Utility in Selection - Revision history

Flc: /* Utility’s Standard Approach */

2025-10-14T21:12:30Z

Utility’s Standard Approach

← Older revision		Revision as of 21:12, 14 October 2025
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	The formula used for this calculation is called the standard error of measurement. The ratio Sqrt (1-RxR), where R, the validity or correlation coefficient, indicates the size of the error that would result from a random decision.		The formula used for this calculation is called the standard error of measurement. The ratio Sqrt (1-RxR), where R, the validity or correlation coefficient, indicates the size of the error that would result from a random decision.
	With a correlation of 0.5, the ratio is 87%, indicating that using the assessment technique could reduce random decisions by about 13%. A correlation of 0.5 is uncommon or may reflect a ~~randomly selected~~ process. Typical values for assessment techniques are 0.2 or 0.3, which decrease randomness by 2% or 5%. However, these values are generally considered sufficient for an assessment technique to be part of an automated selection process.		With a correlation of 0.5, the ratio is 87%, indicating that using the assessment technique could reduce random decisions by about 13%. A correlation of 0.5 is uncommon and may even reflect a random selection process. Typical values for assessment techniques are 0.2 or 0.3, which decrease randomness by 2% or 5%. However, these values are generally considered sufficient for an assessment technique to be part of an automated selection process.

	[[File:Characteteristics-Success.png\|right\|400px]]		[[File:Characteteristics-Success.png\|right\|400px]]

Flc: /* Utility’s Standard Approach */

2025-09-28T01:28:53Z

Utility’s Standard Approach

← Older revision		Revision as of 01:28, 28 September 2025
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	=Utility’s Standard Approach=		=Utility’s Standard Approach=
	[[File:Math Skills.png\|right\|400px]]		[[File:Math Skills.png\|right\|400px]]
	The standard approach to an assessment technique’s utility in selection reflects the general appreciation and common sense that if you can predict a person’s performance based on a characteristic, then this characteristic accounts for its utility. For example, if a person scores well on a math test and you decide to hire them for a job that requires math skills based on that score, and that person actually performs well in math, then the test ~~done before hiring served as a useful predictor of their performance~~.		The standard approach to an assessment technique’s utility in selection reflects the general appreciation and common sense that if you can predict a person’s performance based on a characteristic, then this characteristic accounts for its utility. For example, if a person scores well on a math test and you decide to hire them for a job that requires math skills based on that score, and that person actually performs well in math, then the test has had some utility for that purpose.

	By looking at a large group of people and using statistics, the way to evaluate an assessment technique’s utility is to analyze the connection between what the technique measures and a professional criterion, such as turnover, production, satisfaction, etc., and to estimate the improvement that can be credited to the assessment technique. If the first likely leads to the second compared to a random decision, then the characteristic assessed by the technique can account for its utility in improving performance.		By looking at a large group of people and using statistics, the way to evaluate an assessment technique’s utility is to analyze the connection between what the technique measures and a professional criterion, such as turnover, production, satisfaction, etc., and to estimate the improvement that can be credited to the assessment technique. If the first likely leads to the second compared to a random decision, then the characteristic assessed by the technique can account for its utility in improving performance.

Flc: /* Cutoff Scores */

2025-09-27T23:47:06Z

Cutoff Scores

← Older revision		Revision as of 23:47, 27 September 2025
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	If the deficiency is in a skill critical for a specific role, the person is at higher risk of failure. This can be avoided by identifying the essential skills for a position and applying the multiple cutoff method to those skills. For most assessment techniques, it is therefore better to use raw scores rather than multiple cutoff scores regressions<ref>Coward, W. M., & Sackett, P. R. (1990). Linearity of ability-performance relationships: A reconfirmation; Journal of Applied Psychology, 73, 297-300.</ref>.		If the deficiency is in a skill critical for a specific role, the person is at higher risk of failure. This can be avoided by identifying the essential skills for a position and applying the multiple cutoff method to those skills. For most assessment techniques, it is therefore better to use raw scores rather than multiple cutoff scores regressions<ref>Coward, W. M., & Sackett, P. R. (1990). Linearity of ability-performance relationships: A reconfirmation; Journal of Applied Psychology, 73, 297-300.</ref>.

	When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile and admissible scores, factor by factor. Selection decisions are made based on a candidate’s ability to adapt alongside the technical skills they eventually have. The adaptive profile indicates how the skills are expressed and developed, inviting a selection decision based not just on the already acquired skills, but on the person's growth capabilities as well.		When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile and admissible scores, factor by factor. Selection decisions are made based on a candidate’s ability to adapt alongside the technical skills they eventually have. The adaptive profile indicates how the skills are expressed and developed, inviting a selection decision based not just on the already acquired skills, but on the person's and the company's growth capabilities as well.

