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Archive for November, 2009

Psychometric Test Accreditation Training in Asia leading to BPS Level A & BPS Level B

Monday, November 30th, 2009

To complement the BPS Level A and BPS Level B Certificates of Competence in Occupational Testing Training in Singapore, we have announced new dates for the same psychometric training course in Hong Kong.  PsyAsia has been running this course in Singapore and Hong Kong since 2002 and we have collected many impressive delegate reviews.  The course is run by a British Psychological Society award-winning resident and registered business psychologist with a PhD earned through work with validation of Psychometric Tests in Asia – there is nobody more qualified in Asia to run this course!  For more details of the course and facilitator and to register online, please click here.

The Hong Kong Level A and B Psychometric Training Course will run over the following dates:

Level A: 9-11 March 2010
Level B: 16-18 March 2010
Psychometric Test Administration only: 9 March 2010

The Singapore Level A and B Psychometric Training Course will run over the following dates:

Level A: 27-29 January 2010 or 24-26 February 2010
Level B: 1-3 March 2010
Psychometric Test Administration only: 27 January 2010 or 24 February 2010

Delegates may opt to join Level A in Singapore and Level B in Hong Kong if they wish at no additional cost but should contact us before booking in order to ensure availability.

The day immediately following Level B is conversion training for the Saville Consulting Wave®. Level B delegates may register for this training at 50% off the regular fee by selecting that option during the booking process.

Psychometric Tests in Singapore

Friday, November 20th, 2009

The Market for Psychometrics in Singapore

There are so many Psychometric Tests on the market in Singapore now, the task of choosing the right one is not easy. Choice is always a good thing, however as humans we often look for easy or stereotypical ways of making those choices and they are not always the best ones to make. For example, a client of ours was preparing for an upcoming team-building session. He approached us asking if we had a certain test that he could use in that session. Our answer was that we don’t supply that test for various very good reasons. The client’s response was “but so many people use it”. This is a typical response.   Another potential client had been looking around in Singapore for Psychometric Personality Tests to use in his training sessions as an added benefit.  He categorically advised us that he was not interested in validity and was looking for something simple and cheap!  The reality here is that at best he is wasting his time and the time of those who will complete his tests.  At worst and most likely, his trainees will be led to believe things about themselves which frankly may not be true (reliable or valid!). 

Science, Psychology, Psychometrics and the Real World of Business

As busy professionals we often assume that if lots of other people are using a test it must be a good one. This is a huge mistake. Our evolution has programmed us to be seduced by glossy advertising materials and confident, friendly salespeople. On the other hand, we have a tendency to be turned off by less glossy scientific figures, statistics and perhaps psychologists such as myself who speak about the science and real value behind a test, its validity! Ultimately then, both our clients and ourselves as psychologists have problems to overcome!!

Psychologists have to be able to explain in more “glossy” terms about the technical properties of a test and our clients, usually the HR and aligned professions, are invited to turn their ears our way for a little while, just long enough to get the notion that there is more to a psychometric test than meets the eye!

Technical Properties of Psychometric Tests

When we talk of the technical properties of a psychometric test, we are referring to things such as its reliability and validity as well as how it was constructed. If a test is constructed well, it will take time. Not months, often years. The test will also evolve over time such that more and validity data will be added to its manuals. This process is costly, hence good tests cost money.

If you come across cheap tests, that should start to ring alarm bells. It’s possible to write a few questions on a napkin in a restaurant and call it psychometric and even try to sell it. If it looks good and the questions look relevant perhaps it will sell and gain a huge following. But how reliable is that test?

In other words, can it provide consistent measurement of your candidate? If your bathroom scales provide different results each time you weight yourself you take them back and say these are not reliable. Likewise with a test, you need to ensure that it is consistently assessing the constructs that it purports to assess. We often come across new clients who are shocked when we tell them that good personality tests often contain around 200 questions. However, buyer beware! We know that the longer the test, the more reliable the results (as long as it is not so long that the candidate falls asleep!).

An unreliable test can not be a valid test, hence reliability is a precursor to validity. However, validity is arguably the most important aspect of a test. You choose to use tests because you want them to illustrate where a candidate stands in terms of their ability or personality or in order to predict how your candidate will perform or behave in a job. The test’s ability to meet this need is referred to as validity.

