Traditionally, recruiters have looked at candidates almost exclusively in terms of competency frameworks. However, a broader strategy, combining cutting edge thinking with traditional psychometric assessment tools, allows us to produce a more flexible range of assessment services.

It is important to recognize the value of competency-based approaches, especially in relation to performance management, process promotion, and management development. However, current research has identified a number of alternatives. Recent research has concluded that complex psychological abilities can be subdivided into four distinct elements:

• Management of emotion.
• Release.
• Solving problems.
• Manage energy.

Another powerful driver of behavior is internal motivation. This can have a considerable impact on how well people perform in a job, regardless of their ability. Assessing the suitability of the work environment can also provide a more comprehensive context in hiring, allowing for a broader consideration of organizational culture. Within each of these alternative strategies, the key driver behind screening tests is simple at its core. Different types of positions require different types of selection techniques. Choosing the right techniques will help you hire the best person for the position. The selection techniques you choose depend on the particular skills, attributes and knowledge required for the position. You must be able to match the selection method with the selection criteria that are most critical for the position. When applying psychometrics to a selection strategy, a variety of factors should be considered:

• Equality issues, that is, is there a possibility that the chosen technique will directly or indirectly discriminate against minority groups?
• Available resources.
• Budget.
• Seniority / job level.
• The degree to which management / leadership skills are critical to success.
• The degree to which technical competence is critical to success.
• The time and effort required to use the technique, in proportion to the risk of poor selection.

It is important to recognize that the test batteries used to select people for particular jobs or tasks generally predict performance better if they focus less on estimating general ability and more on job content, such as verbal writing skills and spatial skills. for air traffic control. The tests can also be valuable predictors of performance in jobs with different levels of complexity, such as tests of numerical ability that predict success in analytical functions.

However, this is not just about more efficient test selection. Decision making must also evolve in relation to the understanding of the objective role. Job analysis techniques employed in the early stages of recruitment can help an organization understand the key tasks and behaviors necessary to ensure success. However, it is also necessary to ask a series of broader questions.

• Do all key stakeholders want the same results from a particular role?
• Are the behaviors required of a role the same as they were needed five years ago?
• Is the selection process rigorous and consensual?

A broader job analysis process brings together key stakeholders to discuss and agree on a particular role and how it affects the organization at the micro and macro levels. This wins the acceptance of any chosen psychometric because a broader context in decision making has been considered. Also, traditional ways of profiling roles are based on listing responsibilities or setting levels of competence. They both look at “what” should be done, but they get lost

the critical “how” ingredient – what will the role of the individual require beyond basic competence?

Consideration of these factor criteria will significantly reduce the risk of incorrect selection leading to poor psychometric decision making.

It can be concluded that the growing social awareness of the need for accurate and fair tests has been combined with technological developments to produce dramatic advances in psychometric models, methods and procedures. These approaches will continue to impact and drive professional practice, and their implementation in the workplace will keep these winning formulas alive.

Through dynamism and momentum, it is critical that we continually improve these advances through best and best practices, in order to maintain our position as active rather than passive professionals in an ever-evolving appraisal market.