Soup for

Corporate Souls
Psychometric
Assessments

1
What are
Psychometric
Assessments?

2
The Big Picture: Why
Use Psychometric
Assessments?

8
Insights: When
Psychometric
Assessments Fail

Table of Content

12
Assessing
Assessments

18
Drawing from Case
Studies

21
Glossary of Terms

27
Parting Note

What are Psychometric Assessments?

t

Every tale starts with the what, a preamble to the story that is to come. This is important,
especially with the topic of Psychometric Assessments being as vast as it is. Bearing this in
mind, the simplest way to define the what of psychometric assessments is to describe them
as a standardized and scientific method used to measure an individuals mental
capabilities and behavioural style.

Mental

As far as the business world is concerned, psychometric assessments are used to measure
attributes about employees that are relevant to the workplace, but less obvious to the nave
observer. In fact, employers use the information collected from a psychometric assessment
to uncover the hidden aspects of candidates that are difficult to extract from a rsum
screen or even a face-to-face interview.
More commonly, psychometric assessments are used in organizations as an early stage
identifier of job applicants unlikely to fill the requirements of the position on offer. Quite the
process for distilling the quality and quantity of said applicants to say the least. Beyond this,
psychometric assessments are also used in leadership development programs, coaching,
and promotions to name a few.
Now. With regards to the business world once mentioned, it is always important to
strengthen the what of anything with the why. Yes. Why use Psychometric Assessments,
indeed?t

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

Behaviour

Why use Psychometric Assessments?

Objective information always did hold a position of power with decisions. While the human instinct is one of power, it is extremely fallible
when manifested as bias, favouritism, and other unscientific and potentially harmful ways of making decisions.
Psychometric assessments provide unbiased, systematic and statistically validated alternatives to such hunches and unscientific,
instinctive decisions. In fact, they serve to enhance the decision-making power. The more the information that is made available, the more
efficient is the process and accurate are the outcomes that follows. After all, no one wants to spend time on applicants with low potential,
or leaders with masked dysfunctions.
Assessments can uncover some of these hidden flaws as well as reveal some hidden strengths in systematic ways.

Using Psychometric Assessments in Hiring

In 1869, Francis Galton, a pioneer psychometrician and originator of the phrase nature versus nurture, published a book titled Hereditary
Genius the first social scientific attempt to study genius and greatness. It identified different characteristics people possessed, and how
those characteristics made them fitter than others.
Why bring up Galton though? Primarily to focus on the two words genius and greatness. After all, who would want one but not the other
in their organization?
When people applied for jobs a few decades ago, a typo-free rsum, interview smarts, and a few good references would often be all they
required. But organizations today, are beginning to realize the importance of scratching beneath the surface of a seemingly good fit
candidate.
SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

No. of Psychometric
Assessments used by HR
Professionals

14

50

20

//

20

Just take a look at the statistics; data is more convincing than opinions, after all.
In a 2014 trends report from SHRM, 62% of human resource professionals used psychometric
assessments for vetting candidates in the hiring process. Compare that to less than 50% in 2010,
according to the Harvard Business Review.

62 % //

Enter Psychometric Assessments, especially, pesonality tests

10

So, why the sudden percentage increase in use? There are several reasons, but the rising
popularity of psychometric especially personality assessments can be attributed to three factors:
Increasing evidence that personality is an important predictor of work-relevant outcomes such as performance, satisfaction,
organizational commitment, turnover, and leadership.
Increased accessibility through technology, and innovative ways of measuring personality and other psychological attributes of
importance.
The rising awareness that successful hiring, along with other organizational decisions, is all about maximizing probabilities of
success. This comes from considering various predictors of success, including personality, and not just relying on preliminary rsum
screens or job interviews.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

However, do not forget our play on Genius & Greatness

A genius on paper may very well fall short of greatness if one fails to consider the various pieces of the jigsaw puzzle key pieces that any
good hiring decision is made up of:

Components of a Hiring Decision

Indicators

What does the job applicant know?

Educational Background, Certification & Functional Training

What can the job applicant do?