Some tests on the market are simply more valid that others. In fact, one test in the past year has proven to be more valid than all other tests it was compared with on the market!  How come users stay with their current test then? Perhaps because of preference, habit, price, mass-following and so on. However, do ask yourself and your test supplier, how valid is your test – this is the single most important technical property in a psychometric test!

Sometimes tests which are more valid will be more expensive but this makes sense. If a test took a long time to develop, was developed well and by a reputable publisher and is based on well founded theories that have been researched internationally, then surely it is worth paying the extra as such a test will provide an excellent return on investment with its strong validity.

Training to use Psychometric Tests in Singapore 

Properly developed psychometric tests require proper training to be used competently. If your test supplier requires that you undergo very limited or no training, this is a reflection of the test as well as their lack of understanding of psychometrics. You need to understand the concepts referred to above, as well as error in testing and how to make decisions based on test results, let alone how to feed back results properly to candidates and decision-makers. The type of questions (i.e., forced choice versus rating scales) will also dictate how you can use the results – you need to be trained to understand this! In some parts of the world (South Africa for example), only psychologists can use psychometric tests. Whilst this is a strict rule, it has its logical basis in how easy it is for untrained professionals to use tests wrongly.

Purchasing Psychometric Tests in Singapore

You may also wish to consider where you purchase your tests from, particularly in Singapore. In recent years we have seen an influx of profiteers in the industry who seek to make money but lack any depth of understanding in psychometrics or psychology at work. This will change in time as psychology in Singapore develops. For now however, be wary of this and we suggest that you only purchase psychometric tests from fully registered organisational psychologists who have a firm grounding in personality, psychometrics and psychology at work and who are answerable to professional competence and ethics boards.  Many of those selling psychometric tests in Singapore are simply not answerable to anybody in terms of their conduct or competence.  You can therefore not be certain that any advice they provide is relevant, up-to-date or will work in your organisation.

There are many more things to be aware of when choosing psychometric tests in Singapore. We cannot entertain them all here due to space constraints. You may wish to look out for training courses in Psychometric Assessment such as our our Psychometric Assessment at Work training which leads to the internationally recognised British Psychological Society Level A and B Certificates of Competence in Occupational Testing.  Such courses will prepare you further for choosing the right test and therein avoid costly selection and development mistakes. Look for courses run by experts in psychometrics who are based in Singapore and hence have a strong understanding of test use aligned with local culture, laws and practice.

Note: some Singapore firms will ship in overseas trainers to run psychometric training.  We suggest you avoid this training reseller model given that the facilitator is based overseas and is thus likely to lack knowledge of the Singapore business/legal and cultural environment for Psychometric Testing.

This article is Copyright PsyAsia International Pte Ltd.
It was originally written for Human Resources Magazine in Singapore
A shorter version of the article appears in the magazine’s November 2009 issue

Online Psychometric Testing Mini-Course – Lesson 1

Friday, November 20th, 2009

Welcome to our first session in Psychometric Testing!

In this first session we will explore the following:
1. What is a psychometric test?
2. A brief background of psychometric testing.

What is a psychometric test?  How are they developed?

