外文翻译最佳人才评价措施.docx
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外文翻译最佳人才评价措施
外文文献翻译译文
一、外文原文
原文:
BestPracticesinTalentAssessment
ByDanHarrison,Ph.D
Assessingpeopleforjobsisthemostimportanttaskofanyorganization.Thequalityofassessmentultimatelydeterminestheperformanceofnewhiresaswellastheabilityoftheorganizationtoeffectivelydevelopemployees.Itaffectseveryimportantaspectoftheorganization’ssuccessincludingmanagementeffectiveness,salesvolume,customerretentionandproductivity.AssessmentisnotmerelyoneofthefunctionsoftheHumanResourceDepartment.Itistheessentialfoundationforeffectivetalentacquisitionandtalentmanagement.
Highqualityassessmentusedatthepointofhireenablesyoutohavethegreatestimpactonperformanceandproductivityinyourorganization.Highqualityassessmentofapplicantsduringtherecruitmentprocessresultsinlesstimeandmoneyspentontraininganddevelopingemployees.Thisenablesmanagementtofocusonimportantstrategicissues.Goodassessmentreducestrainingcosts,minimizeslossesduetopoordecisions,increasesemployeeretentionandcanevenprovideafoundationforbetterteamwork.
Effectiveassessmentalsoprovideshugebenefitsforemployeedevelopment.Assessingexistingemployeesmakesemployeedevelopmentmuchmoreefficientandeffective.Goodassessmentcanenableemployeestoclearlyunderstandtheirperformanceinrelationshiptothejobrequirements.Thiscanbeagreatboosttoemployeemotivation.Itcanalsoprovidemanagerswithameansofpinpointingthedevelopmentareasthatwillprovidethegreatestimpactonperformance.HarrisonAssessments™TalentSolutionsSystemevengoesastepfurtherbyprovidingmanagersandcoacheswitheffectivetoolsforencouragingandenlistingtopperformanceaswellasprovidingguidelinesfordevelopingspecificjobsuccessbehaviors.Inaddition,reportsalsohelpemployeestobetterunderstandhowtoapplytheirstrengthsfortheircareerdevelopment.Thesearekeyareasthatpromotetalentretentionandmotivation.
Formulatingthesuccessfactorsforthespecificjob
Thefirstchallengeofeffectiveassessmentistofullyunderstandthejobandformulatethesuccessfactors.Withoutaclearunderstandingofthejobandthejobsuccessfactors,assessmentcannotbeeffective.Itisessentialtounderstandthetasksperformed,theresponsibilities,thekeyperformancefactorsandtherequirementsthatrelatetoeffectiveperformance.TheHarrisonAssessmentsSystemprovidesacomprehensivelistoftypicalfactorsforeachspecificjobaswellasadditionaloptionalfactorsthatcanbeincluded.
Assessingapersonagainstjobfactorsismuchmorechallengingandmuchmorecomplexthanmerelyassessingaperson.Itisessentialtodeterminethekeysuccessfactorsforthespecificjob,includinghowimportanteachofthosefactorsareinrelationshiptoeachother.Inaddition,itisessentialtodeterminehowhavingdifferentlevelsofajobsuccessfactoraffectstheoverallperformance.Thisisacomplexprocessrequiringsophisticatedcalculations,whichcanbestbeachievedthroughextensivejobresearchandcomputertechnology.
Therearetwobasiccategoriesofjobrequirements:
EligibilityandSuitability.Eligibilityfactorsincludepreviousexperience,education,certifications,skills,abilitiesandreferencechecks.Suitabilityfactorsincludeattitude,motivation,integrity,interests,workpreferences,fitwiththecompanycultureandfitwiththemanager.
AssessingLevelsofEligibility
Manyorganizationsassesseligibilityfactorsbysettingminimumrequirements.However,feworganizationssystematicallyformulateeligibilityfactorsinordertoscoreeachapplicant’slevelofeligibility.Itisnotenoughtoascertainthattheapplicantmeetstheminimumrequirements.Allthatdoesiseliminatethepeoplewhodon’tmeettherequirements.Itdoesnothingtoassesstheremainingpeoplewhodomeettheminimumrequirements.Therefore,itisessentialtoquantifyeachcandidate’slevelofeligibility.Thisistheonlywayinwhichyoucaneffectivelycomparecandidatestoeachotherandtointegratetheeligibilityscorewiththebehavioralscore.
First,youneedtodeterminewhattheeligibilityfactorsare.Forexample,youmayrequirepreviousexperienceinthesamejob,previousexperiencedoingsimilartasksthatthejobrequires,certaineducationallevels,orskillssuchastypingspeedortheabilitytousesoftwarepackages.TheHarrisonAssessmentsenablesyoutoselectfromacomprehensivelistfactorsandthenweightthemaccordingtohowimportanttheyare.
Byusinggradientscoring,youareabletoquantifytheperson’sexperienceandobtainascoreforeachfactor.Byweightingthefactorsinrelationshiptoeachother,youareabletoobtainanoveralleligibilityscore.