Skills, Aptitude & Abilities

What is the job applicant like?

Personality Assessments & Reference Checks

What has the job applicant done in the past?

Rsum, Work Experience & Interview Results

What does the job applicant aspire to?

Values & Motives

These are all aspects that weave into a great recruitment and hiring process a spectacular blend of data oriented assessments and due
diligence. Now this is important, but more important than that is what the title of this book is about. What happens if one neglects that?

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

The Opportunity Costs of Not Using Psychometric Assessments During Hiring

Humans are creatures of impulse, and often make decisions using their gut or instinct. We can never discount it, as was stated multiple
times, but are they really the best factor to play at with hiring decisions? Just couple this with some unstructured, ambiguous interview
questions such as a candidates place of education or favourite sport, and we have a spectacularly bad recipe for hiring. One might as well
evaluate applicants using a coin flip; this is what we call using extremes to make a point.
Developing good psychometric assessments and a rigorous selection process requires investment. There is no way around it, but it does
improve your odds of a good hire tremendously, and definitely over that of a coin flip. Not hiring rigorously raises the risk of multiple false
positives, while losing out on a couple of false negatives.
The likeliness of getting fired

2x
4x
5x
10x

improper conduct
fighting

Case in Point: There was once a large logistics company that hired 2200 employees using a recruiter
and 2200 employees using a legitimate psychometric assessment. Unsurprisingly, the unscreened
employees were twice likely to be fired for improper conduct, four times more likely to be fired for
fighting, five times more likely to be fired for insubordination, and ten times more likely to be fired
for theft.
Astonishing statistics, we know. However, this very reason pushes psychometric assessments to
widespread use and popularity.

insubordination
theft

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

If this does not do it for you, consider the following thought example:
Imagine a city thats fallen upon hard times rampant crime, poverty and
desperation taking over as the new normal. Now put yourself in the position of
someone in charge of hiring the citys protector a force strong enough to restore
the crumbing city to its former glory.
You come across an applicant masterful in the field of chemistry, genetics and
nuclear engineering. Add to that his agility, speed, skill in the field of martial arts,
and an ability to cheat death itself we have someone more than capable of
battling in the dark world of criminals.

Genius.
Innovator.
Task Oriented.
Go Getter.
Fearless.
Super-hero?

Ask yourselves, would he have been a spectacular hire? Very likely; at least on the
surface. However, if you did not unearth the layers beneath the surface to
understand his personality or motivations, you may have very well ended up
making a dire mistake.
This of course, is a whimsical example from the fictional world of Batmans
Gotham City. And if you havent already guessed it, our job applicant here is none
other than the notorious villain, the Joker. Fortunately for Gotham however,
superheroes never emerged from job applications. If they did, we would have had
a movie about a man in a purple suit and clown makeup, trigger-happy and
massacring every petty thief on sight, eating a puppy every now and then just
because.

Heath Ledger as the Joker in Dark Knight (2008)

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

In this case, you as the hiring manager did no wrong. You looked for the best traits to find in a candidate, and found them. The Joker was
the perfect hire; unfortunately, he was not Gothams perfect hire. No rsum screen could have possibly revealed all of the mans
homicidal, psychopathic, ruthless, sadistic, maniacal, and manipulative tendencies.
The thin line between genius and madness has always been a subject of dispute from the eyes of different people. Religious fanatics from
the medieval era scorned scientists as madmen, people who went against the will of Gods; the world of today looks at them as visionaries,
pioneers even. It is not an easy task separating your Batman from the Jokers, and sometimes we just need some help to gain that
perspective.
So, ladies and gentlemen, what do you think can help with that perspective you seek? Your friendly neighbourhood Psychometric
Assessments. It is a superhero to pushing the right genius to the right place, so they can find the greatness they deserve.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

