First, choose the tool according to its characteristics.
Talent assessment tools can be divided into the following categories according to their forms. Each tool has its own advantages and emphases, and its applicability should also be considered when selecting evaluation tools.
Online evaluation tool: it is simple to operate and can evaluate thousands of talents at the same time; Evaluation tools can be customized according to the core competence of the post, or standardized and universal evaluation tools can be adopted.
Offline evaluation tools: AC evaluation center, multi-form evaluation methods, and choose suitable methods according to different levels and positions.
1, professional written test
Written test is the most traditional evaluation method, which can achieve high validity, simple operation and large-scale test. Therefore, it is often used in personnel screening at the initial stage of evaluation, especially in the case of large-scale candidates. Through the first round of written examination, candidates who obviously do not meet the requirements are screened out, leaving candidates with good basic quality potential, reducing the workload of later operation and making the evaluation more targeted. But the written test can't measure interpersonal communication, team management and execution.
The online examination system in Cai Yi is different from the traditional written examination, and can be evaluated online due to the limitation of venue and number of people.
Cai Yi online examination system only needs to send the applicant's account password by email. When the candidates enter the examination interface, the background will start monitoring to prevent cheating, and cut off the time, automatically submit, so that the candidates can read the papers with one click in the background.
2. Standardized psychological assessment
Psychological evaluation can be divided into aptitude evaluation, personality evaluation, work motivation evaluation, professional interest evaluation, emotional IQ evaluation and so on. Psychological test can examine the deep-seated quality hidden under the iceberg, which is a relatively objective and standardized measurement and can be suitable for large-scale evaluation.
The talent psychological evaluation system can be evaluated anytime and anywhere through computers, mobile phones and iPad. Regardless of the number of applicants, it can be done at the same time. It can generate data reports with one click, understand the personal advantages and disadvantages of candidates, and effectively save time and labor costs.
3. Structured interview
Interview is the most commonly used evaluation method, and usually structured interviews will make the results more effective. Behavioral event interviews can be flexible and targeted to ask questions. False answers can be identified by skilled questions, and it is relatively easy to judge candidates' answers. However, the interview time is uncontrollable, and the examiner needs to think and ask questions during the interview. Usually used for external talent recruitment evaluation.
Cai Yi suggested designing structured interview papers from the perspective of competency model, which would make the interview more targeted, unify the standards and avoid being influenced too much.
4, evaluation center tools
AssessmentCenter (AC for short) is a comprehensive assessment system that includes many assessment methods and technologies. The evaluation center has two main characteristics. First, the methods are diverse, comprehensive and targeted; Second, the high-level scenario simulation has high validity and reliability, and it has a good prediction effect on its future worksheet at the target position, and the prediction validity can reach 0.65, ranking first among all evaluation methods.
The characteristic of leaderless group discussion is that there can be sufficient interpersonal interaction between subjects, so that subjects have equal opportunities to play, thus quickly showing individual differences. Large-scale evaluation can greatly improve work efficiency. However, 1 person has no leading group discussion, and many people observe at the same time, which puts higher demands on the judges' attention, observation and judgment. Usually used for large-scale evaluation, or evaluation activities to examine interpersonal skills, such as campus recruitment, selection of reserve talents, etc.
The official document basket test requires the testee to simulate the thoughts and behavior habits in the real work situation as a manager, and handle all kinds of official documents under specified conditions (usually more urgent and difficult conditions, such as limited time and information, independence and helplessness, new job, etc.). ) and form a document processing report. After the treatment is completed, the subjects are generally required to fill out a behavioral reason questionnaire to explain the reasons, principles or basis of the treatment. For those who are unclear or want to know more about the subject, the examiner can also conduct in-depth interviews with the subject to clarify the ambiguity. By observing the behavior of subjects in the process of handling official documents under specified conditions, this paper analyzes the reasons of subjects and evaluates their management potential of planning, organizing, authorizing, making decisions and solving problems. The official document basket has high face validity and high predictive validity, and is considered as the most widely used and effective evaluation form in the evaluation center. At the same time, however, the development and labeling of problem books are also difficult, time-consuming and costly. Therefore, it is mainly suitable for evaluation activities such as the selection and training of middle and senior managers.
Role-playing is a kind of scenario simulation activity, which is mainly used to evaluate the interpersonal relationship processing ability of subjects. In this kind of activity, the examiner sets up a series of sharp interpersonal contradictions and conflicts, requiring the subjects to play a certain role, enter the role scene and deal with various problems and contradictions. By observing and recording the behaviors of the subjects in different scenarios, the examiner evaluates their management abilities such as behavior style, agility of thinking, decision-making, command, control, coordination, problem solving, interpersonal skills, and ability to deal with emergencies. Suitable for middle and senior managers, marketers and other evaluations.
5.360 degree evaluation feedback
360-degree evaluation feedback, also known as multi-source feedback survey technology, is an anonymous evaluation conducted by people who have close working experience with the appraisee (including superior leaders, colleagues at the same level, subordinates, employees themselves and customers). Through the continuous tracking and recording of the evaluation results, we can help them understand their own strengths and weaknesses and promote the continuous growth of employees through feedback. The biggest feature of 360 evaluation feedback is multi-angle and multi-angle, which ensures the accuracy, integrity and scientificity of evaluation. However, 360 evaluation is easily influenced by organizational culture and evaluation questionnaire, which leads to its objectivity. Therefore, it is usually used for annual evaluation, quality inventory, ability training and other evaluation activities.
