最佳人才评价措施外文翻译.docx

最佳人才评价措施外文翻译.docx

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最佳人才评价措施外文翻译

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’s