueaddressedthroughoutthesixfocusgroupswas

validityandreliability


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ofpsychometricassessmentstools.Thevalidity(predictive,

construct,incremental)ofdifferentassessmentmethodshasbeendebatedintheacademic

literature.Expertshavequestionedtheaccuracyofthetestsinwhattheyare

supposedtomeasure.Thisinturnhasitsinfluenceonthepredictivepowerofthesetestsandthedesiredoutcomeforanorganization.Incase

ofmeasuringemployee


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turnover,thevalidityinthistestis

theaccuracywithwhichthequestionscanpredictemployeetenure.Validitycorrelates

tohowaccuratelyatoolmeasureswhatitistheoreticallysupposedtomeasure.

Atestwithlowvalidityseemsunlikelytoresultingoodhiringdecisionsandwouldbemuchmorecostlyinthelongrun.

However,thevalue


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achallengeinacceptanceandusingpsychometric

tests.TherelationbetweenIndianculture,andacceptanceoftestsintheIndian

marketwasaddressedbyoneparticipant:"Psychometrictestsbecomeacceptedwhenyouhave

avalidatedreportwithcross-culturalvalidation.Thenacceptance

becomeshigherwhensellingittomanagement""Ifatestisabletogeta

lotofpredictions


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right,thenitiseasiertosell

ittomanagement"


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hiringthewrongpeoplecanbevery

expensivesometimesasmuchas-500%.Properplacementandmatchingof

individualswiththecompanyiscrucial.AnimproperplacementwillresultinHR

wastageandattrition,ontheotherhandawell-motivatedemployeeislikelytostaylongerandcontributebetter.Byselectingemployeeswhohavepositivework

attitudes,whoare


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highperformersandwhoaremorelikely

tostaylongerwiththeorganization,anorganizationwillbuildaworkforce

thatmakethebusinesssucceed.Selectingtherightpeoplefortherightjobs

constitutesasourceofcompetitiveadvantage.

Successfulcompanieswillknowhowtoattractandharnesstherighttalentattherighttime.In

thiserawith


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globaleconomiccrises,yetanIndianeconomy

withconsiderablegrowthpresentschallengesandopportunitiesforHRtomovefront

andcenterandmakeamajorcontributiontobusinessresultsbyadoptingvalidated

psychometricassessmenttoolsthatincreasesthelikelihoodofsuccessfulhiresthatperformandremainwiththeorganization.


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RECOMMENDATIONS

Tohighlightthe

courseofactionfororganizationsinordertomaketheirrecruitmentprocess

moreefficientwerecommend:

.Define,measureanddocumentexcellencefor

yourorganizationbyimplementingpsychometricassessmenttoolstoaddresstherightfitofacandidatewithyourorganizationandtoensureperformanceexcellenceandendured

tenure.Indianorganizations


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alsotendtohavehumanresourcespractices

thatemphasizepersonorganizationfit.Forexample,organizationsinIndiaaremore

likelytouseinternalrecruitmentandword-of-mouthadvertising,andrelystronglyonrecommendations

forselection.Thesestudiesseemtosuggestthat,inIndia,theprimaryattachmenttoanorganizationisthroughfitwiththeorganization,notwiththejob.Therefore,a

psychometrictestthat


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byadministeringtheonlineSTARPersonalsurvey

toshowindividualsthecompanyculturematchwiththeorganization.

.Implementapsychometricassessmentsystemthatwillgeneratethecompany'sdesiredROI

ofrecruitment.ROIonrecruitmentishighifitisscientific[1].

.Convincemanagementoftheutilityofpsychometricassessmentbyshowing

proofofa


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mostcompaniesdonotsystematicallymanagetheir

hiringrisk.

WHATISAHIRINGRISKMANAGEMENTSYSTEM?

HiringRiskManagementSystemsaresimilartoanyotherriskmanagementsystems

inapproach.Forexample,Banks:Beforeextendingaloan(mortgage);banksrequesttheapplicantforcertaininformationasdeterminantfactorstoascertaintheriskthe

companyundertakeswhen


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givingsomeoneamortgage.Theyinputthe

informationintoasystemthatutilizessophisticatedalgorithmsandin-turncomparesthem

withhistoricoutcomestodecidedwhethertogivesomeonealoan,howmuch

andatwhatinterestrates.

Similarly,HiringRiskManagementSystemsthroughproven,validatedandrelevantmethodscollectdataaboutaperson(typicallyusing

psychometrictools),his/her


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historical"performance"data(ifitexists)and

combinesitwithorganizationalandjobrelatedfactorsusingpredictiveanalyticsto

provideaneasytousedecisionmakingtoolasaninterviewguidefor

recruitersandmanagers.Thesesystemstakecomplexanalyticsanddataanalysisandpresentthemassimplereadytousedecisionmakingtools.

