It’s perhaps quite natural to believe that the Chinese personality is so different to others that it requires a special psychometric test to assess it. What better way to sell your new Chinese personality test than to state that it is “high time a test for the Chinese” were developed. However, this throws doubt upon the utility of rigorously developed international psychometric tests of personality.

Given the above, we embarked on a research program to assess whether Chinese people differ significantly comparied to others in terms of personality structure and whether personality tests that purport to assess Chinese Personality are able to predict any more work performance than internationally developed tests have already been proven to do!

You can read our research findings it: personality.cn, our Chinese Personality at Work Research Site.

No time to read the whole site? Here’s a quick summary:

Locally developed psychometric tests which purport to assess “indigenous” aspects of Chinese Personality were found to be less reliable than reputable internationally developed tests of personality. Furthermore, there is a big question as to whether so-called “indigenous” traits are Chinese-specific. Issues such as traditionalism or face also exist in other cultures! Moreover, the research has demonstrated that whatever we choose to believe about Chinese Personality, locally developed (Hong Kong) tests of “indigenous” personality add nothing to the prediction of performance at work that is not already accounted for by reputable internationally developed personality tests.

We present this research in a free HRM webinar which you can watch here. We held a vote at the beginning and end of our webinar whereby we asked attendees if they believed that Chinese Personality is so different that Chinese people need their own personality test. At the beginning of the webinar, the majority of the attendees said yes! By the end of the webinar only one attendee still believed this to be the case! We recommend choosing well designed psychometric tests with high reliability and validity. Personality is a universal construct, thus locally developed tests may have little benefit to the hiring manager!

Online Psychometric Testing Mini-Course: Session 3

In this session we will explore the following:

1. Why psychometric tests are used and how they are useful. We will do this by referring mainly to alternative methods of assessment.

The short answer to the first part of the above question is that psychometric tests are used because (assuming they are well designed tests) they are a reliable and valid means of assessing people. We will discuss in a future session exactly what is mean by reliability and validity when applied to psychometrics.

Let’s consider a few alternatives to psychometric tests and highlight this issue further. 

Unstructured Interviews

Most candidates who apply for a job will expect to have an interview at some stage of the process and indeed, most organisations will work an interview into the process. However, how useful is this interview for predicting performance on the job?  This depends a lot on the training of those who will be interviewing. Many people who conduct interviews have never been trained. Perhaps one day a boss asked them to go and interview a candidate for a job and it continued from there. They may have years of experience but experience and competence are not the same. Most people who interview use what is known as the traditional interview. It is also sometimes called an unstructured interview. The idea is that this is a time to meet with and get to know the job applicant. Often the interviewer is thinking things such as:

“Let’s see if he has a firm handshake.”

“Let’s see if he looks me in the eye.”

“I’ll ask him what he does in his spare time.”

The problem is that none of the answers to these questions will predict performance at work. So what if I have a limp handshake? Donald Trump (very successful property tycoon) does not even like to shake hands – he’s worried about germs! Imagine him at a job interview.  The shake would be very limp if at all.  In some cultures it’s rude to look people in the eye – so we cannot go assuming that those who avoid eye contact will not be good performers or that they are dishonest or hiding something. As for spare time, what about somebody who puts together model cars or aeroplanes on the weekend, does it mean that will be a good designer or engineer. No, this may simply be a low level weekend interest and not something that would keep them entertained as a career. Not to mention the fact that in some parts of the world it’s actually illegal to ask about people’s hobbies in a job selection process!

The point to grasp then is that often the people conducting interviews have little or no training and are running unstructured interviews that have little relevance to job performance and therefore lack both reliability and validity.  However, the suggestion is not that we remove interviews totally!

Structured Interviews

Research has shown that interviews have good reliability and validity when run in a particular way by those who have undergone thorough training. These are called structured interviews. The idea here is to align the interview questions to the competencies required of the candidate to be successful in the job. Then the interviewer asks the same or very similar questions to each candidate based on job requirements. Behavioural interviews are one type of structured interview. The questions are designed to elicit a high level of evidence that the candidate has displayed the behaviour associated with competent performance over repeated occasions in the past. Another type of structured interview is Situational interviewing – here the candidate is asked what they would do in certain situations. Situational interviews are generally less valid than Behavioural interviews. The biggest problem with getting HR and Consultants to run structured interviews is the need for training. PsyAsia used to run a 2-day course in behavioural interviewing, but our clients in Asia told us that would require too much time out of the workplace. We thus reduced this to a one-day course (see our behaviour-based interviewing course here if interested) but whilst this satisfies the big decision makers it really only serves as an introduction to interviewing. There needs to be more communication and understanding between HR and those who hold the purse-strings in Asia if we are to increase competence in this area!