Let’s start out by telling you what a psychometric test is not!
You may have come across various different online tests.  Not all of them are psychometric.  Whether they are or not will depend on how they were designed, for what purpose and what they intend to measure. For example, you may have come across the Thematic Apperception Test or the Rorshach Inkblot Test. These tests are used mainly in clinical settings. The client is asked to look at scenes or pictures and to articulate what they see. Such tests are supposed to be able to assess the unconscious mind. However, interpretation is not as objective as we would like to see in occupational testing and assessment.  Furthermore, what the client “sees” may be based on external factors such as culture, upbringing or season of the year.  
Psychometric Tests are different! They are defined as quantitative (numerical) assessments of one or more psychological (in the head) attributes. So, psychometric tests are used to assess in a quantitative way things like numerical reasoning skills, verbal aptitude, extroversion, conscientiousness and so on.  That alone does not make a test psychometric of course. In order to be psychometric the test must have been designed to be:
1. Administered in a standardised manner
2. Scored in a standardised manner
3. Interpreted in a standardised manner
4. Constructed according to psychometric principles
You’ll see later how important standardisation is throughout the use of psychometric tools.  In fact standardisation is a critical element of all scientific HR processes.
As for being constructed according the psychometric principles, what we mean here is that the test must have gone through each aspect of a very scientific development process.  It is not good enough to simply write down a few questions, produce a flashy report and start selling a new test!  This is the process it must go through:
a. Development of a rationale behind the test that is supported by research. For example – if I decide to develop a new test of extroversion, the scientific research literature and models must inform the design of my questions and the aspects of extroversion that I attempt to assess.
b. Next I need to write some experimental questions. At this stage I’ll write more questions than I intend to have in the final version of my test because I am prepared to throw some out based on feedback.
c. Now I’ll find a sample of people (who represent the group I am designing the test for) and I’ll ask this sample to complete my experimental test. In other words, I pilot my test.
d. Next I head back to my office and assess the responses and how they relate to each other statistically.  At this stage I am running item analysis to test that similar questions (items) are indeed related to each other in the way I would expect. More on this later. The point to grasp now is that this is an iterative process. Things won’t be perfect the first time around. Based on the statistics I’ll need to remove some questions, refine others and then go back to point C. I’ll do this again and again until I am happy with the statistics I get at point D!
e. Now that my test questions are performing well I need to enter a standardisation phase. Here, a larger group of people will complete my test and that will show me where people tend to score on the test. This group will become my benchmark or norm group later and add meaning to the scores of future test-takers.
f. The next question is “Does my new test actually assess what it is supposed to assess and/or does it predict something meaningful?”. As an example, you would expect my numerical reasoning test predict success of accountant trainees. This stage is called Validation, we are assessing the validity of the test or whether it is fit for purpose.
g. Now, we all know from science classes at school that all good experiments end with a write-up!  That’s exactly what we do at the final stage of psychometric test development. We need to write up all of the above stages in a long document which is called the test’s technical manual. It is this manual that prospective clients with reputable training in psychometrics will consult before purchasing a psychometric test.  So, if your test publisher tells you they don’t have such a document, it might be wise to stay away from them. On the other hand – do expect to pay for the manual. Some publishers will offer them free of charge but others will require a fee.
Based on the above, hopefully you can see that developing tests well takes time and effort. It is for this reason that good tests are usually not cheap! Not only that.  The test is not static. People change, norms change and so validities may even change. The publisher cannot put the test on the shelf and forget as if it were a book they wrote years ago. This is why usually clients will pay a fee per test report or per candidate whenever they use the test.  If you are attracted by free or very cheap internet-based tests you could be making a costly mistake. Particularly if you plan using the test in candidate selection for your business.  

What is the history of psychometric testing?

Let’s give you a very brief background at this stage. Something that I find interesting being based in Asia and often working with Western-developed tests is the role Asia has in the development of psychometric tests for assessment at work!  If it had not been for the Chinese Cultural Revolution, China may actually be far more advanced in this field than the West because China certainly was testing for individual differences before such testing was recorded in Europe or the USA. The Chinese government believed it important to test for entrants to the Civil Service more than 4000 years ago!  However, at the time of the Cultural Revolution, this sort of assessment was outlawed as being too bourgeoisie. 
This paved the way for the West to develop individual difference assessment and one of the first names to crop up in textbooks is French Psychologist Binet who around 1905 coined the term IQ. His application of testing was of course more related to education.  The World Wars saw an increase in and marked use of psychological assessment for selection decisions. Here people were forcibly recruited into the army through conscription.  The arduous task for decision-makers was where best to place these newcomers. The Army Alpha and Army Beta tests assisted in answering this question.  Although successful for war-time placements, the same tests used in peacetime by commercial organisations gained a poor reputation as they worked less well (they were not designed for this application).
Nowadays tests are used extensively in organisations to assist in selection and development decisions as well as team-building, career guidance and performance appraisal. Reputable test publishers go out of their way to assess their tests and ensure they are free from bias and that they work to do the job they were designed to do. Tests are useful decision-making tools although they should never be used on their own.  You’ll find out why later.   One of the biggest problems we face in Asia is an influx of poorly designed tests along with non-psychologist distributors who know little about psychology and psychometrics. In this course you’ll learn more about this, how to spot good from bad and above all you’ll gain the confidence to make competent decisions about using the best psychometric test for your purpose.
Interested in learning more about psychometric testing for HRM? Keepreading – your next free session is not far away! To ensure you don’t miss a single instalment, we suggest you follow-us on twitter as each new post will be announced there. You may alsolike to join our face-to-face psychometric training courses in Singapore or Hong Kong - these range from simple introductory courses through to Certification Courses such as the BPS Level A and BPS Level B Certificates of Competence in Occupational Testing.Not in Singapore or Hong Kong? No problem – we also offer both recordedand live online training in psychometrics! For full details please see here or email us.
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Do men cheat more on internet selection tests?