Hiring

RiskManagementSystem


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tiesbusinessoutcomestohiringdecisionsand

givesyourorganizationtheabilitytodevelopQUANTIFIABLEmetricsaround

Hiringprocessefficiency

Costperhire

Workforceperformance

Talentmeasurement.


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SuccessfulHRprofessionalshavealwaysunderstoodthattherecruitingselectionprocessmustbesystematizedandlinkedtorevenuesandprofits.AHiringRiskManagementSystemcanprovidetheinformationplatformanddatathatbusinessleadersneedtomakedecisionsabouthumanresource,costallocation,processimprovement,staffperformanceandultimately,thefuture-directionofthecompany,tosignificantlyimprovethequalityofhire.

GLOBALTALENTMETRICSGLOBALTALENTMETRICSGLOBALTALENTMETRICSGLOBALTALENTMETRICSGlobalTalentMetrics(GTM)isahumanresourceinformationservicescompany,

dedicatedtohelpingorganizationsandindividualsmakebetterhiringandselectiondecisionswith

greaterconfidenceandcontrol.

Establishedin2006,GlobalTalentMetricsisapartofAlignmark.Inc,aleadingproviderofinnovativeproductsandservices

thathelporganizations


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optimizetheirinvestmentinhumancapitalacross

Europe,USAandLatinAmericaforover30years.Leveragingthisglobal

expertiseinthedesignanddeploymentofassessmentandbycombiningdedicatedresearch

onIndianorganizationsandindividuals,weofferarangeofinnovativesolutionsintheareasoftalentmanagement.

Ateamofexpertindustrial

andclinicalpsychologists


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andtechnologistsmakeuptheresearchwing,

whichisatthecoreoftheGlobalTalentMetrics.Overthe

last30years,theteamhasdevelopedinnovativesolutionsandproductsforover

100globalgiantsthathavegainedsignificantcompetitiveadvantagebybettermanagingtheirtalent.


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Dr.Jaffeeisarecognizedauthorityintheareaofpersonnelevaluationanddevelopment.HehasbeenanomineefortheTrainingMagazineHallofFame.HestartedhiscareerwithATandTandwasresponsibleforassessmentcenteractivitiesfortheBellSystem.Forover30years,hehasbeenaconsultantforavarietyoforganizationsintheU.S.andothercountries,bothintheprivateandpublicsectors.Dr.Jaffee'sareasofexpertiseincludetesting,electronicselection,assessmentcenters,

jobanalysis,careerdevelopment,managerialdevelopment,performanceappraisalandlegalconcernsassociatedwithpersonnelevaluation.Asoneoftheworld'sleadingexpertsintheareaofpersonnelevaluation,Dr.Jaffeehasbeenanexpertwitnessinavarietyofcourtcases.Dr.Jaffeehaspublishedextensivelyinthefield,andhasauthoredseveralbooks,chaptersandnumerousarticles.HehasbeenafrequentpresenteratmajorconferencesincludingtheAmericanSocietyforTrainingandDevelopment'sNationalConference,Training,AmericanSocietyofPersonnelAdministration'sNationalConference,etc.Dr.JaffeeholdsaB.A.degreeinPsychologyfromNewYorkUniversity,anM.A.degreefromColumbiaUniversityandaPh.D.degreeinPsychologyfromFloridaStateUniversity.Dr.JaffeehasbeenonthefacultiesoftheUniversityofTennesseeandtheUniversityofCentralFlorida.Hehasgivenguestseminarsonp

ersonnelpracticesatsuchinstitutionsastheUniversityofMichigan,etc.RANJANSINHACHAIRMANANDCEO,SUMMITHRRanjanSinhahasfoundedanddirectedanumberofserviceandtechnologycompaniesintheareaofhumanresources,e-mailandmarketingservicesinIndiaandtheUSA.RanjanfoundedSummitHRwiththevisionofhelpingCEOsandtheirteamswinthewarfortalent.SummitHRisrecognizedastheTopHROutsourcingCompanybyTheWallStreetJournal,InternationalAssociationofOutsourcingProfessionals,TheGartnerGroupandFortunemagazine.Ranjanhasbeenselectedasthe"HROutsourcingSuperstar'severaltimesbyHROutsourcingTodaymagazineforhiscontributionstotheHRIndustryintheUSandIndia.HeisafrequentspeakeronvariousindustrypanelsonTalentManagement,HiringRiskManagementandHROutsourcing.HecurrentlywritesacolumnforTheFinancialExpressandhaswrittennumerousarticlesonSixSigmaapplicationsinHRandTalentSupplyChainManageent.RanjanservesontheboardofSummitHRWorldwideInc.,GlobalTalentManagementInc.

