Module 1 Introduction

In Module 1 we highlighted the financial and non – financial costs of recruitment. We also differentiated between Competencies and Capabilities.

Competencies are the job specific and generic knowledge and skills we learn through education, training, experience and on - the - job learning.

Capabilities are largely in – born. When it comes to job performance Capabilities such as EQ (personality and emotional capability) and IQ (cognitive/problem solving capability) play an absolutely critical role.

We pointed out that research shows that Capabilities NOT Competencies are the most critical drivers of individual job performance.

We pointed to the fact that omitting an assessment of Capability is a key driver of the financial and non – financial costs of recruitment. We also hinted that a poorly designed assessment process is also a major contributor to these costs.

Module 2 Capability

In Module 2 we gave an in – depth explanation of what Capability is. We differentiated between the 2 main types of Capability – EQ and IQ and gave research statistics on the key role they play in individual job performance. We went on to explain and illustrate why this is so, highlighting 4 key considerations:

1. Not everyone has the same capability
2. Capability provides the foundation or building blocks for the types of and levels of competencies we can develop
3. Competencies can be learned, but Capability cannot be increased
4. Capability results in default patterns of behaviours. Where these are problematic, or poorly matched to the job it causes drag, drain and drift in organisations. Where Capability is good and well matched to jobs, organisations are energized to perform

High Performance organisations cannot be built when the collective EQ and IQ of the organisation (Capability) is mediocre.

We concluded the Module by indicating that the ONLY way to assess capability objectively and accurately is by means of psychometric tests.

Module 3 Psychometric Tests

In Module 3 we defined what psychometric tests are. We explained that they are used to measure psychological constructs. The psychological constructs that are most relevant to organisations are cognitive capability (IQ) and emotional capability (EQ). Collectively we refer to them as Inherent Capability or simply Capability

Psychometric tests provide measurements as opposed to estimations or judgements about EQ and IQ. All other assessment methods however, such as interviews, role plays etc. provide subjective estimations or judgements about a person’s behaviour.

Psychometric Tests have scientific properties. Among the most important are:

1. Validity – the test measures what it sets out to measure

2. Reliability – the test will yield a similar result if it is repeated in the future on the same person.

3. Normative Measures – candidate’s scores on a test (the raw score) is compared to a norm group which converts the raw score to a score out of nine (stanine) or sometimes a score out of 10 (sten). This makes it possible to see how well a candidate performed compared to the norm group.

The use of Psychometric Tests is governed by legislation and an ethical framework.  Some of the most important legal considerations are:

1. Only psychometric tests may be used to assess psychological dimensions
2. Only psychological professionals may interpret test results

The ethical rules pertaining to informed consent, confidentiality, storage, interpretation, candidate's rights and feedback must be strictly adhered to.

Module 4 EQ

In module 4 we took an in – depth look at the one of key legs of Capability – EQ – or personality and emotional capabilities. We shared research information which highlights the critical role it plays in things such as staff turnover, customer loyalty, productivity, sales and more. We provided many illustrations of how EQ “overrides” Competencies, how it determines a candidate's fit with a job, regulates behaviour, is either a force for “drag, drain and drift” or “wind in your sails”, can produce derailers and can be productive and counterproductive. We explained how it is assessed, we gave an overview of the assessment tool we use and gave numerous illustrations of EQ in action.

We explained that we subscribe to the trait theory of emotional intelligence – that is to say, that emotional intelligence can be thought of as the behaviours that result from our personality traits.

We pointed out that personality traits can be both productive and counterproductive and that a cluster of counterproductive behaviours can result in derailers. Derailers are broad and well – established patterns of behaviour that can cause potentially serious problems in the way a person deals with his working environment.

We explained how EQ is assessed and gave you an overview of the instrument we used. We ended off the module with a case study which illustrates how our personalities can result in productive or counterproductive outcomes at work.

Module 5 IQ

In this module we shared research that shows that General Mental Ability is the single most powerful predictor of job success across jobs; and linked Cognitive Capability to important behaviours such as technical knowledge, future thinking, judgement, decisiveness, achievement drive, work performance, versatility and adaptability.

We explained in detail what Cognitive Capability is, what the different thinking processes are which are involved and how they are utilised in real life job situations.

We distinguished between the 2 main types of Cognitive Capability – Fluid and Crystalized Ability. We discussed the relationship between Fluid and Crystalized ability and why they are both important to job success and how they are assessed.

We explained how IQ is assessed, and differentiate between the main types of test batteries:

1. General Reasoning
2. Learning Potential
3. Aptitude Tests

Module 6 Psychometric Test Applications

In the previous module we discussed Six different applications for psychometric tests, viz. Recruitment and Selection, Talent Identification, Capability Assessment, Synergy, Team Development and Personal Development.

We explained how psychometric tests are a better method for Talent Identification than performance because they provide objective information on a person's capability to perform in a future role, whereas performance looks at a person's ability to perform against a current role.

We explained the Peter Principle and why it is important. People are promoted to their highest level of incompetency when promotion decisions are based on performance rather than capability.
We explained how psychometric assessment can be used to determine the overall capability of a section or department.

We discussed the importance of positive and negative synergy and how psychometric tests can be used to foster positive synergy between people of a section or department

We also discussed the role of psychometrics in team development and finally the useful role it can play in an individual’s personal development.

Module 7 Competencies

In this module we had a quick refresher on the difference between Competencies and Capabilities. We went on to differentiate between Job Specific Competencies and Generic Competencies. We discussed how competencies are developed and the role that Capability plays in developing Competencies.

We looked at how Competencies can be assessed. We discussed CV’s, interviews, work sample tests, 360 assessments and assessment center tools. We also made the point that these tools employ judgements, not measurements about a candidate. We highlighted some of their limitations, particularly those of interviews, and how these limitations can be offset.

Finally, we emphasised that Competency Assessment Tools cannot be used to assess Capability, and that Psychometric Tests are not designed to assess Competencies.

Module 8 Integration

In this module we explained that the first step when assessing is to create a job profile, both for Capabilities and Competencies and introduced you to our on – line job profiling tools.

The second step is to assess Competencies using the Competency Assessment Tools described in Module 7. We also introduced you to CIQ, our online competency appreciation tool.

The third step is to assess Capabilities via psychometric tests done by a psychology professional.

Following this, you need a systematic approach to review all the information gathered about the candidate. We suggested using a Global Fit Table to map out the candidate’s fit with respect to Generic Competencies, Job Specific Competencies, Cognitive Capability, Personality/Emotional Capability and Overall Fit.

Finally, we suggested using a Next Steps table which would help you to decide on which of the following options will be most appropriate for the candidate – regret, put on hold, triangulate, appoint, address development areas, flag as high potential.