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The concept of psychometrics involves the theory and technique of the measurement of psychological constructs. Within the field of I/O psychology, the principles are frequently applied in the evaluation of the assessments that organizations use in the applicant hiring process. There are three fundamental concepts in psychometrics: reliability, validity, and standardization.

·   Reliability refers to the consistency and stability of a measurement tool/assessment over time and across different situations. A reliable assessment should produce consistent results upon repeated administrations, ensuring that observed differences are not merely due to measurement error.

·   Validity assesses the ability of a test to measure what it claims to measure. A valid test provides meaningful and relevant information about the construct it was designed to assess.

·   Standardization involves establishing norms or benchmarks for a test by administering it to a representative sample under conditions that are consistent.

These statistics enable meaningful comparisons of individual scores; ensuring that assessments are fair, unbiased, and legally defensible. Then, organizations can use assessments to generate valid and reliable insights.

The decoy effect, known as an asymmetrically dominated choice, refers to a cognitive bias occurring when an individual changes their initial preference between two options. This happens when a third asymmetrical option is presented (a similar but less attractive choice). Choices are relative to what is presented rather than based on initial preferences. How does this apply to employee selection? Consider a hiring manager choosing from three final job candidates who are equal in overall scores but have different unique strengths. The hiring manager has one candidate who is inferior to another in one desired qualification but superior to the other candidate. The “top” candidate may be more likely to be selected. The inferior candidate was asymmetrically dominated by one of the two existing candidates but not the other (Slaughter, 2006). The implication to this occurrence is that hiring managers should clarify the performance indicators in job evaluations and strive to remain objective in all evaluations. A structured interview process in the talent assessment process can mitigate this effect.

Reference:

Slaughter, J. E., Bagger, J., & Li, A. (2006). Context effects on group-based employee selection decisions. Organizational Behavior and Human Decision Processes, 100(1), 47-59.

Does success come from innate ability or hard work? Individuals with a growth mindset believe that talent and success are a direct result of hard work and effort. Individuals who believe their skills and abilities have matured due to dedication and hard work typically have a fondness of learning, better performance, and a higher level of resilience. They view their talents and abilities as potentials, cultivated by effort and practice. Research indicates that having a growth mindset can foster an attitude continued learning, feedback, and significantly better performance over time (Dweck, 2006). A coach can utilize Dweck’s (2006) construct of a growth mindset when fostering a goal-focused relationship with a client. What are two ways to help a client develop a growth mindset? 

1.      Use "YET"

2.      Celebrate EFFORT, not ability

Reference: Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.

Individual differences among employees such as differences in personality can provide partial answers to organizational challenges. A valid personality assessment can help leaders foster strategic self-awareness among personnel and allow ambitious individuals to maximize their professional potential. Two ways to use personality assessments in the workplace: 

• Employee Development 

• Building Balanced Teams

These tests can show assets to emphasize when outlining an employee growth strategy. Constructing a team of employees with complementary skills can allow for certain strengths to make up for weaknesses and to create cohesiveness.

Emotional intelligence is vital to the success of employees in the increasingly digital and globalized future of work. Organizations are expanding geographically and with this globalization comes the presence of a multicultural work team comprised of diverse members from different national backgrounds and cultures. These teams need adequate levels of emotional intelligence levels in order to effectively communicate, collaborate, and perform. Strong correlations exist between the measured emotional intelligence levels of individuals on a team and the perceived ability of the team to work together. Research indicates having adequate levels of emotional intelligence is essential to maintaining team performance levels and that emotional intelligence acts as a significant predictor of team effectiveness in both face-to-face teams and virtual teams (Goleman, et al., 2002). Implementing performance coaching with an emphasis on emotional intelligence skills can help build employees’ abilities to appropriately communicate, develop relationships, and engage with peers.

Reference:

Goleman, D., Boyatzis, R., McKee, A (2002). The emotional reality of teams. Journal of Organizational Excellence, 21(2), 55-65.

As the need for optimal learning and development programs increases, organizations may begin seeking to move towards micro-learning programs designed to maximize time and efficiency. By separating learning objectives into smaller units, an organization can provide employees with the opportunity to progress at their own pace and thus dramatically improve their confidence in job specific tasks. Employee confidence levels have a direct impact on overall productivity in a workplace. Engaging employees in personalized learning programs can benefit an organization by decreasing the amount of time needed to spend in training while also raising the transfer of learning outcomes. Micro-learning programs serve as a viable option to current learning and development programs that are often lengthy and time-consuming. By implementing programs designed to boost confidence and skills in the workplace setting, corporations can expect an increased level of employee confidence; leading to a subsequent increase in productivity and, ultimately, competitive advantage.