	[[File:Cutoff score.png\|center\|600px]]		[[File:Cutoff score.png\|center\|600px]]

Flc: /* One-person Selection */

2025-09-27T22:29:33Z

One-person Selection

← Older revision		Revision as of 22:29, 27 September 2025
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	When the selection process is for a single individual rather than many, as with CEOs and other executives, the candidate evaluation involves multiple assessors and various techniques. Several factors influence the process. Utility equations used in mass recruitment have no applicability in this case. Ultimately, the assessors’ analysis and regressions based on multiple characteristics become the most effective decision-making process<ref>Goldberg L. R. (1991). Human Mind versus Regression Equations: Five Contrasts. In « Thinking Clearly about Psychology» edited by Cicchetti D. and Grove W. M.. University of Minnesota Press.</ref>.		When the selection process is for a single individual rather than many, as with CEOs and other executives, the candidate evaluation involves multiple assessors and various techniques. Several factors influence the process. Utility equations used in mass recruitment have no applicability in this case. Ultimately, the assessors’ analysis and regressions based on multiple characteristics become the most effective decision-making process<ref>Goldberg L. R. (1991). Human Mind versus Regression Equations: Five Contrasts. In « Thinking Clearly about Psychology» edited by Cicchetti D. and Grove W. M.. University of Minnesota Press.</ref>.

	Particularly for a one-person selection, the validity of a technique cannot be confused with the validity of the selection decision, which relies on a combination of characteristics being assessed. A selection decision is based on an inference made about a future event<ref> Hogan, J., Hogan, R. (1998). Theoretical frameworks for assessment, chapter 2 in Jeanneret R. & Sizer R.; Individual psychological assessment, San Francisco, Jossey Bass.</ref>. It is critical to consider the criteria by which the person’s performance will be assessed. A focus on how the person performs in the job, rather than or in addition to what is expected to be delivered, invites considering the multiple variables at play, and finding creative solutions to correct individual ~~actions—and~~ the outcomes that come along.		Particularly for a one-person selection, the validity of a technique cannot be confused with the validity of the selection decision, which relies on a combination of characteristics being assessed. A selection decision is based on an inference made about a future event<ref> Hogan, J., Hogan, R. (1998). Theoretical frameworks for assessment, chapter 2 in Jeanneret R. & Sizer R.; Individual psychological assessment, San Francisco, Jossey Bass.</ref>. It is critical to consider the criteria by which the person’s performance will be assessed. A focus on how the person performs in the job, rather than or in addition to what is expected to be delivered, invites considering the multiple variables at play, and finding creative solutions to correct individual actions, and the outcomes that come along.

	=Moderating Variables=		=Moderating Variables=

Flc: /* One-person Selection */

2025-09-27T22:29:20Z

One-person Selection

← Older revision		Revision as of 22:29, 27 September 2025
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	When the selection process is for a single individual rather than many, as with CEOs and other executives, the candidate evaluation involves multiple assessors and various techniques. Several factors influence the process. Utility equations used in mass recruitment have no applicability in this case. Ultimately, the assessors’ analysis and regressions based on multiple characteristics become the most effective decision-making process<ref>Goldberg L. R. (1991). Human Mind versus Regression Equations: Five Contrasts. In « Thinking Clearly about Psychology» edited by Cicchetti D. and Grove W. M.. University of Minnesota Press.</ref>.		When the selection process is for a single individual rather than many, as with CEOs and other executives, the candidate evaluation involves multiple assessors and various techniques. Several factors influence the process. Utility equations used in mass recruitment have no applicability in this case. Ultimately, the assessors’ analysis and regressions based on multiple characteristics become the most effective decision-making process<ref>Goldberg L. R. (1991). Human Mind versus Regression Equations: Five Contrasts. In « Thinking Clearly about Psychology» edited by Cicchetti D. and Grove W. M.. University of Minnesota Press.</ref>.