In addition to giving personal development advice from the personal level, Cai Yi 360 evaluation can also deeply understand the current situation of each department from the organizational level, and understand the specific situation of team members based on the cross-analysis of ability and performance.
Second, choose according to the evaluation object.
Different positions have different characteristics, the corresponding evaluation focuses are different, and the evaluation tools used will be different.
The first is the job category. We look at it from the management class and non-management class. Management positions, different levels have different ability requirements, and the evaluation tools used are different:
Non-management positions mainly come from different types of positions. Because of the different contents and nature of their work, the focus of evaluation is different, so the evaluation tools used are also different:
Secondly, the personnel situation, such as number, age, education and so on. Large-scale assessment tools, such as online quality assessment tools, online written tests, and leaderless group discussions, are usually used when there are a large number of people or when time and cost are high. Age is another factor to consider. If the evaluator is older and the evaluation time should not be too long, try to choose some less complicated evaluation tools. If the evaluator is young, it is necessary to choose some humanized and interesting evaluation tools.
Third, choose according to the evaluation purpose.
The so-called evaluation purpose is to solve what problems and realize what functions through talent evaluation. Generally, the purpose of talent evaluation can be divided into five categories: job evaluation, selective evaluation, evaluative evaluation, developmental evaluation and diagnostic evaluation.
1, post-evaluation
It has a clear goal orientation, and the purpose of evaluation is to realize the matching of people and posts. Social recruitment, internal competition and job promotion evaluation can all belong to this category. In addition to knowledge, skills and abilities, configuration assessment is most concerned about whether the assessed's personality and motivation match the job characteristics and corporate culture. Suitable assessment tools include online quality assessment (personality test, motivation test), structured interview and other tools.
2. Selective evaluation
Different from job evaluation, selective evaluation has no clear target position, and the purpose of evaluation is to achieve "matching between people and organizations". Large-scale campus recruitment and reserve talent selection belong to this type. It focuses on the "potential" of the candidate, not the actual working ability. Due to the large number of people, the accuracy of the evaluation is not too high. Generally, interactive group evaluation methods are adopted, such as online quality evaluation, written examination and leaderless group discussion.
3. Appraisal and evaluation
Also known as "appraisal evaluation", it is an evaluation aimed at examining whether a certain quality is available. Year-end evaluation and term evaluation all belong to this category. It involves all aspects of quality performance, and it is a summative evaluation, which requires well-documented and comprehensive evaluation conclusions. Focus on "non-ability" indicators such as professionalism, work attitude and behavior (management) style. Usually use 360-degree evaluation feedback, debriefing defense and other methods.
4. Development assessment
Through a comprehensive understanding of the ability characteristics of the subjects, it provides guidance for the follow-up training and development work. Talent quality inventory, training needs diagnosis, career development evaluation, etc. All fall into this category. It is characterized by a comprehensive investigation of the assessed's ability, finding out their respective strengths and weaknesses, and paying attention to the elements that can be improved through training, counseling and teaching, such as basic work ability, management ability and leadership. Usually use 360-degree evaluation feedback, ability evaluation, evaluation center and other evaluation tools.
5. Diagnostic assessment
Its purpose is to find out the cause of the problem and put forward the countermeasures for improvement. The general evaluation results are not public, only for the management decision-making level to grasp and refer to. The evaluation is required to be systematic, and the evaluation content is either very detailed or comprehensive. Evaluation tools such as evaluation center, 360-degree evaluation and multiple feedback, career satisfaction survey and organizational climate survey are usually used.
Among the above five evaluation purposes, campus recruitment, social recruitment, internal competition and reserve talent selection are common evaluation forms, so how to choose evaluation tools?
Fourth, combine according to the evaluation effect.
Generally, we don't choose only one tool for evaluation, so there are different combinations of evaluation tools. So how do you combine these assessment tools? According to the evaluation effect to be achieved, there are mainly the following principles:
1, pertinence and complementarity
Different evaluation indicators need targeted evaluation tools to measure, such as the measurement of "communication ability". It is more appropriate to use leaderless group discussion, but it is not appropriate to examine innovation ability.
In addition, when combining tools, we should cover as many different evaluation techniques as possible, such as the combination of leaderless group discussion and official document basket, which can not only examine interpersonal communication ability and event-related ability, but also make full use of them to comprehensively evaluate the assessed.
2. Pay equal attention to efficiency and accuracy.
The complexity of different evaluation tools is different, and the evaluation time is also very different We should balance the time cost and accuracy of the assessment. Generally speaking, the evaluation time should not be too long and there should not be too many tools. It is generally recommended that the number of tools used for evaluation should not exceed five. Too many assessment forms and contents will increase the burden of the assessed, and too much pressure may lead to the inability to accurately reflect the true ability of the assessed.
3. Combination of subjective and objective.
Structured interview, leaderless group discussion, role-playing, file basket, etc. It needs the subjective evaluation of the judges and is a subjective evaluation tool. Written test, psychological test and so on basically do not need subjective evaluation by judges, which is called objective evaluation tool. It is generally recommended to combine subjective and objective tools to make a more comprehensive measurement.
For enterprises, there is no once-and-for-all evaluation tool, and each tool has a different focus. Only by deeply understanding the purpose, concerns, characteristics and requirements of specific application scenarios such as recruitment, selection, competition and talent echelon construction, and then selecting the corresponding evaluation tools, will these evaluation tools play the best role.