Psychometric Tests and Structured Interviews

So thus far, we pointed out that interviews can be reliable and valid but that can only happen if the interviewers have been appropriately trained and where using structured interviews; preferably a behavioural interview.  Those using psychometric tools also need to be appropriately trained in order to ensure they remain reliable and valid tools. Assuming training and competence requirements are met for both tests and interviews, why use tests? 

Psychometric tests are able to cover a lot more ground in far less time. Aptitude tests give us an indication of numerical, verbal and spatial skills in 18 minutes if using modern tests like the Saville Consulting Aptitude range.  There’s no way we could discover this information in even a one-hour interview!  Personality assessments can sample and assess personality traits relevant to performance on the job. The average completion time for good personality assessments is 30-40 minutes. There also a few good faster tools available which take around 20 minutes. The amount of information gleaned in this short period of time is a credit to the developers of psychometric tests. However, with particular regard to personality testing, it is necessary to confirm the profile with behavioural evidence from the candidate. So, whilst the profile may suggest somebody who really enjoys multi-tasking, this becomes a basis for an interview question (assuming this is required by the job).

In essence then, psychometric tests are useful because they provide so much more information than an interview can provide in a much shorter period of time. They have been designed by experts using modern statistical techniques aligned with modern personality research and theory. However, psychometric tests are only part of the story and a well designed interview using competent interviewers will add incremental validity to the assessment process. The interview will serve to confirm (or refute) the psychometric profile and provide rich behavioural evidence (that cannot be recorded by psychometric tests) that the person can perform at the level required by the person specification.

Other Methods of Assessment

So far we’ve only looked at different types of interview as an alternative or as complimentary to the assessment process. How about other methods of assessment?

Application forms
We all need to complete one of these to show our intention to apply for a job. Realistically though they are there for this reason alone. They serve as a record of information which the organisation deems important to hold on the individual. Current application forms hold no value as selection tools with the exception perhaps of educational and experiential background. This can be changed by designing application forms that elicit only job relevant responses and preparing a scoring system for the from even before sending it out.

CV/Resume
Candidates like to send their CV/Resume because many people have these on file and it’s easy to quickly update it and print it off on a per-job basis. However, again these are not particularly useful in selection. Research shows that decision-makers are often seduced by smart graphics as well as vocab which sells the applicant by over-inflating their achievements. It’s also possible to lie in a CV, although research has shown that most people don’t lie about their educational qualifications or experience as they know the prospective employer can check up on this. What they do tend to lie about or at least mislead about is their level of competence. We suggest that CVs are not used at any stage of the selection process.

Assessment Centres (ACs)
This is where the candidate is invited to a physical location to partake in a number of exercises with other candidates. Most ACs last a day and during that time the candidates will undergo both group and individual exercises such as presentation exercises, negotiation exercises or in-tray exercises. Assessment Centres have been shown to be highly valid and reliable methods of selection when using well trained assessors.
PsyAsia runs training in Assessment Centres and we also offer consultancy in Assessment Centre Design

References
References lack validity in the assessment process and yet organisations continue to request them! Typically a candidate will not give a potential employer the name of somebody who will give them a poor or perhaps even an honest reference. The tendency is to only offer names of those who they trust will give a great reference. On the other hand, if the current employer really wants the candidate to move on they may fake the reference, making the candidate appear almost angelic! Does this mean we should not use references in the selection process? No. It is possible to improve upon the use of references by designing work-related reference forms that elicit behavioural evidence from the previous employer that is in line with the competency requirements of the new job. However, this may lower the response rate as the referee really needs to think about actual behaviours and write them down rather than sending the standard “he’s a great guy” reference.