	Particularly for a one-person selection, the validity of a technique cannot be confused with the validity of the selection decision, which relies on a combination of characteristics being assessed. A selection decision is based on an inference made about a future event<ref> Hogan, J., Hogan, R. (1998). Theoretical frameworks for assessment, chapter 2 in Jeanneret R. & Sizer R.; Individual psychological assessment, San Francisco, Jossey Bass.</ref>. It is critical to consider the criteria by which the person’s performance will be assessed. A focus on how the person performs in the job, rather than or in addition to what is expected to be delivered, invites considering the multiple variables at play, and finding creative solutions to correct individual actions—and the outcomes that come ~~along—on time~~.		Particularly for a one-person selection, the validity of a technique cannot be confused with the validity of the selection decision, which relies on a combination of characteristics being assessed. A selection decision is based on an inference made about a future event<ref> Hogan, J., Hogan, R. (1998). Theoretical frameworks for assessment, chapter 2 in Jeanneret R. & Sizer R.; Individual psychological assessment, San Francisco, Jossey Bass.</ref>. It is critical to consider the criteria by which the person’s performance will be assessed. A focus on how the person performs in the job, rather than or in addition to what is expected to be delivered, invites considering the multiple variables at play, and finding creative solutions to correct individual actions—and the outcomes that come along.

	=Moderating Variables=		=Moderating Variables=

Flc at 22:25, 27 September 2025

2025-09-27T22:25:47Z

← Older revision		Revision as of 22:25, 27 September 2025
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	When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile and admissible scores, factor by factor. Selection decisions are made based on a candidate’s ability to adapt alongside the technical skills they eventually have. The adaptive profile indicates how the skills are expressed and developed, inviting a selection decision based not just on the already acquired skills, but on the person's growth capabilities as well.		When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile and admissible scores, factor by factor. Selection decisions are made based on a candidate’s ability to adapt alongside the technical skills they eventually have. The adaptive profile indicates how the skills are expressed and developed, inviting a selection decision based not just on the already acquired skills, but on the person's growth capabilities as well.

	[[File:Cutoff score.png\|~~right~~\|~~400px~~]]		[[File:Cutoff score.png\|center\|600px]]
			<center>Social Behaviors and Technical skills – Cutoff Scores</center>

	=One-person Selection=		=One-person Selection=

Flc at 22:24, 27 September 2025

2025-09-27T22:24:04Z

← Older revision		Revision as of 22:24, 27 September 2025
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	When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile and admissible scores, factor by factor. Selection decisions are made based on a candidate’s ability to adapt alongside the technical skills they eventually have. The adaptive profile indicates how the skills are expressed and developed, inviting a selection decision based not just on the already acquired skills, but on the person's growth capabilities as well.		When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile and admissible scores, factor by factor. Selection decisions are made based on a candidate’s ability to adapt alongside the technical skills they eventually have. The adaptive profile indicates how the skills are expressed and developed, inviting a selection decision based not just on the already acquired skills, but on the person's growth capabilities as well.

			[[File:Cutoff score.png\|right\|400px]]

	=One-person Selection=		=One-person Selection=

Flc: /* Cutoff Scores */

2025-09-27T21:36:17Z

Cutoff Scores

← Older revision		Revision as of 21:36, 27 September 2025
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	If the deficiency is in a skill critical for a specific role, the person is at higher risk of failure. This can be avoided by identifying the essential skills for a position and applying the multiple cutoff method to those skills. For most assessment techniques, it is therefore better to use raw scores rather than multiple cutoff scores regressions<ref>Coward, W. M., & Sackett, P. R. (1990). Linearity of ability-performance relationships: A reconfirmation; Journal of Applied Psychology, 73, 297-300.</ref>.		If the deficiency is in a skill critical for a specific role, the person is at higher risk of failure. This can be avoided by identifying the essential skills for a position and applying the multiple cutoff method to those skills. For most assessment techniques, it is therefore better to use raw scores rather than multiple cutoff scores regressions<ref>Coward, W. M., & Sackett, P. R. (1990). Linearity of ability-performance relationships: A reconfirmation; Journal of Applied Psychology, 73, 297-300.</ref>.

	When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile, and admissible scores, factor by factor. ~~The selection~~ decisions are made ~~considering~~ a candidate’s ~~capacity~~ to adapt ~~in parallel with~~ the technical skills ~~already possessed, the former informing about~~ how the ~~latter will grow~~, ~~be used~~, ~~and expressed~~.		When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile and admissible scores, factor by factor. Selection decisions are made based on a candidate’s ability to adapt alongside the technical skills they eventually have. The adaptive profile indicates how the skills are expressed and developed, inviting a selection decision based not just on the already acquired skills, but on the person's growth capabilities as well.