Wednesday, November 18th, 2009

MEN are considered much more likely to cheat on internet selection tests than women, a Saville Consulting
survey reveals. The report, commissioned by work psychologists at Saville Consulting, questioned over a
thousand UK students. In this sample, 42% thought men were more likely to cheat than women, compared to just 9% who thought that females were more likely to cheat than males.

Internet selection tests measure a respondent’s abilities in certain areas to predict their likely level of performance at work. Tests typically measure verbal, numerical or logical skills. Many organisations use such tests as part of their recruitment process, but the vast majority of such tests can be completed by job applicants on their home computer, in an unsupervised manner.

Worryingly, 14% of students openly admitted to receiving help from others on such internet tests. Overall, respondents also revealed that they knew more men who had cheated on internet tests than women. When students who rated themselves as being of lower ability were compared to those who reported being of a higher level of ability, 58% more students of lower ability admitted to receiving help on internet tests.

Previous research commissioned by Saville Consulting indicated that personality and intelligence tests were actually seen by people as being more useful selection methods than job interviews. Eight out of ten students in the current survey confirmed that many people exaggerate on job application forms. Moreover, the same proportion of respondents agreed that if an organisation followed unsupervised tests with longer supervised tests prior to appointment, this was an effective method for preventing cheats from being selected.

These findings undermine the use of unsupervised tests without the re-testing of applicants
under supervised conditions. Organisations may not re-test applicants because they believe this
offers a more economical recruitment process. However, recruiting dishonest and less intelligent
workers will inevitably be counterproductive for an organisation’s effectiveness.

 

Professor Peter Saville, International Chairman of Saville Consulting, said:

 

“Following up applicants who complete online unsupervised tests with supervised tests of equal or greater rigour is arguably the most effective way to prevent candidate cheating. Other methods, such as randomising the order of questions or adapting questions to the ability of a candidate simply do not get around the problem of unsupervised cheating. If job applicants know that they are going to be retested in a properly supervised environment, this can do much to reduce the problem of cheating. The supervised test at the later stage also provides a safeguard that the successfully appointed applicant has the abilities to match the requirements of the role.”

 

Can work performance be predicted from conscientiousness in personality?

Thursday, November 12th, 2009

There has been much research conducted examining the relationship between Conscientiousness as defined as one of the dimensions in the “Big Five” Model of personality and job performance. Much of the research has indicated that Conscientiousness is a positive predictor for job performance across a range of job positions. Simply put and what many advocate, is that it appears that people who have been assessed to be higher on Conscientiousness tend to perform better at work. Nevertheless, an article by Tett (1998) highlights some considerations regarding accepting this conclusion and cautions against accepting this at face value.

In this article, a number of examples suggest that Conscientiousness and job performance may not be irrevocably linked as previous research has suggested. It provides two examples of work situations where Conscientiousness may actually hinder the job performance. Firstly, the author highlights situations where being conscientious may result in lower productivity where either tasks require more time to complete or where fewer tasks can be completed. This is illustrated by the example of managers who at times are required to make decisions even when they do not have all the relevant information (Tett, 1998). In such a situation, being high on conscientious may affect the speed at which decisions can be made.

The second example refers to rules and procedures; conscientious individuals tend to adhere to rules and procedures. Tett (1998) highlights that in certain professions, strictly following rules and procedures may affect creativity and innovation. It is proposed that such adherence to rules and procedures can affect productivity as such individuals would be unlikely to develop novel ideas and solutions.

Although Conscientiousness appears to remain as a significant predictor of job performance, it is important to note that there are situations where other factors can play a part.

Tett, R. P. (1998). Is Conscientiousness ALWAYS positively related to job performance? The Industrial-Organizational Psychologist, 36(1)

 
 
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