Insights into Psychometric

Assessments; How Not to Use Them

We know of what we are,

but not of what we may be.
Ophelia from Hamlet by
William Shakespeare

Psychometrics in many ways is more than a matchmaker for people and

jobs. Behavioural tendencies and even personality to a certain extent are a
lot similar to instruction guides for people. Think about it, would anyone buy
an expensive machine without its operating manual? Similarly, why would
anyone want to hire someone new and not know how he or she worked?
Simple, correct? Wrong. People are not machines. They are complicated, twisted, diabolical, nave, and many adjectives. For instance, it is
obvious to expect every car of a specific make and model to work the same way, but not expect every car salesperson to. Humans are
beautiful and flawed that way.
Now imagine stumbling across an employee you think is the perfect hire. Something about his or her work ethic simply lights a fire in your
belly. Yet, your psychometric assessment decides to moodily state otherwise. Wait, what just happened? Only a few moments ago, we were
all for Psychometric Assessments. Why the sudden doubt?
In easy to understand words, Psychometric testing is a very broad-spectrum approach to measuring psychological constructs such as
personality and intelligence of people, who happen to be extremely complex and varied. Simply put, there are several uncertainties,
boundary conditions and no guarantees with psychometric assessments; still better than a coin toss, however.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

Recently, we came to hear about a renowned organization in the IT industry, and a certain Mr. X, who was quite the superstar in this organization. The man was a defined high-performer at work; backed by numbers, loved by peers, and respected by his team. Unsurprisingly,
he had grown at a rapid pace within the organization, and was soon in line to succeed a senior leader. Good story? Not quite.
Now, this organization had just tested their current workforce as part of a local assessment validation and norming effort terms that will
soon be explained in the chapter to come; not to worry.

Profile

Assessment Result

High Performer

Failed

Well Respected
Loyal

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

Surprise, surprise. Mr. Xs Result: Not Recommended for Hire.

Of course, the organization retained the man despite his test results. Yes, he did get the promotion. And yes, he did thrive in his job role.
As savvy users of assessments, the organization realized three things from this learning experience:
No assessment is 100% accurate. Psychometric Assessments improve the likelihood of making better decisions on aggregate. Again,
not every single time. Complex Constructs & Complex Human Beings equate to Complex Predictions. Words to live by.
Assessments for one context may backfire in a different one. In the case mentioned, the assessment was perhaps more appropriate
for junior positions. If this was a valid assumption, it is right and proper that Mr. X was rejected as a fit for the role, simply because
he was just too good a leader to be an effective entry-level operative.
An assessment any assessment is part of the whole. To get the complete picture, it is essential to ask a variety of questions just
as a good detective would, glue the pieces of information derivative of said questions, and arrive at an informed decision.
The assessment used may have revealed Mr. X as lacking in some personality predisposition, but his track record and other evidence
of the kind proved that his behaviour in fact compensated for this shortcoming. While personality is a predisposition to behave in
certain ways, behaviour can be modified and/or managed.
Knowing that Mr. X managed his behaviour to overcome his possible limitations is valuable, and not something revealed in a
personality assessment. Rightfully so, because it is simply not meant to by design.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

10

However, Mr. X could have just as easily been a candidate without performance history, just as easily rejected. This is probably why it is
important to consider two things:

Are you looking at other pieces in the puzzle? Structured behavioural interviews, solid reference checks, and functional knowledge
among others all form key components of the big jigsaw puzzle.

Are you using a scientifically sound psychometric assessment? Is the test you are using valid? Is it reliable?

All very good questions. And at the risk of sounding hypocritical, yes, Psychometric Assessments is still a ship sailing between genius and
greatness. However, for a ship to remain afloat, it needs architectural finesse a feat impossible without experience, effort, time, blood,
sweat and tears. Keep turning the pages to find everything that goes into developing a psychometrically sound assessment.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

