The following information is an excerpt from the whitepaper ‘Best Practices in Talent Assessment’ by Dan Harrison, PhD, of Harrison Assessments International ©2008 Harrison Assessments International. For a copy of the full report, please email us.
If a behavioural assessment report simply describes the person’s behaviour or personality, each interviewer or interpreter will assign their own meaning to the behaviour or personality trait, usually based on their own bias rather than a formula of job success factors.
This seriously detracts from the benefits of job assessment. The report must be focused on the specific job requirements and provide an overall score related to the suitability of the person’s overall behavioural patterns in relationship to the specific job. This must be such that it is easy to understand and not left to the interpretation of the person reading the report.
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