andGreenwichCapitalVentureCorporation.RanjanlivesinCaliforniaandisamemberoftheYoungPresidentsOrganization(YPO),NorthernCaliforniaChapter.RanjanhasaMastersDegreefromTheWhartonSchoolofBusinessandaMBAfromtheIndianInstituteofManagement,Bangalore.HehasaB.TechfromtheIndianInstituteofTechnology,Roorkee.19CABOTL.JAFFEE,SR.,PH.D.CHAIRMAN,GLOBALTALENTMETRICSAUTHORSAUTHORSDr.Jaffeeisarecognizedauthorityintheareaofpersonnelevaluationanddevelopment.HehasbeenanomineefortheTrainingMagazineHallofFame.HestartedhiscareerwithATandTandwasresponsibleforassessmentcenteractivitiesfortheBellSystem.Forover30years,hehasbeenaconsultantforavarietyoforganizationsintheU.S.andothercountries,bothintheprivateandpublicsectors.Dr.Jaffee'sareasofexpertiseincludetesting,electronicselection,assessmentcenters,jobanalysis,careerdevelopment,managerialdevelopment,performanceappraisalandlegalconcernsassociatedwithpersonnelevaluation.Asoneoftheworld'sleadingexpertsintheareaofpersonnelevaluation,Dr.Jaffeehasbeenanexpertwitnessinavarietyofcourtcases.Dr.Jaffeehaspublishedextensivelyinthefield,andhasauthoredseveralbooks,chaptersandnumerousarticles.HehasbeenafrequentpresenteratmajorconferencesincludingtheAmericanSocietyforTrainingandDevelopment'sNationalConference,Training,AmericanSocietyofPersonnelAdministration'sNationalConference,etc.Dr.JaffeeholdsaB.A.degreeinPsychologyfromNewYorkUniversity,anM.A.degreefromColumbiaUniversityandaPh.D.degreeinPsychologyfromFloridaStateUniversity.Dr.JaffeehasbeenonthefacultiesoftheUniversityofTennesseeandtheUniversityofCentralFlorida.HehasgivenguestseminarsonpersonnelpracticesatsuchinstitutionsastheUniversityofMichigan,etc.

RANJANSINHACHAIRMANANDCEO,SUMMITHRRanjanSinhahasfoundedanddirectedanumberofserviceandtechnologycompaniesintheareaofhumanresources,e-mailandmarketingservicesinIndiaandtheUSA.RanjanfoundedSummitHRwiththevisionofhelpingCEOsandtheirteamswinthew


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arfortalent.SummitHRisrecognizedastheTopHROutsourcingCompanybyTheWallStreetJournal,InternationalAssociationofOutsourcingProfessionals,TheGartnerGroupandFortunemagazine.Ranjanhasbeenselectedasthe"HROutsourcingSuperstar'severaltimesbyHROutsourcingTodaymagazineforhiscontributionstotheHRIndustryintheUSandIndia.HeisafrequentspeakeronvariousindustrypanelsonTalentManagement,HiringRiskManagementandHROutsourcing.HecurrentlywritesacolumnforTheFinancialExpr

essandhaswrittennumerousarticlesonSixSigmaapplicationsinHRandTalentSupplyChainManageent.RanjanservesontheboardofSummitHRWorldwideInc.,GlobalTalentManagementInc.andGreenwichCapitalVentureCorporation.RanjanlivesinCaliforniaandisamemberoftheYoungPresidentsOrganization(YPO),NorthernCaliforniaChapter.RanjanhasaMastersDegreefromTheWhartonSchoolofBusinessandaMBAfromtheIndianInstituteofManagement,Bangalore.HehasaB.TechfromtheIndianInstituteofTechnology,Roorkee.19CABOTL.JAFFEE,SR.,PH.D.CHAIRMAN,GLOBALTALENTMETRICSAUTHORSAUTHORS


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DR.VASANTHISRINIVASAN,PHDPROFESSOR,INDIANINSTITUTE

OFMANAGEMENTBANGALORE(IIMB)

Prof.VasanthihasaBachelorsdegree

inCommercefromBangaloreandaPostGraduateDiplomainPersonnelManagementand

IndustrialRelationsfromXLRI,Jamshedpur.SheworkedwithWiproLimitedbeforegettingherFellowinManagement(doctoraldegree)fromtheIndianInstituteofManagement,Bangalore.