11

Assessing Assessments. Wow

Now, we have talked a lot about the need for psychometric assessments. We know that there are both good and bad assessments. So what
makes the difference? There are standards to judge by. Just as there are laws that put criminals behind bars, there are metrics that
distinguish good psychometric assessments from the poor ones.
Sometimes, factors such as branding or marketing efforts by test developers cloud our judgment, at least by a little if not entirely. For
instance, a very popular psychological test let us call it Empty Tee Eye for the heck of it has often assumed the prototype role for other
psychometric assessments. Unfortunately, it does not hold up to standards such as reliability and validity. In fact, its abuse is rampant. Let
us not go down the Empty Tee Eye route, shall we? The last thing we need is another lie detector like assessment. Oh? Youre curious now,
are you? Funny story there.
The polygraph is in actuality, at best, a pseudo-science. Cases have seen truthful people fail the test simply
because they were nervous, while serial killers such as Gary Ridgway and Charles Cullen among others
beat the test simply because of their calm demeanour. In fact, John Augustus Larson, the inventor of the
polygraph, went on to regret inventing the machine after having witnessed law enforcements unscientific
use of it.

Gary Ridgway
SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

12

Kill Count: 49
Lie Detector: 0

What we need to understand here is that its always better to make educated, backed by hard-science decisions about using Psychometric
assessments. After all, in any science, it is essential to define standards that ensure our tools, methods and inferences are sensible, and
more importantly valuable. In the world of psychometric assessments, what are those standards indeed? Think three words.

Validity. Reliability. Norming.

To mistrust science & deny the validity of scientific method is to resign your job as a
human. Youd better go look for work as a plant or wild animal.
P. J. OROURKE
Political Satirist and Journalist

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

13

Reliability
A test is reliable as long as it produces similar results over
time, repeated administration or under similar circumstances.
Would you not expect a line that measures five centimetres on
one scale to measure the same on a different one? The line is
essentially the same, and only a good scale can ensure it
remains the same five centimetres regardless of what or who
measures it. If one equates that to psychometric assessments,
a reliable test is like that scale with the ability to produce
stable results over time.
Over the years, scholars and researchers uncovered multiple
ways to check for reliability. Some include testing the same
participants at different points of time or presenting the
participants different versions of the same test to see how
consistent the results are.
These methods are generally administered by professionals,
and learning any more than that would require a book of its
own. Anyway, suffice it to say that an assessment has to show
demonstrably good reliability in order to qualify for the next
hurdle. What might that be you ask? Do read on.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

2 Years Ago

Now

Assessment
Result:

Assessment
Result:

Introvert

Introvert

14

Validity
In the simplest terms, a test is valid if it measures what it is supposed to measure.
It is understandable to expect a test used in organizations to shed light on how a
candidate would perform in a particular job. With this in mind, it is essential to
reiterate the difference between reliability and validity, with the former being a
prerequisite to the latter.
Lets consider a dart player. In repeated trials, he continues to miss the mark
consistently by about two inches. Of course, this implies reliable aim. In what
sense, you wonder? Simply because, each shot hits the board in a region two
inches from the target. That being said, is he doing a valid job as a professional
by not hitting the bullseye as is the aim of all dart players?

When Almost isnt enough, Fernando Torres missing

an open goal versus Manchester United (2011)

Yes, reliability and validity go hand in hand, but reliability by no means indicate
validity. As our example showed, having the first without the second hints at
great consistency, but also inaccurate consistency.
Again, just the same as reliability, there are tests for validity. And again, they
would require a book of their own. On the brighter side of things, however, we
have knocked down two of the three ingredients to a great psychometric
assessment. How about we take a look at the third now?

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

15

Norming
Wait. This is amazing. You now have a test that is both beautifully reliable and valid. Nevertheless, what about the results? An assessment
fails without quantifiable results, but as stated innumerably human beings are far from quantifiable.
It is hard to quantify in a vacuum, competencies such as ethical integrity or teamwork; similarly, seeing a score on a personality test may
be meaningless without a guide to interpret it. How then do we derive results that distinguish a group of candidates from the other?
Compare them to a standard, of course either among themselves, a relative standard, or an external criterion, an absolute standard.
The first way is to compare people against a population of interest, and this is whats more commonly referred to as norming. Another way
is to have a solid standard against which you measure your assessment, using that standard to make decisions. Either way, it is required of
a test developer to define a cut-off score for hiring or any other decisions dependent on the assessment.
However, even that is a delicate ball game. If you think about it, picking the relatively best apple from a batch of rotten apples would still
yield a rotten apple. How then would you ensure good results from a good test? In psychometric tests, to assess overall performance,
researchers have employed standardization samples, which simply refer to a large sample of test takers who represent the population for
whom the test is intended.
A representative sample means using a group of children when developing a test for children, and an adult group when developing a test
for adults. Also, based on the population, samples are generally made representative based on demographic factors like age, gender,
education, religion, etc.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

