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Getting the most from assessment data

The best predictor of future behavior is past behavior.

Truer words have never been spoken. But if you’re meeting someone for the first time, you don’t have insight into their past behavior. Assessments change that. They give us the ability to get a sense of how a person is likely to behave and, better still, why they behave the way they do. This insight enables us to make better hiring decisions for the roles we’re looking to fill and increases the probability that the hire will perform successfully.

And the assessments keep on providing value after you’ve hired the perfect candidate. In fact, this is the point where things start to get really interesting. You can use the assessment data as a basis for ongoing communications and interactions with your new hire. It can be especially useful during sensitive conversations such as performance reviews, and in managing team dynamics and development. Think about it: if you know how a person approaches challenges, criticism and other complex situations that impact workplace dynamics and performance, you’re better armed to have a constructive conversation that’s tailored to that individual.

Assessments are the gifts that keep on giving.

Think about assessments as a process rather than a disposable tool used only during hiring. If you allow your assessment data to be part of a more thoughtful approach to all of your personal interactions and employee development opportunities, its value continues long after the job offer has been accepted. For example, it can be used to customize the onboarding process for each new hire. You can use the data to ensure that your new hires experience successes and some quick wins in their first 90 days by personalizing their programs based on who they are and what they need from their work.

But don’t stop there!

Ratchet things up again by using that same data to help build your teams and support employees’ career growth and development. Use the data to assemble teams that can work together successfully to accomplish their goals. Individualize compensation, recognition, and feedback so that employees are motivated and rewarded by things that matter to them. Map out career paths based on an individual’s assessment data in addition to their stated desires.

Don’t let there be any break in the action once your shiny new hire is in place. Put their assessment data back to work immediately and keep it working throughout the entire employee lifecycle so none of its awesomeness is wasted.

Read our e-book “The Ultimate Guide to Behavioral Assessments” and learn more about the need for people data and how to make people data work for you.

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Greg is the SVP of science at PI.

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