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What are ability and psychometric tests?

An ability test is designed to measure cognitive ability, such as verbal reasoning (how quickly a person understands factual information), numerical reasoning (how quickly a person can make an accurate fact-based decision) and logical reasoning (how quickly a person can execute an important decision).

A personality test can have two forms – type-based or trait-based. Type-based, such as the MBTI are really useful in a development context but not for assessment as they classify people into boxes.

Trait-based tests such as the OPQ from SHL, and the SOVA personality questionnaire measure your behavioural preference strengths across a set of global behavioural factors.

The ‘gold standard’ trait tests are those based on the ‘Big 5’ assessment model using the anacronym ‘OCEAN’ or the broader ‘Big 5 + 1’ (‘HEXACO’) such as the SOVA assessment personality questionnaire which includes the additional factor of ‘honesty/ humility’.

Kingsbury Sutton are advocates of the SOVA assessment tool. At a sub-trait level this 6th factor assesses constructs such as rule adherence, egalitarianism, straightforwardness, attention avoidance and how humble, candid and modest a person is – all very appropriate for the assessment of mid to senior level candidates.

Usually sat online, psychometric tests may also be administered in person at an assessment centre.

The tests are intended to streamline the recruitment process and give candidates an additional opportunity to really be at their best. There are no right or wrong answers for psychometrics – it’s usually best to go with your gut feel rather than overthinking individual responses.

Do not think that low scores on an ability test are a bad thing because we have to think about context. The more senior people become, the broader the impact of their decisions and mistakes made.

Also, most cultures in senior teams tend to be quite consultative so lower test score tends to indicate person will consult more regularly, which impacts positively on the creation and maintenance of a positive, collaborative, and supportive team culture of a group of individuals who work together to deliver the organisational strategy.  

Executive Search & Talent Acquisition Consulting

Talking about talent acquisition vs. recruitment…

Talent acquisition is the strategic process employers use to analyse their long-term
talent needs in the context of business goals, identify and develop the best talent
sources, then execute the strategy by recruiting, evaluating and onboarding
candidates.

Usually, a function of the HR department, talent acquisition teams work in close collaboration with the hiring managers, senior executives and internal recruitment teams, along with external recruitment suppliers.

Recruitment is the biggest component of talent acquisition, and some organizations
and vendors use the terms interchangeably. However, while talent acquisition and
recruitment share a similar goal to fill open positions there are significant
differences. The biggest is that recruitment focuses on the present moment, while talent acquisition focuses mostly on the future. Kingsbury Sutton helps with both the immediate recruitment needs and talent acquisition consideration.

While the recruitment process is mostly reactive and linear, talent acquisition is
cyclical and strategic. Recruitment focuses on current needs, while talent
acquisition focuses on creating a talent pipeline in anticipation of future needs.

Talent acquisition and recruitment strategy…

Creating these strategies requires taking specific steps to add a strategic perspective
to the recruiting process.

Common steps include the following…

1. Assessing organizational strategies. Understanding the business plan and
goals, as well as departmental needs, can provide guidance on long-term
talent and skill requirements. New lines of business, mergers and global
expansion are major drivers.
2. Gathering feedback. Departmental managers, HR and senior executives are
the best source of experience and insight into business processes. They'll also
expect to have input into the strategy.
3. Defining the employer brand. Studying public perceptions of the brand
through surveys or by checking sites such as Glassdoor are effective ways to
evaluate the brand.

Organizations should then align the brand image with
business goals and have it reflected in the recruiting process.

The importance of planning ahead and building a talent pipeline with a proactive
talent acquisition strategy is imperative for growth across all business sectors.

Using Executive Search is a great way to target and identify candidates for a main
board or senior management position.

Also ideal for that hard to fill specialist role that needs a touch more imagination, than just utilising the job sites. Successful then attraction strategies need to be identified and promoted.

Directors and HR Managers should all be working with Talent Acquisition. specialists to save time and money and alleviate burn-out with internal HR managers.

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