AssessingLevelsofSuitability
Formostjobs,suitabilityfactorsareabout50%ofthejobsuccessfactors.Therefore,effectivelymeasuringsuitabilityisanessentialpartofassessment.However,suitabilityismuchmoredifficulttomeasurethaneligibility.Thefirstchallengeistodeterminewhichsuitabilityfactorsrelatetojobsuccessforaparticularjob.However,evenwhenthatisdetermined,toaccuratelyassessjobsuitabilityyoualsoneedtoformulatehowdifferentlevelsofeachsuitabilityfactorwillimpactjobsuccess.Forexample,youmaydeterminethatself-motivationisanimportantfactorforjobsuccessforaparticularjob.Butyoustillneedtoquantifyhoweachlevelofself-motivationwillimpactsuccessinordertocalculatetheresults.Forexample,ifthepersonscoresa5outof10onselfmotivation,youneedameanstodesignatehowthatwillimpactoveralljobsuccessforthespecificjob.Forsomejobs,themoreself-motivationthepersonhasthebetter.However,forotherjobs,amoderatelevelisenoughandhighlevelsdonotrelatetoincreasedperformance.Eachlevelofeachfactorneedstobescoredaccordingtoitsimpactonperformance.ThatiswhyHAcontainssignificantresearchregardingsuitabilityfactorsandtheirimpactonperformancefordifferentjobtypesandfordifferentjobs.Withoutthis,itisnearlyimpossibletoassessbehavioreffectively.Suitabilityfactorsarebehavioralandaremuchmoredifficultforpeopletochangethaneligibilityfactors.Thismakesitevenmoreimportanttoaccuratelyassessbehaviorduringtherecruitmentprocess.Mostorganizationshirepeoplefortheireligibilityandthentrytodeveloptheirsuitability.Andinmanycasesfirethemfortheirlackofsuitability.Sincebehaviorisfundamentallymoredifficulttochangethaneligibility,itisbettertohirepeoplewhoalreadyhavethesuitabilityforthejob.Toillustratedifferentaspectsofsuitability,herearesomeexamplesofjobbehaviorfactorsthatcouldberelevanttoaspecificjob.Thesearejustasmallsampleofmorethanonehundredimportantsuitabilityfactorsthatcouldrelatetojobsuccess.
UsingInterviewstoAssessJobBehavior
Inthepast,interviewshavebeenusedastheprimarymeansassessattitude,motivation,andjobbehavior.However,evenifinterviewersareextremelyintuitive,therearemanyreasonswhyaccuratelyassessingjobbehaviorusingonlyaninterviewprocessisnearlyimpossible.
1.Interviewersdonothaveaccesstoarealbehavioralsuccessformula.Therearedozensofbehavioralfactorsthateitherpromotesuccessorinhibitsuccessforanyonejob.Interviewersrarelyhaveaccesstoajobformulathatidentifiesthebehavioralsuccessfactors,weightsthesuccessfactorsagainsteachother.Andformulateshowdifferentlevelsofthesesuccessfactorsimpactjobperformance.
2.Eveniftheinterviewerhasaccesstosuchaformula,theinterviewerwouldneedtoaccuratelyassessspecificlevelsofeachapplicant’sbehaviorforeachofthejobsuccessfactors.
3.Somepeopleareskillfulatbeinginterviewed.However,beingskillfulataninterviewusuallydoesnotrelatetojobsuccessandthereforeitoftenconfusestheinterviewerintothinkingthatsuchskillfulnesswilltranslatetojobsuccess.Tomakeinterviewingevenmoredifficult,jobapplicantsnowhaveaccesstoextensiveinformationandtrainingrelatedtohowanswerspecificquestionsandhowto“ace”theinterview.
4.Theintervieweeaimstotelltheinterviewerwhathe/shethinkswillbeviewedasthebestresponse.Theintervieweraimstodeterminehowmuchofwhatthepersonissayingreflectsgenuineattitudesandbehaviorandhowmuchisrelatedtojusttryingtogetthejob.Thisinitselfisextremelydifficulttoresolveintheshortperiodoftheinterview.
5.Interviewersarebiased.Researchclearlyshowsthatinterviewersroutinelygivefavorableresponsestopeoplewhoaresimilartothemselves,andlessfavorableresponsestopeoplewhoaredifferentfromthemselves.Intheend,theresultisverylikelytocomedowntohowwelltheinterviewerlikesthecandidateratherthanhowwellthecandidatefitsthebehavioralrequirementsofthejob.
Manyinterviewersclaiminsightsintothepersonalityofapplicantsandcertainlysomeinterviewersarequiteperceptive.However,predictingjobsuccessisanentirelydifferentmatter.Itisnotsufficienttoperceiveaparticularqualityofaperson.Rather,theinterviewermustbeabletoaccuratelyassessthemagnitudeofeachofdozensofqualitiesinrelationshiptoacomplexformulaofbehavioralrequirementsforaparticularjob.Thisisnearlyanimpossibletaskwithouttheaidofsignificantresearchandtools.
Assessmentresearchshowsthatinterviewinghasamoderateabilitytopredictjobsuccess.However,thisdoesn’tmeanthatinterviewerscanpredictjobbehavior.Themoderateabilitytopredictjobsuccesscomesasaresultofexploringthecandidate’sr