16

Easy as pie, right? When you get a 94th percentile on a trait like extraversion, you know that you are simply more extraverted than 94% of
the sample group from whom the test makers derived the normal distribution. On the other hand, if you scored 94% on a math test, it simply
implies that you marked about 94 in every 100 questions correctly.
Psychological constructs such as personality have no right or wrong answers associated with them, and can thereby not be marked using
percentages. This is why academics and researchers alike resort to norming among other methods to make sense of scores on personality
assessments.

Factors varying the tests:

And a lot more.

Age

Nationality

Ethinicity

With growing concerns over costs, conveniences and other logistical challenges, technology-enabled assessments have become popular
over time as well. Simply because they serve to streamline the process, reduce costs, increase efficiencies, allow employers to assess,
and analyse more data points than previously deemed possible.
Having said that, lets get the theoretical out of the way. Its time we turn to a couple of examples of how psychometric assessments were
applied to solve real organizational problems.
SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

17

Draw from Case Studies

When we think ideal, we think perfect, maybe foolproof, maybe exhaustive abilities. It is an interesting word, certainly applicable to human
beings as well. However, what is it you can call ideal with respect to assessments?

Case I: Attrition Goblin of the

Automotive Industry

At Mettl, we could visually understand a beautiful trend with the word ideal through
interactions with lots of our clients. One especially, is one of the biggest names in the Indian
Automobile Manufacturing space. On a yearly basis, they executed an entry-level hiring
mandate for Graduate Engineering Trainees (GET) in sizeable proportions, countrywide, with a
pool of candidates sourced from Tier-I to Tier-III colleges.
However, despite a stellar process, our client remained largely disappointed with heavy
early-stage attrition. It affected more than just their new hires, cascading to poor
implementation of companywide actions and plans. In addition, turnover surged to
astronomical heights after the GETs went through a period of training, which by the way was
unprecedented among competitors in the automotive industry.

Goblins love to poach

Highly Trained
Talent

Obviously, the folks at Mettl needed to put on their best Sherlock Holmes hat to investigate the
matter. Our research revealed that while the assessments deployed by the client organization
accurately measured for technical and functional competencies, they significantly fell short on
measuring cultural fit assessed along the basis of behavioural and work-style indicators.
With the candidates behavioural competencies out of whack from the organizations, a short
employee life cycle emerged an unsurprising conclusion.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

18

Preliminary investigation identified desirable competencies for a successful GET hire based on the clients competency framework and the
Mettl competency library. Focus group discussions with the shareholders began to unveil a plan that allowed us visibility to set achievable
goals. Mettls added suggestion to use aptitude and psychometric assessments allowed the organization to identify stable performers with
the right competencies and proficiency more accurately.
With a custom hiring solution in place, administered to approximately 240 GETs, and after intensive hours of filtration and sorting, our
Psychometric Research and Analysis team generated models for use in predicting the desired parameters. Post-implementation, our client
reported an overwhelming drop in attrition. The change in retention in six months skyrocketed. Mettl Holmes had solved the case.

Case II: Pharma Giant- The

Competency Framework

However, despite a track record of such results, Mettl hit a temporary speed breaker when
Indias biggest pharmaceutical joint venture made an appearance. The organization wanted
to ensure that every hire emerged a top performer; the ask was simple to convert their
recruitment and hiring process into a competitive advantage.
Now, culture fit, as was our problem with the previous organization, was key here as well.
However, the new challenge asked for more than that. Once an ideal solution, no longer viable
this is the mantra people in the assessment business need to digest.

