Examining Psychology
Although in common use, psychometric assessment remains a perplexing and mistrusted science, we examine its uses and benefits in the real working world.

Press Release

The Psychological Testing Centre (PTC) defines psychometric testing as "measures of typical and maximum performance". 'Typical' refers to tests that assess behaviours, 'maximum' to ability. John Hackston, Managing Consultant at OPP, adds: "It is an objective and standardised assessment of clearly defined samples of human behaviours and psyche, measuring such factors as ability, intelligence, personality and interests."

Dr Sue Henley, Director at Saville Consulting talks about the different tests available: "The main categories of assessment are: ability tests, personality and motivation questionnaires and interest inventories. Ability or aptitude tests measure specific abilities e.g. verbal, numerical, spatial and diagrammatic reasoning as opposed to general intelligence. Verbal and numerical reasoning tests require logical, sequential analysis. By contrast, abstract reasoning is more dependent on lateral/conceptual thinking and may require letting go of logic. It underpins strategic and visionary thinking - which are important in senior roles. Some individuals who score extremely highly on tests of analytical thinking, experience great difficulty in abstract reasoning."

Forewarned Planning

The consensus is that psychological testing is essentially worthless if not preceded by a carefully designed recruitment strategy. Dr Henley opines: "An essential precursor to psychometric testing is proper job analysis. Tests have to be shown to be a valid measure of the skills and behaviours essential to the role."

As reported on page 6, PSL created a retail-specific test for HMV. Emma May, Commercial Director, explains: "When we design an assessment, we start with a job analysis. Our Occupational Psychologists go out and analyse the components of the job and identify critical behaviours that will lead to high performance. Once we have isolated the key behaviours, we design assessments that will elicit indicators of those values. We then trial the assessment and record the results. We base analysis on knowledge of who the strong and weak performers are, and how results correlate to this looking at how people perform in their roles and in a test situation."

Testing the Testers

The PTC is the arm of the British Psychological Society (BPS) that monitors the use of psychometric testing, as well as accrediting test users, verifying products, and keeping companies informed of legal and ethical issues. The PTC Level A qualification allows the holder to administer tests which assess intelligence, ability and interests, while the Level B also permits use of tests involving personality analysis.

Steve O'Dell, Director of Saville Consulting, places great import in such verification: "Tests worth their salt should be recognised by the BPS. They review new tests, and assess their technical underpinnings and suitability for proposed use."

"Tests recognised by the BPS are not freely available," he continues. "Users must demonstrate competence in their use and the administration, scoring and feedback to participants. Tests are only sold to people with suitable qualifications, for which the training is quite rigorous."

The legislation that impacts on the use of psychometric tests includes the EU Directive 95/46/EC and the UK Data Protection Act 1998 (DPA). These laws, relating to the processing of personal data, also apply to data collected by psychometric testing. The PTC produce several useful publications; more information is available at http://www.psychtesting.org.uk.

Data protection is complex and, as psychometric assessment garners sensitive information, the responsibility of shielding that data must be taken seriously. O'Dell outlines the supplier's responsibility: "As best practice, Terms and Conditions attached to tests should refer to the DPA, stating that information gleaned is secure, used for the purpose it was gained for and kept no longer than necessary. Data yielded by assessment is typically relevant for around 12-18 months, as people change and develop."

Hackston adds: "Test results are powerful information, and must be treated with respect, and kept under lock and key. Also, tests must not be unfair or biased against minority groups. The PTC agrees: "Tests are intended to discriminate between people to show up differences where these are real. What they should not do is discriminate unfairly. That is, show differences where none exist, or fail to show differences that do exist."

Forego Freebies

Online testing is increasingly common, particularly for large companies who use it to weed out potential employees. O'Dell points out issues around online testing, citing lack of supervision as a potential pitfall. He also believes that providers should ensure that online tests differentiate from printed material.