Graphology
Most organisations aren’t into this, but an alarmingly high percentage of French organisations are! The idea here is that various personality traits can be seen via somebody’s handwriting. Those traits can then be linked to performance at work. So for somebody that writes with very bold strokes, the graphologist may say they are ambitious. This would be good for a salesperson. However, research has shown a lack of reliability in this method. Not only do people write differently depending on their mood, their culture, their upbringing and so on, but graphologists given the same handwriting to analyse often do not agree with each other about the personality traits of the writer!  Graphology thus should not be used as a selection tool.

Phrenology
Phrenologists assume that different aspects of personality are stored in different parts of the brain and that where somebody has more of a particular characteristic, the corresponding part of the brain will be larger and hence cause protrusions on the head!  The idea would be that you measure different bumps and indentations on your candidates and then project their personality from that. Of course, this method holds no validity and brain imaging tools such as fMRI and PET scans have refuted it.

Astrology
In Asia, people use astrology to help them decide auspicious dates for business openings, functions, weddings and so on. Does it work for job applicants?  No! The idea that people born at the same time, in the same place, where the alignment of stars and planets are similar will work in the same way does not hold any weight. Don’t hire employees based on their star signs!

Psychometric Tests and other Selection Methods

As you can see, there are many ways we can assess people. However each method varies in terms of reliability and validity. Assessment Centres hold very high reliability and validity if done properly, but they are expensive, require lots of resources and skills to run and only assess 6-12 people at a time. We’ve already said that structured interviews are good but again, they take time and resources. Psychometric tools do cost money.  However the cost is offset by the number of candidates that can be assessed and the information that can be gathered in the assessment compared to other selection methods. Don’t forget, an interviewer’s time is costly. A panel interview with 3 interviewers is likely to cost around 2-3 times the fee of a psychometric test and yet will not gather as much information. Not to mention the fact that if you are using the right psychometric tool, it’s reliability and validity will already have been assessed and will be good. Whereas we tend to assume that interviews will be reliable and valid if run by trained people – this is rarely tested!

Psychometric Tests for development, coaching, careers advice and team-building

This lesson has focussed on the use of psychometric tests in candidate selection. However, much of what has been raised applies to the use of tests in other scenarios.  For example, in careers advice, psychometric tools allow the counsellor to offer advice which is based on a systematic assessment of the individual’s aptitude and personality alongside the information already on file such as achievements thus far, previous experience, educational qualifications and so forth. In coaching, development and team-building, psychometric tools often serve as a reliable and valid basis for the discussion. Not using these tools means the initiator starts off with far less information and is likely to be less systematic. Psychometrics enables the initiator to work from a validated model and a holistic assessment of the people being developed and not to base interventions and advice on subjective insights.

Interested in learning more about psychometric testing for HRM? Keep reading – your next free session is not far away! To ensure you don’t miss a single instalment, we suggest you follow-us on twitter as each new post will be announced there. You may also like to join our face-to-face psychometric training courses in Singapore or Hong Kong – these range from simple introductory courses through to Certification Courses such as the BPS Level A and BPS Level B Certificates of Competence in Occupational Testing. Not in Singapore or Hong Kong? No problem – we also offer both recorded and live online training in psychometrics! For full details please see here or email us.

DO NOT COPY OR SAVE THIS ARTICLE TO YOUR COMPUTER.
THIS ARTICLE IS CLEARED FOR PUBLISHING ON PSYCHOLOGY1 GROUP SITES ONLY. IT REMAINS COPYRIGHT AND INTELLECTUAL PROPERTY OF PSYASIA INTERNATIONAL PTE. LTD. YOU ARE NOT AUTHORIZED TO PUBLISH IT ON ANY OTHER SITE. YOU ARE NOT PERMITTED TO COPY/PASTE THIS ARTICLE OR TO SAVE IT TO YOUR LOCAL DRIVE. YOU ARE ONLY PERMITTED TO READ IT ONLINE AT OUR WEBSITE. VIOLATION OF THESE TERMS WILL RESULT IN BANNING OF OFFENDING IPS AND LEGAL ACTION FOR THOSE WHO REPUBLISH THIS ARTICLE WHETHER IT BE WITH OR WITHOUT A REFERENCE TO THE ORIGINAL AUTHOR.