	=One-person Selection=		=One-person Selection=

Flc: /* Cutoff Scores */

2025-09-27T21:20:16Z

Cutoff Scores

← Older revision		Revision as of 21:20, 27 September 2025
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	=Cutoff Scores=		=Cutoff Scores=
	~~Multiple~~ cutoff scores ~~need to be used to avoid attenuating some critical~~ and highly rated characteristics with ~~others that are weak and unnecessary~~. For ~~instance~~, a significant deficiency in one skill may ~~not be visible~~ if the ~~person is performing~~ well in other skills.		Using multiple cutoff scores helps prevent diluting important and highly rated characteristics with weaker, less relevant ones. For example, a significant deficiency in one skill may go unnoticed if the individual performs well in other skills.
			If the deficiency is in a skill critical for a specific role, the person is at higher risk of failure. This can be avoided by identifying the essential skills for a position and applying the multiple cutoff method to those skills. For most assessment techniques, it is therefore better to use raw scores rather than multiple cutoff scores regressions<ref>Coward, W. M., & Sackett, P. R. (1990). Linearity of ability-performance relationships: A reconfirmation; Journal of Applied Psychology, 73, 297-300.</ref>.
	If the deficiency ~~occurs~~ in a skill ~~that is~~ critical for a ~~particular position~~, ~~then~~ the person ~~has every chance~~ of ~~failing~~. This ~~situation~~ can be avoided by identifying the ~~critical~~ skills ~~that are needed~~ for a position and applying the multiple cutoff method to ~~these~~ skills.
			When it comes to social behaviors rather than technical skills expected in the job, as they are measured with GRI’s adaptive profiles, cutoff scores apply similarly by considering the percent-fit with the job’s profile, and admissible scores, factor by factor. The selection decisions are made considering a candidate’s capacity to adapt in parallel with the technical skills already possessed, the former informing about how the latter will grow, be used, and expressed.
	For ~~the majority of~~ assessment techniques, it is therefore ~~preferable~~ to use ~~the~~ raw scores rather than ~~to use~~ multiple regressions<ref>Coward, W. M., & Sackett, P. R. (1990). Linearity of ability-performance relationships: A reconfirmation; Journal of Applied Psychology, 73, 297-300.</ref>.

	=One-person Selection=		=One-person Selection=

Flc: /* One-person Selection */

2025-09-27T20:57:28Z

One-person Selection

← Older revision		Revision as of 20:57, 27 September 2025
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	When the selection process is for a single individual rather than many, as with CEOs and other executives, the candidate evaluation involves multiple assessors and various techniques. Several factors influence the process. Utility equations used in mass recruitment have no applicability in this case. Ultimately, the assessors’ analysis and regressions based on multiple characteristics become the most effective decision-making process<ref>Goldberg L. R. (1991). Human Mind versus Regression Equations: Five Contrasts. In « Thinking Clearly about Psychology» edited by Cicchetti D. and Grove W. M.. University of Minnesota Press.</ref>.		When the selection process is for a single individual rather than many, as with CEOs and other executives, the candidate evaluation involves multiple assessors and various techniques. Several factors influence the process. Utility equations used in mass recruitment have no applicability in this case. Ultimately, the assessors’ analysis and regressions based on multiple characteristics become the most effective decision-making process<ref>Goldberg L. R. (1991). Human Mind versus Regression Equations: Five Contrasts. In « Thinking Clearly about Psychology» edited by Cicchetti D. and Grove W. M.. University of Minnesota Press.</ref>.

	Particularly for a one-person selection, the validity of a technique cannot be confused with the validity of the selection decision, which relies on a combination of characteristics being assessed. A selection decision is based on an inference made about a future event<ref> Hogan, J., Hogan, R. (1998). Theoretical frameworks for assessment, chapter 2 in Jeanneret R. & Sizer R.; Individual psychological assessment, San Francisco, Jossey Bass.</ref>. It is critical to consider the criteria by which the person’s performance will be assessed. A focus on how the person performs in the job, rather than or in addition to what is expected to be delivered, invites considering the multiple variables at play, and finding creative solutions to correct individual ~~actions and their~~ outcomes on time.		Particularly for a one-person selection, the validity of a technique cannot be confused with the validity of the selection decision, which relies on a combination of characteristics being assessed. A selection decision is based on an inference made about a future event<ref> Hogan, J., Hogan, R. (1998). Theoretical frameworks for assessment, chapter 2 in Jeanneret R. & Sizer R.; Individual psychological assessment, San Francisco, Jossey Bass.</ref>. It is critical to consider the criteria by which the person’s performance will be assessed. A focus on how the person performs in the job, rather than or in addition to what is expected to be delivered, invites considering the multiple variables at play, and finding creative solutions to correct individual actions—and the outcomes that come along—on time.

	=Moderating Variables=		=Moderating Variables=