Herconsultingexperience


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haslargelybeenindesigninganddeveloping

performancemanagementsystems.HerareasofinterestarePerformanceManagement,Teambased

HumanResourceManagementsystemsandInternationalHumanResourcemanagement.Shehasdonespecialized

performancemanagementworkshopsforseniorandmiddlelevelmanagersinanumberoforganizations.SheiscurrentlytheExecutivecommitteememberoftheInternationalSociety

ofBusinessEthics


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andEconomicsandistheheadof

theFacultyofHRMandOBatIIMB.

REIMARAVALK

SENIORRESEARCHANALYST,GLOBALTALENTMETRICS/IIMB

ReimaraValk(MSc,

BAHonors,BA)isaSeniorResearchAnalystforGlobalTalentMetricsbasedattheIndianInstituteofManagementBangalore(IIMB),India.Incollaborationwith

professorVasanthiSrinivasan,


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(IIMB)Reimarahasworkedonvariousstudies

inthefieldofhumanresources(HR),includingwork-familybalanceofwomen

andmaleITprofessionalsinIndia,globalstaffingstrategiesofexpatriatesinvolvingcompanies

likeSunMicrosystems,Google,Volvo,Honeywell,Alcatel-Lucent,Philips,Bosch,HyattHotels,employeeattritioninIndiaacollaborativeendeavorbetweenIIMB,SummitHRWorldwideandAlignmark

Inc.Reimarahas


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gainedpriorworkexperiencesinthearea

ofHRandbusinessprocessanalyses,customerservicesandfacilitiesmanagementwithin

industriessuchasIT,chemicalmanufacturing,healthcare,hospitalityandmunicipalitygovernmentacrossthe

Netherlands,UKandIndia.

CHANDANAREDDYPRODUCTMANAGEMENTCONSULTANT,GLOBALTALENTMETRICS

ChandanaReddyhasover15yearsofexperiencein

softwareproductmarketing


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inpsychometrics,K-12education,assessmentandanalysis.

Shehasworkedextensivelywithgloballydistributedengineeringteamsandcustomersin

theUSandIndiatodefine,developanddeployproducts.Hermostrecent

ventureSchoolPortfoliodevelopedinpartnershipwithanon-profitorganizationEducationFortheFutureandDr.VictoriaBernhardtisasoftwareplatformthatassistswiththe

creationofa


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schoolordistrictContinuousImprovementPortfolioto

supporttheprocessofsystemiccontinuousimprovementinlearningorganizations.Shehas

trainedandcoachedover3,000educators,teachersandprincipals,across60school

districtsontheuseofdataanalysis,quantitativetechniquesanduseofstandardizedassessmentstohelpimprovestudentandteachersperformance.Sheisafrequent

speakeratvarious


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K-12educationconferencesandforumsacrossthe

country.Chandanastartedhercareerinsoftwareoutsourcingandmanagedproductdevelopment

allianceswithkeypartnerssuchasMotionPictureAssociationofAmerica,SonyPictures,

BuenaVistaHomePictures,andSantaClaraCountyOfficeofEducationinCalifornia,PearsonLearning,ScantronCorporationandMGTofAmerica.


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REFERENCESREFERENCESREFERENCESREFERENCES1.Rao,T.V.(2008).Hurconomics:makingtheHRDmissionarybusinessdriven.NewDelhi:oxfordandIBHPublishingServices.2.Ryan,

A.M.andTippins,N.T.(2004).Attractingandselecting:whatpsychologicalresearchtells

us.HumanResourceManagement,43(4),305-318.3.Polonsky,M.J.andWaller,D.S.(2005).

DesigningandManagingaresearchproject:abusinessstudent'sguide.NewDelhi:SagePublicationsIndiaPvt.Ltd.4.Ramamoorthy,N.,andCarroll,S.(1998).Individualism/collectivism

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towardalternativehumanresourcemanagementpractices.Human

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studyofHRpracticesinBritainandIndia.InternationalJournalofHumanResource

Management,12,800-826.6.Sinha,J.B.P.(1998).CulturalembeddednessandthedevelopmentalroleofindustrialorganizationsinIndia.In:Triandis,H.C.,Dunnette,M.D.andHough,L.M.

