It is clear from the previous section that assessing cognitive ability is a must when recruiting. But what is cognitive ability and why is it so relevant to job performance? Irrespective of the job level – except for purely manual jobs – employees need to engage in diverse cognitive processes that enable them to deal with the problem-solving demands of their jobs. These problem-solving demands range in level, difficulty, and complexity:
OPERATOR
From an operator having to work out how much of an ingredient needs to be added to a batch of say confectionary mix.
FIRST LINE MANAGEMENT
To a team leader having to calculate the scrap and waste produced on a shift.
MIDDLE MANAGEMENT
To a production manager having to calculate line efficiencies, or an HR manager having to formulate a talent retention strategy.
SENIOR MANAGEMENT
To a general manager having to formulate a 2 to 3-year plan that will maximise efficiencies at a plant, or a divisional manager having to decide on where operations need to be bolstered and where they need to be trimmed.
TOP MANAGEMENT
To a CEO having to formulate a long-term strategic plan for his organisation.
So think about it...
In every job activity thinking is required and thinking involves utilising diverse cognitive processes. Employees’ abilities to successfully apply these processes to the job at hand will to a large extent determine their success in delivering the job outputs of that role. Remember, we are not talking about skills, work experience, knowledge, or technical competencies.
We are referring to inner cognitive process hardwired to a lesser or greater degree within each person’s brain that firstly drive his/her capability to effectively attain and utilize skills, knowledge and technical competencies and secondly, to apply them effectively. Cognitive capability can therefore be thought of as the engine that sits behind skills, knowledge and competencies.
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