In this session we will explore the following:

1. The different categories of psychometric tests

Different categories of psychometric tests

There are two major categories of psychometric tests:

Tests of MAXIMUM PERFORMANCE

and

Tests of TYPICAL BEHAVIOUR

Maximum Performance Tests

Tests of Maximum performance include tests that have right and wrong answers. This means aptitude tests, ability tests and attainment tests. It’s possible to break down the category of maximum performance tests further by distinguishing between Speed Tests and Power Tests.  A speed test is more common in occupational testing. It is a test that has a time limit.  The idea is that most candidates will not complete all questions by the end of the allotted time. Candidates will trade off speed with accuracy. It is quite conceivable however that candidates would do somewhat better if they were allowed more time.  On the contrary, power tests are not timed. The idea here is that you either know the subject matter or you don’t and that even if you were given more time your score would be unlikely to improve.  As an example, I know nothing about quantum physics.  If you sit me in a room and ask me to sit a test on this topic I won’t do well – I’ll do badly and I’ll do badly irrespective of how long you give me to complete the test!

So, what is the difference between the main types of maximum performance tests?

Aptitude Tests
These assessments are future looking. They ask if the candidate has the aptitude to do something in the future, perhaps after a period of education or experience. If I want to know if my graduate respondent will make a good leader I may ask him to sit a number of aptitude tests. I am quite certain that the recent graduate will not be able to be a leader right now. But that is not what I am asking.  I need to know if after a few years of on-the-job experience and leadership development training this person has the aptitude to be a successful leader. An example of an aptitude test would be Saville Consulting’s Swift Analysis Aptitude Test or their Customer Aptitudes Test.

Ability Tests
In the aptitude example above I noted that I know my recent graduate will not make a good leader now. Ability tests are about the “here and now”. They tell us what the candidate is able to do now. Ability tests appear at the top of the hierarchy in maximum performance assessment. An example of an ability test would be the General Ability Test (GAT) or the Graduate and Managerial Assessment (GMAT).

Attainment Tests
These are the tests that you are probably more familiar with. The tests we sit during our schooling and university years are attainment tests.  The question is: following this period of learning, how much does the person now know? So, GCSE tests, A’Levels, University Degrees, Pilot Licence Tests, Piano Tests and so on are all examples of attainment tests.

However, just as you are beginning to think this isn’t too difficult to understand, let me add a thought for you!  It is possible for a single test to actually be any of the above 3 categories depending on how you intend to use it! For example, if you have just completed a training course for apprentice mechanics and then give them a mechanical aptitude test in order to assess their learning, you are actually using it in a similar way to an attainment test. If you didn’t train these apprentices and you wish to see if they have the aptitude to be good mechanics and you have them sit this test, you are using it as an aptitude test.  If you are about to select a mechanic who needs to perform right now without further training you could use this same test as an ability test!

Typical Behaviour Tests

These are not really tests in the purest sense because with typical behaviour (also called typical performance) there is no right or wrong. In view of this we try to speak about questionnaires and assessments for this category instead of tests! This category includes personality assessments and interest questionnaires.

Personality Assessments
These obviously assess personality. Some personality assessments assess a few types of personality and these are called PERSONALITY TYPE assessments (for example, the Myers Briggs Type Indicator – MBTI or the Eysenck Personality Questionnaire – EPQ). Other personality assessments assess traits. A type is a collection of traits.  A trait is a relatively enduring characteristic of the person (such as extraversion or resilience) which can be used to predict behaviours. Trait tools are able to assess at a finer level and this is one reason why type tools should not be used in assessment for selection decisions despite being useful guides in development and team-building. Trait tools can be further split into 2 more categories – NARROWBAND and BROADBAND. Broadband Personality Questionnaires assess traits broadly – this means there are overall fewer traits to assess – perhaps 5 or 6 in total. An example of a broadband personality tool is the Minnesota Multiphasic Personality Inventory (MMPI). Narrowband tools assess more traits/contain more scales. They typically assess each scale with fewer questions than broadband instruments. Some narrowband assessments may have around 16 scales (e.g., the 16 Personality Factor Questionnaire – 16PF) whilst others may have around double that, for example the Identity Personality Questionnaire and the Apollo Profile assess 36 and 34 scales respectively. A benefit of narrowband tools is their ability to assess at a very specific level within the person. This enables a more valid prediction of workplace performance. However, broadband personality tools have their own advantage which is that because they contain more questions per scale/trait – reliability for each scale/trait is generally higher than with narrowband tools.  We’ll discuss reliability and validity in detail later in the course.