Asked whether test takers can 'cheat' by identifying what he/she thinks the prospective employer is looking for, Hackston thinks this contains only a kernel of truth. Personality assessments, in which there is no 'wrong' answer, can be engineered, but it is difficult to cheat in ability tests as they involve logic and numerical or verbal reasoning ability.

He criticises companies who download free tests from the internet, and use without necessary training. He advises companies to consider the following:

• Is there evidence that the test works for its required purpose?
• Can the test vendor provide a range of technical information?
• Can the test be proven to be reliable and valid?

It is believed that assessment can also reap cost benefits. Dr Henley says: "I think the main reason that psychometric testing is cost effective is that it enables companies to make more informed decisions. However, to only use ability tests is inadequate. Some people have capabilities but lack the will to use them. Other candidates may be a bit more middle of the road intellectually but have drive, motivation and other qualities needed to succeed. Evidence suggests that some personal qualities may be more important than ability in determining success. It is an important caveat; you need to know something about all components."

Taking the Test

Management consultant HBS arranged for one of The Grapevine's writers to trial three of SHL's psychometric products. Post-test, they provided written feedback and analysis on the results. In theory, these tests would be used as a pre-interview measure, to highlight areas that the candidate should be quizzed on in interview.

Psychometric Assessment

SHL's OPQ^® (Occupational Personality Questionnaire) is well established in business psychometrics. The test gives 108 sets of startlingly similar statements measuring reactions to people and situations. The candidate indicates which of the given statements are most and least like them. It can feel as though you are contradicting yourself, but it is important to be honest.

Numerical Reasoning Test

The test transpires to be as much a test of logic and rational thinking as it is figure grasping. A calculator and paper proved essential, as I did need to record my workings. The 21 minutes allotted were insufficient as I managed to complete 16 of the 21 questions. It is a challenging process, but obviously it is equally in the management of that stress and a rational working method that someone would reveal high potential.

Verbal Reasoning Test

Ahah, thought I, this will be a breeze. Given my occupation, it wouldn't be unreasonable to assume that I 'do' words. SHL's verbal reasoning test provides a series of passages. Each is accompanied by a statement and the test taker has to deduce whether the statement is true, false or whether you cannot say. Like numerical reasoning, it does require some fast thinking and extreme application of logic.

Summary

The tests were an interesting and useful insight into my personality and abilities. A decidedly average percentile ranking for numerical reasoning and a high ranking for verbal reasoning vindicates my career choice. Psychometric tests when applied appropriately, do reveal an individual's suitability for a specific role and as such, are particularly useful in the recruitment process. However, as assessment feedback should highlight areas of weakness as well as strength, they are invaluable in identifying potential training requirements. Interpretation of results should not be superficial and result in the individual being cast aside, but instead identified for development. It is crucial to be honest in any assessment, so that flaws are highlighted giving the opportunity to turn these into future strengths.

Testing Times Ahead

Dr Henley believes that there is "fatigue around existing products", a problem that Saville Consulting aims to alleviate with a new generation of assessment products based on a major research project (please refer to their advert on page 36). She says: "Personality assessments need to be more comprehensive, flexible and faster, particularly for top level managers." O'Dell adds: "A lot of tests have been around for a long time and are a bit familiar. As HR practice and business changes, there is a need for tests more international in flavour."

Hackston suspects that psychometrics will be increasingly used. "It is important that people use reputable instruments," he warns. "I suspect organisations will become more aware of the potential cost benefits. It is a very parsimonious way of selecting people. There will be an expansion of the use of personality assessment in development work, and due to the global nature of working, we will see increased multinationality of testing."

Another possibility is that there will be more demand for industry-specific assessments in the future. May says: "We always look to develop new products, dependent on market demand. There is already demand for specially designed tests. We have tests that are used for certain roles, such as for customer service and sales personnel. When psychometric assessment took off in this country, people knew they wanted to use psychometric instruments, and felt that a generic tool would be sufficient. Clients are becoming more discerning. They know what behaviours are required for a specific role and tests have to reflect that need."