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industrialandorganizationalPsychology,vol.4.Palo

Alto,Ca,USA:Consultingpsychologistpress.7.Mattone,J.S.,Jaffee,C.L.and

Struth,M.R.(2009).SalesResultsarePredictable!ASalesLeader'sGuidetoMeasuring

andManagingLeadingIndicators.WhitepaperseriesAlignMarkInc.,1-28.8.Tippins,N.T.(2002).Issuesinimplementinglargescaleselectionprograms.InJ.W.HedgeandE.D.Pulakos(Eds.),Implementingorganizationinterventions:Steps,processes,andbestpractices

(pp.232-269).San


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Francisco:Jossey-Bass.(pp.232-269).SanFrancisco:Jossey-Bass.

AcademicSnippets

1.Sackett,P.R.,Schmitt,N.,Ellingson,J.

E.,andKabin,M.B.(2001)suggestedthattheitemcontentofa

psychometrictestshouldnotbeunfamiliartothoseofaparticularcultureandshouldnotbemoreverballycomplexthanwarrantedbyjobrequirements.2.

Ryan,A.M.and


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Tippins,N.T.(2004)believesthattheusefulness

ofaselectiontoolinanygivensituationwillrequireevaluatingcontext-specific

informationsuchastheselectionratio(numberofcandidateshiredrelativetothe

numberofcandidateswhoapplied),hiringcycletime,costsofaselectionerror(e.g.,costofreplacement,error,lostopportunities),marketability(gettingpeopleinthe

organizationtouse


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inwhichinformationwillbecombined,the

useoftechnologyindeliveryoftools,thetrainingoftoolusers,

policies(e.g.,waivers),thedatabasestructureandaccess,andcommunicationsaboutthesystem-all

ofwhichcontributetothesuccessorfailureofaselectionsystem.4.Mattone,J.S.,Jaffee,C.L.andStruth,M.R.(2009),believesthattechnologyshould

beleveragedto


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helporganizationssourceandscreentalentmore

effectively.


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SOMEOFTHEPARTICIPANTS

DesignationDesignationCompanyNameCompanyNameDeputyDirectorHRMetLifeIndiaInsuranceCompanyPrivateLimitedSeniorVicePresidentandGloalHeadTalentTransformationHCLTechnologiesLimitedNameNameMr.KiranYadavMr.AnandPillaiMr.RahulGautamMr.PramathNathDr.NKulkarniMr.ShehnazBegumMr.KapadiaMr.TripathyMr.SultanaMr.VRamaswamyMr.RamachandranDr.BandyopadhyayMr.SrivatsanMr.RajendraHedgeMr.GovindrajMr.SSindhuMr.SinghKhandujaMr.DPatilMr.PageyMr.TelangMr.DasmahapatraMrs.KaushikMr.GodboleMr.NJoshiVicePresidentHRandERUnichemLaboratoriesLimitedChiefManagerTheNewIndiaAssuranceCompanyLimitedDeputyGeneralManagerCorporateRTheBombayDyeingandManufacturingCompanyLimitedVicePresidentCorporateHumanResourcesTheBombayDyeingandManufacturingCompanyLimitedhiefManagerHRTechProcessSolutionsLimitedHeadHumanCapitalandOrganisationDevelopmentSharekhanLimitedVicePresidentHRReproIndiaLimiedAssistantVicePresidentHRRelianceIndustriesLimitedVicePresidentHRGodrejAgrovetLimitedHeadPlacementUTLTechno

logiesLimitedDeputyeneralManagerHRToyotaKirloskarMotorPrivateLimitedSeniorManagerHRTTKPrestigeLimitedVicePresidentandHeadHRPerotSystems(India)LimitedSeniorDirectorHumanResourcesIndianSubcontinentMotorolaIndiaPrivateLimitedDeputyGeneralManagerHRJindalAluminiumLimitedAssstantManageTalentAcquisitionINGVysyaLifeInsuranceCompanyLimitedManagerInfosysBPOLimitedManagerHumanResourcesInfineonTechnologieIndiaPrivateLimitedAssistantManagerHRHewlettPackardIndiaPrivateLimitedChiefHumanResourcesManagerHMTMachineToolsLimitedCentreMangerHPGlobale-BusinessOperationsPrivateLimitedManagerHRNokiaIndiaPrivateLimited


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INDIAPotentialHouse,35/B,2ndfloor,1stMain3rdPhase,JPNagarBangalore560078USA1057MaitlandCenterCommonsBlvdSuite200Maitland,Florida32751Contact:PavanSriramEmail:pavans@stargtm.comorvisitwww.stargtm.comFormoreinformationINDIAPotentialHouse,35/B,2ndfloor,1stMain3rdPhase,JPNagarBangalore560078USA1057MaitlandCenterCommonsBlvdSuite200Maitland,Florida32751Contact:PavanSriramEmail:[email protected]

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Psycho Metrics in Corporate India