Matching
Frameworks the
Mettl Way

The organization possessed its own competency framework structured and well defined for
optimum output if utilized to perfection. Mettl began by mapping their own extensive
competency set with that of the organizations framework, a smart effort in itself. It ensured
that the right candidates made it through to align with both the cultural and performance
based criteria.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

19

After the framework mapping, our suggested solution pushed a customized assessment, optimized against competencies that measured
actual on-the-job performance. An online simulation was also thrown into the mix on our robust and secure platform to reap improved
accuracy with respect to the cut-offs on the competencies identified.
The comprehensive exercise made the pharmaceutical joint venture the first non-IT enterprise to roll out psychometric assessments across
all job roles in the industry.
Isnt that a story to admire? Well, now that you have a rough idea of what psychometric assessments are, why they can emerge a powerful
tool for your people practices, and how you can apply them, it is about time to wrap this all up. That was tiring.
However, we will leave you with a few easy definitions for future reference, and hope that this whets your appetite for more.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

20

Glossary of Terms
Psychometric
Pertaining to the
measurement of
psychological
characteristics such as
aptitudes, personality
traits, achievement, skill,
and knowledge.

Assessment
Any systematic method
of obtaining information
from tests and other
sources; used to draw
inferences about
characteristics of
people.

Its time for some fun education. Of course, no one loves being lectured, especially through a book.
Precisely why we hate textbooks, correct? We hope to keep this entertaining, and for that the
glossary has been divided into three major sections of fun.
You have common terms used in the context of psychometric assessments, terminology related to
the process of developing and optimizing their use, and finally a few yardsticks on how to assess
the goodness of these assessments. Yum.
Remember the What of Psychometric Assessments?

Ability
A defined domain of cognitive, perceptual, psychomotor or physical functioning.

Battery: Hiring Solution

A set of selection procedures administered as a unit, such as personality test combined with a
work sample test and a cognitive
ability test.

Item
The question or statement used in the assessment.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

21

Aptitude
A combination of abilities and other characteristics, whether innate or acquired, which indicate an individuals ability to learn or
develop proficiency in some particular area. This is dependent on whether appropriate education or training is provided.
Aptitude tests include those of general academic ability, referred to as Mental Ability or Intelligence Tests. These also include special
abilities such as verbal, numerical, mechanical, or musical. In fact, this also assesses a candidates readiness for learning.
Then again, there are also prognostic tests, usually for a field requiring specific skills such as speaking a foreign language or
nursing.

Criterion
A measure of work performance or behaviour such as productivity, accident rate, absenteeism, tenure, rejection rate, training score,
and supervisory ratings of job relevant behaviours, tasks or activities.

Cut-Off Score
A score at or above which an applicant is selected for further consideration in the selection process. This may be established on the
basis of normative information, relative, or objective standards/criteria, absolute.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

22

Knowledge, Skills, Attitude, & Other Personal Characteristics

Now, we did promise entertainment. This is us dancing with Lady Humour. However, for the
sake of academic effort, lets get the textbook definition out of the way.
KSAOs are Knowledge, Skills, Attitude, and other personal characteristics required in
completing work in the context or environment in which an organization and/or individual may
operate. Together, bundles of KSAOs are referred to as competencies.
However, we wouldnt want you to walk away with such a vague definition. Lets use a story.
Try a man with an extraordinary palate for spices. Everyone loves a good plate of the finest of
any cuisine, right? Better yet, assume the existence of a candidate with extensive knowledge
of all things food from how it is made to its effects on your taste buds and stomach.
On paper, this candidate should perform amazingly in a kitchen. Try this man. Ask for a
chocolate mousse. You just might get it done to perfection. Alternatively, you may have just put
the worst tasting concoction in your mouth.
What the chef lacked here was the necessary skills. Having knowledge is merely the primary
step, for it is rigorous rounds of hands-on practice that results in the development of usable
skills. This is probably why food critiques stick to blogging, not cooking.
Wasnt this story just fun? We still have attitude left to cover though. Lets be quick about it.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