Note: Some personality assessments were not developed specifically for workplace assessment but are nonetheless used in workplace selection and development (e.g., 16PF, MMPI) whilst other questionnaires were developed specifically to be used in workplace selection and development (e.g., Apollo, OPQ32, Hogan Personality Inventory)

Interest Questionnaires
As the name implies, these tools assess the respondent’s interest in various aspects of the working world in a structured and meaningful way and are therefore typically used in career counselling. They are also used in selection assessment to ascertain whether the candidate will comfortably fit the particular organisation they are applying to work in.  For example, if I am interested in doing structured work in a well structured organisation I may not be very happy working for an organisation which values spontaneity and creativity. Some personality assessments also report on the respondent’s interest by way of “derived scales”.  Derived scales come about by way of predicting statistically what the respondent would score in particular areas (such as interest) based on how they responded to the general personality assessment. An example of an Interest Questionnaire is the Strong Interest Inventory.  An example of a personality questionnaire that uses derived interest scales is the Identity Self-perception Questionnaire.

Interested in learning more about psychometric testing for HRM? Keep reading – your next free session is not far away! To ensure you don’t miss a single instalment, we suggest you follow-us on twitter as each new post will be announced there. You may also like to join our face-to-face psychometric training courses in Singapore or Hong Kong – these range from simple introductory courses through to Certification Courses such as the BPS Level A and BPS Level B Certificates of Competence in Occupational Testing. Not in Singapore or Hong Kong? No problem – we also offer both recorded and live online training in psychometrics! For full details please see here or email us.

DO NOT COPY OR SAVE THIS ARTICLE TO YOUR COMPUTER.
THIS ARTICLE IS CLEARED FOR PUBLISHING ON PSYCHOLOGY1 GROUP SITES ONLY. IT REMAINS COPYRIGHT AND INTELLECTUAL PROPERTY OF PSYASIA INTERNATIONAL PTE. LTD. YOU ARE NOT AUTHORIZED TO PUBLISH IT ON ANY OTHER SITE. YOU ARE NOT PERMITTED TO COPY/PASTE THIS ARTICLE OR TO SAVE IT TO YOUR LOCAL DRIVE. YOU ARE ONLY PERMITTED TO READ IT ONLINE AT OUR WEBSITE.  VIOLATION OF THESE TERMS WILL RESULT IN BANNING OF OFFENDING IPS AND LEGAL ACTION FOR THOSE WHO REPUBLISH THIS ARTICLE WHETHER IT BE WITH OR WITHOUT A REFERENCE TO THE ORIGINAL AUTHOR.

FREE HRM WEBINAR

PsyAsia International is pleased to announce the next webinar in our series of professional HR webinars. This time we will be discussing the topic of Chinese Personality and performance at work.

Some HR people in Asia believe that culture plays such a significant role in personality that indigenous personality attributes need to be assessed at recruitment/selection. To this end, personality tests have been developed “in Chinese for the Chinese by the Chinese”. A significant question to ask is: Do these tests add any prediction over and above that afforded by mainstream personality tests developed by world renowned experts in the field?

The above questions will be answered through discussion of the trait model of personality and its biological basis. Peer-reviewed and published research conducted by PsyAsia International’s award-winning Psychologist, Dr. Graham Tyler; award-winning Dr. Peter Newcombe of the University of Queensland; and world-renowned Professor Paul Barrett, formerly of the University of Auckland will be presented in an easy to understand format.

Click to register…

BPS Certificates of Competence in
Occupational Testing – Level A and B

We are pleased to advise that the next run of training for PsyAsia International’s Psychometric Assessment at Work course which leads to fulfilment of the requirements of the British Psychological Society Certificates of Competence in Occupational Testing – Level A and B will be in Singapore on the following dates:

Level A: 9-11 June

Level B: 14-16 June

PsyAsia International’s course is run by our director, award-winning registered Psychologist, Dr. Graham Tyler. PsyAsia is the only provider of this course in Asia using resident facilitators. There are no exams with the PsyAsia course either, unlike some overseas providers! In addition, PsyAsia provides all delegates with access to the online learning centre to allow them to learn through recorded learning, interactive forums and even live sessions with the facilitator before the course even begins. Our training is well respected in Singapore and throughout the region as attested by the many positive reviews through the years published at the course webpage. Given that our March Level B course was fully booked 3 weeks before it went ahead, please do register early!

