Using testing as part of the selection process is often a topic of much debate. Some companies swear by them, while others look at testing with disdain. When using testing to select salespeople, you must consider three key issues:
• Legality
• Usefulness
• Cost
Legality. First of all, testing is not illegal. You can use one that is professionally developed and if you use it in a non-discriminating way.
The test you use must meet certain requirements established by the Equal Employment Opportunity Commission. There are two factors you must always consider:
1. Any test used in the hiring process must directly relate to the knowledge, skills, and attributes of the specific job for which the applicant has applied. You must show that the test results do a reasonably good job of predicting success in the job.
2. The use of tests and all screening methods (e.g., interviews, reference checks, etc.) cannot screen out disproportionate large numbers of women and minorities.
There are various tests designed to measure skills, knowledge, and personal attributes, including:
• Intelligence tests measure a candidate's ability to understand and solve problems.
• Aptitude tests measure the candidate's abilities to handle specific tasks or skills.
• Personality tests give the interviewer predictions of how the candidate may behave on the job.
• Honesty tests assess a person's integrity.
Other skills necessary for the job are informally "tested" during the interview process using simulations or simply observing. Such skills as telephone skills, legible handwriting, presentation skills, etc. fall into this category.
Usefulness. Although testing is effective, it's not without problems. There are a number of possibilities:
• Sometimes, managers abdicate responsibility for making the hiring decision by saying, "The test wouldn't let me hire candidate A," or, "I hired candidate B because of the test results. " Using any test as the sole decision maker is a dangerous practice. Even the most highly regarded tests have countless "exceptions" (i.e., people who performed on the job differently than the test results predicted).
• Clever candidates "see through" the test and give the "right" answers. To avoid this potential problem, be sure the personality test you use has an "accuracy" or "faking" scale which will tell you if the applicant may have tried to present him-/herself in a different light or better than he/she really is.
• Many candidates simply "freeze up" when taking tests even though they are fully qualified. In these situations, the test results aren't an accurate measurement of that candidate's ability.
• Some tests, especially personality tests, are quite complicated and require specialized scoring and interpretation. This process is usually costly and time-consuming.
Costs. The cost range of tests can run the gamut from a few dollars up to thousands. Therefore the ROI comes into question. Companies tend to pay more when the need for a high performer is high and the risk of failure also high. Testing is often a good tool to help avoid a potentially poor and expensive decision.
In summary, don't use test blindly, but as a tool to help you make more informed hiring decisions. Select ones that are valid for the jobs for which you're recruiting and that the cost is justified by the hiring decision.
For more information on recruiting, interviewing and selecting salespeople go to: hiring-winners.com
Phil Faris is a business development consultant, coach, speaker and author. He is president of Phil Faris Associates a firm that specializes in helping organizations hire, train, develop, lead and retain the sales talent required to succeed in a competitive marketplace. Phil has developed a reputation as a "performance improvement doctor" for his ability to help organizations improve their financial health by diagnosing performance issues and then prescribing strategies that produce measurable results.
Phil is the author of the following books: Hiring Winners, Building Customer Partnerships, Training Winners, 50 Activities for Sales Training and Upping the Down Side. He has also written numerous articles on sales, leadership and personal development.
Phil is the author of the following books: Hiring Winners, Building Customer Partnerships, Training Winners, 50 Activities for Sales Training and Upping the Down Side. He has also written numerous articles on sales, leadership and personal development.