David Suchet as Herule Poirot

If I wanted to, I'd

commit the perfect
crime and not a jury in
the world would
convict me. I simply
choose not to.
23

Now, organizations have often discussed if top-notch performance is hindered more by will than skill. This refers to anyone in possession
of a skillset, but without the will to use it.
Hercule Poirot, Agatha Christies greatest creation, and also the most formidable detective in her fictional world will help us with this
explanation. Within several books, Poirot jested at the suggestion of his ability to commit the perfect crime. His closest aide, and colleagues
from the Scotland Yard almost always concurred to these claims. Does he have the skills and ability to pull it off? Yes. Would he do it,
considering his spirit of character, background as a former police officer, and now detective? Doubtful. You may call this will, which extends
to attitude in and around work.

Norms
Statistics or tabular data, often raw or percentile scores, that summarize performance of a defined group on a selection procedure.
Basically, these are statistics that describe the performance of a group of test takers, called the norm group, for the purpose of
helping test takers and users interpret the scores.
Norm information is often reported in terms of percentile ranks.

Predictor
A measure often the assessment, biographical data or interview results used to predict criteria such as job performance, tenure,
etc.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

24

The How of Psychometric Assessments

Analysis of Work/Job
Analysis

Any method used to gain an

understanding of work
behaviours and activities
required, or the worker
requirements, and the
context or environment in
which an organization or
individual may operate.
Remember the KSAOs?

Standardization

A) In test construction, the

development of scoring
norms or protocols based on
the test performance of a
sample of individuals
representative of the
candidates likely to take the
test for some defined use.
B) In selection procedure, the
uniform administration and
scoring of a selection
procedure in a manner that
is similar for all candidates.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

Test Development

Process through which a test

or other predictors are
planned, constructed,
evaluated, and modified.
This includes consideration of
content, format,
administration, scoring, item
properties, scaling, and
technical quality for its
intended purpose. Wow.
Sounds like a lot of work,
does it not?

Validation

The process by which

evidence of validity is
gathered, analysed and
summarized. Now,
non-professionals often
misinterpret this as a stamp
of approval. However, by
validation, we mean a
statistical relationship
between our assessment and
certain criteria or constructs.

25

Assessing Psychometric Assessments. Wow Again.

Correlation
A statistic that indicated how strongly two measures tend to vary together. A common example would be test scores. Correlation can
range from -1.00, a high score on one measure with a low score on the other, to +1.00, high or low scores on both measures.
When there is no tendency of the scores to vary together, the correlation is .00.

Reliability
The tendency of test scores to be consistent on two or more occasions of testing; that is, if there is no real change in the test takers
attributes.

Validity
The extent to which the scores on a test are appropriate for a particular purpose.

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

26

Parting Note
A paragraph, a couple of pages, a book can reveal many insights. Reading for example is a
tiresome task, soulful yes, but tiresome nonetheless. Why? Each word, each sentence you process
takes a little bit of your time ages you just a bit. If you have reached this far, we congratulate and
thank you for having made it.
With respect to the context thus far though, it must feel good to have scratched the absolute
surface of psychometric assessments. It is an interesting and vast field, after all.
Having scratched that surface, are you going to dive in deeper? Perhaps use that ability and
capacity to learn, to actually understand if psychometric assessments can be that game changer
you were looking for all along? Hiring, employee engagement, attrition, learning and development
are words synonymous to war in the business world at times. Psychometric Assessments could very
well be your secret weapon in this war.
Do not let it get to your head though. It is merely, as stated a weapon. If you ever think otherwise,
do remember,

New eras dont come about because of swords; they are

created by the people who wield them.
NOBUHIRO WATSUKI
the Author of Rurouni Kenshi

SOUP FOR CORPORATE SOULS: PSYCHOMETRIC ASSESSMENTS

27

Thank
You

Trusted by

mettl.com
Contact Us
contact@mettl.com
Plot 97, Sector 44, Gurgaon,
Haryana, India - 122003
And Many More.....

+91 95551 14444