REGISTER HERE

MORE INFORMATION HERE

British Psychological Society Certificates of Competence in Occupational Testing in Singapore

Saville Consulting Wave® – Highest Validity per 15 minutes of test-time!

The Saville Consulting Wave was developed by the originator of the OPQ and co-founder of SHL, Professor Peter Saville as an alternative to the static assessments available in the market. Wave assesses candidate’s motives and talents within a validation-centric framework. It was validated within 100 separate businesses.

The tool uses both normative and dynamic ipsative questions and has been shown to have greater validity in predicting performance and leadership than any tool it has been compared to in research. Furthermore, the shorter version of Wave, the Focus Questionnaire has more validity per 15 minutes of test-taking time than any comparison questionnaire.

Profile jobs, run 360 performance appraisal, assess personality type for team-building, assess entrepreneurial potential and provide extensive development advice all within one framework

The performance culture framework which underlies the Saville Consulting Wave allows the tool to be used extensively for different HR applications from recruitment/selection through to performance appraisal and development.
Follow the links below for further details:

Wave Professional Styles	Performance Card Set
Wave Focus Styles	Wave Performance 360
Wave Types	Wave Development
Wave Entrepreneurial	Wave Culture
Wave Job Profiler

View some sample reports from Wave here

For the early-bird offer (25% discount), please register at http://www.psyasia.com/register
and quote WAVESEB for Singapore courses and WAVEHEB
for Hong Kong Courses. Deadline is 15 May for Singapore and 31 May for Hong
Kong.

Note – delegates on our BPS Level B course in
Singapore always get 50% discount off the Wave Conversion
course which follows their Level B training. More details at http://www.psyasia.com/bpscourses

Course Reviews from Previous Attendees

“Informative, relevant to work, knowledgeable facilitator”

Danny
Hay Group

“Good introduction to the tool and practical session was useful”

Geraldyn Fong
Managing Consultant (Psychologist)

Hudson Global Resources, Singapore

“Insightful and informative. The methodology behind the Saville
Consulting Wave Report is light years ahead of other psychometric tests yet
it is a breeze to use! The interface between motives, competencies and culture
is exactly the missing link that recruiters are looking for.”

Diana Yeo
Ministry of Defence, Singapore

“A highly practical and enjoyable approach to the application
of an extremely useful tool for selection and development – well worth the investment,
highly recommended.”

Neville Pearsall
Director HR
RMIT International University, Vietnam

Not ready for training and accreditation
but still want to use the Wave?

Then please consider PsyAsia’s Psychologist-on-Call™
service instead. Our registered psychologists will take care of the complete process for you, including a call and behavioural interview for your candidates and a feedback session with the decision-maker. More details at http://www.psyasia.com/psychologist_candidate_screening.php.

The Amazing Apollo Profile

This free webinar will be facilitated by Mr. Jim Bowden, the developer of the Apollo Profile. The session will be interactive (provided attendees kit themselves out with headphones and a mic!) and Jim will present numerous interesting case studies.

The webinar will cover the following:

• Introduction: The Amazing Apollo Profile- can transform Recruitment, Staff Development, and Organisation Performance –Client example
• Apollo Questionnaire – valid/reliable/comprehensive
• Why is Apollo amazing? Apollo Advantages
• Using and interpreting of Apollo reports with anecdotes
• Recruitment – Accurate, easy, low cost – Case Study using Apollo Best Match in China for filtering 12,000 applicants for 40 Graduate level jobs
• Training and Development – Unique Apollo report PLUS downloadable solutions. Convenient, low cost, motivating
• Organisation Development. Benchmarking: Can analyse and identify current corporate strengths and weaknesses – then create high performing models/culture, identify engagement issues – case studies
• Customising: Develop models that work specifically for your organisation. If your organisation is serious about leadership through people.
• Integrate everything together with flexible multi-purpose Internet Online solutions. Use your own competencies frameworks and vocabulary – examples
• Special Offer – have to listen to Webinar to find out!

Date: Monday, May 17, 2010

 Time: 12:30 PM – 1:30 PM SGT

 After registering you will receive a confirmation email containing information about joining the Webinar.

