Choosing Your Instruments

We offer several talent assessments, and we’re committed to helping you ensure the highest ROI and the best assessment match. The steps below can help you choose the right talent lens whether you need to screen applicants or help your employees reach their full potentials..

How to Choose Lenses for Selection | How to Choose Lenses for Development

How to Choose Lenses for Selection

Where feasible, conduct a job analysis or have a discussion with subject matter experts to determine the essential functions of the job. This exercise will help you determine:

What you need to know about the applicant. Identify the personality characteristics and “soft skills” that are critical for successful performance in the job.
What aptitudes, abilities, and skills the applicant should possess. Identify the overall level of general intelligence and capabilities that are needed for successful performance in the job (e.g., Critical Thinking, Numerical Ability, Problem-Solving Ability, Typing Ability, etc.).

Choose your test. Make sure it is relevant to the job and to your organisation.
If in doubt, check with your local TalentLens Consultants to ensure the test is suitable to use to select employees for the role.

Determine your norm group (if applicable). Choose the norm group that most closely approximates your organization and job (e.g., are you comparing a candidate against senior or junior managers?).

Decide how you will evaluate test scores. If you’re using a test in contexts, such as selection, promotion, or succession planning, you’ll need to decide whether you will select top-down or choose a minimum cut-off score.

Plan on doing a validity study (where feasible). Doing your own validation will help:

Determine which tests are worth the continued investment.
Provide the documentation that will protect you in the event of a challenge.
Guide you in determining the most appropriate way to evaluate applicants using test scores.

If possible, select a combination of different types of tests to give you more evidence on which to make an informed decision. You may add the test findings to other information gleaned from other stages in the assessment process, such as interviews or behaviors observed in assessment center exercises.

How to Choose Lenses for Development

A greater understanding of yourself and others around you is often a good starting point for any development intervention.

SOSIE and Golden Personality Type Profiler are both excellent tools to help people understand more about themselves and others. SOSIE is used in both selection and development contexts, but Golden is designed specifically for individual or team development and is commonly used in team building, coaching, leadership, and career guidance contexts.

SOSIE allows individuals to look at their personality traits which influence both their behaviors and their values. It can help individuals to think about what is important to them in a role, the strengths they bring to an organization, and areas for development.

Golden measures your natural personality preferences or type in a number of areas. Working in an environment where you are not using your natural preferences can be psychologically draining. Likewise, an inability to understand individuals with a different type, or problems with adapting preference when needed, can lead to rigid behaviors.

Watson-Glaser measures an individual’s critical thinking ability. People who score well are often rated as having good analysis and problem solving skills, good decision making, higher levels of creativity, and the potential to move up in an organization. While it is hard to develop levels of general intelligence (which are hard-wired), there is evidence that individuals can improve their critical thinking ability. The Watson-Glaser test and the development report are often used for development interventions.

Common Combinations include:

Golden and Watson-Glaser
Sosie and Watson-Glaser
DAT for Guidance and Sosie/Golden for career guidance


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