System Requirements

PC-based attendees
Required: Windows® 7, Vista, XP, 2003 Server or 2000

Macintosh®-based attendees
Required: Mac OS® X 10.4.11 (Tiger®) or newer

Space is limited.
Reserve your Webinar seat now at:
https://www1.gotomeeting.com/register/522465752

PsyAsia International is pleased to once again be supporting Singapore’s Human Resource professionals as a sponsor of the Singapore Human Resources Institute’s Annual Human Resource Congress.

The Singapore HR Congress and Business-Connect Exposition 2010 will address the newly derived term of HR TransmutationTM and explore the topic in deeper context.  The current economic churning has made it explicitly clear that industry is not just facing another downturn but it is accompanied by impactful structural, demographic and mindset changes across industry and top management cannot afford to respond with anything less than a complete overhaul of the system to survive and sustain. Renowned speakers and leaders from the HR fraternity will share their experiences and provide useful insights on the know-how of managing paradoxes in a turbulent world.

PsyAsia’s clients are entitled to a 35% discount on the price of conference tickets.  Please contact us in the first instance to avail of this special offer.
“A strong and capable HR community can be the catalyst and change agents to initiate and implement people development efforts in organisations, and help build stronger capabilities amongst our business leaders and managers.”
 
PM Lee Hsien Loong
11th World HR Congress 2006 organised by SHRI

PsyAsia International is Asia’s leading independent distributor of Psychometric Tests of Personality and Aptitude. From offices across Asia, including Singapore and Hong Kong, our psychologists assist the world’s top organisations and local governments to recruit, select, assess and retain the best employees. Our services are only offered by fully registered organisational psychologists with years of experience in their field. PsyAsia also offers world-class training in Psychometric Testing in Singapore, Malaysia, Hong Kong and Online.

Assessment Centre and Development Centre Training in Singapore

Register for the above course

View full course outline and previous delegate feedback

To avail of the 10% early-bird discount, simply enter code ACDCEARLY on page 3 of the course registration form – ensure you register by 18 March and pay within 14 days!

To avail of the 40% discount for the Behavior-Based Interview Course, simply click the additional option of this course on the final page of the booking form for the Assessment and Development Centre Course. 40% Discount only open to those who register for the Assessment & Development Centre training and may be used in conjunction with the early-bird discount.

PsyAsia’s three-day Assessment and Development Centre Course provides delegates with a grounding in the assessment centre methodology and ensures that by the end of the course delegates are able to:

• Evaluate whether or not their organisation is ready to implement assessment/development centres as a tool for effective selection and development.
• Assess and prepare the resources required to successfully run an assessment/development centre.
• Design and implement an effective assessment process within their organisation.
• Understand the role of the assessor and the skills necessary to be effective in this position and have a full appreciation of reliability and validity within the centre.
• Conduct an assessment/development centre – from logistics to design of exercises matched to job requirements, through to the proper and ethical use of information collected, writing reports and validating the centre.

Click the image to register!

This 90-minute webinar will cover some basic principles in recruitment and selection.  Despite being basic, the principles are essential in ensuring integrity in delivery of service to the client of a recruitment consultant.  In our work in Asia we come across many recruitment consultants each week.  We value them as clients and recognise from our interactions that much of what they are doing goes against best practice and wish to help!

This webinar aims to address some of these issues and will cover topics such as:

- What information do I need from my client?
- What questions should I be asking my client when I meet with them?
- How do I do a brief job analysis?
- What is a person specification? Why is it important?
- How do I produce a person specification if my client doesn’t give me one?
- How do I choose which psychometric test(s) to use?
- Basic Behavioural Interviewing skills
- What other assessments could I use?
- Is there an easy way to collate all of my data on multiple candidates and rank order it for presentation to my client?

The webinar is aimed primarily at recruitment consultants, however the material covered will be useful and applicable to anybody involved in employee recruitment/selection.

There is a small US$10 fee for the webinar to be paid by credit card at paypal.com* and you will receive details after registration. All paid registrants will receive a one-week access to a recorded version of the webinar at our online learning center. This will help you recap information and will be useful if you are unexpectedly unable to attend the live session.

*Fee waived for PsyAsia clients who have made any purchase in the past 3 months.

The session will be conducted by a fully registered organisational psychologist with years of experience in recruitment, selection and development for multi-nationals as well as governments in Asia.  There will be ample time for questions and answers – if more time is needed, an additional session can easily be arranged without further fee.

Click the image to register!