10

Pre-Employment Assessment

Jean Juchnowicz

Along the path of your job hunt journey you may have to take a pre-employment assessment. Typically, this step follows a successful interview and can occur as part of an application for employment process, such as providing your resume, completing the employment application, supplying your reference information (with all contact information), passing your first interview evaluation, and perhaps providing letters of recommendation.

So, let’s assume you are basking in the glow of a successful interview, and along comes an email from the company recruiter informing you that the company wants you to take a pre-employment assessment and the deadlines to observe. Now what? How much weight in the hiring decision do these assessments carry?

An assessment is a test that helps to provide a fair and consistent method of comparing job applicants and evaluating the match with the job description for the open job. While the exact weight given to these tests differs with each company, rarely would assessments be the primary decision-making tool. The goal is to hire the best candidate for the job and increase the chances of that person’s success and retention, because sourcing, recruiting, testing, selecting, and hiring are expensive functions in a company. The better you understand pre-employment assessments, the better you can compete for jobs in this competitive, post-recession environment.

Types of Assessments

There are many different types of assessments: personality, cognitive, honesty, genetics, U.S. employment eligibility (E-Verify), Internet name search, social media screen, skills, job knowledge, job aptitude, drug (including urine, blood, saliva, or hair), physical fitness (must be correlated to the physical job duties), medical exam (done by a physician or a registered nurse), work references, verified letters of recommendation, background screens (including identity and criminal record), fingerprint check, credit checks (only if allowed by the Fair Credit Reporting Act), language fluency, assessment centers, and realistic job previews.

Assessments such as reference checks, medical exams, and pencil-and-paper honesty tests and simple knowledge tests have been in regular use since the 1970s. The newer tools have been growing in popularity over the past 15 years, spurred by wider access to the Internet. However, every test an employer uses must be validated, reliable, and nondiscriminatory. For more information, refer to the Equal Employment Opportunity Commission (EEOC) fact sheet on this topic, which you can find on the EEOC website.

Typically, an employer performs the assessments that it believes will yield the best information for acquiring talent, whether it is a new, external hire or a current employee seeking a transfer or promotion. From 2001 to 2013, the number of large U.S. employers that used pre-employment assessments grew from 26 percent to 57 percent (Weber 2015). In 2015, about 76 percent of organizations with more than 100 employees used aptitude and personality tests when hiring, a statistic that is expected to rise (Chamorro-Premuzic 2015).

It is important to recognize the significance of testing in today’s employment recruiting and hiring. Try to find out what kinds of tests will be administered, show interest in each test, prepare as best you can, and calmly complete each test in a timely fashion. If at all possible take all assessments on a computer, rather than a mobile device. Although some tests have been rewritten for mobile-enabled platforms, many will not work properly on a smartphone or a tablet. After completing the test, follow up in two to four days to ask for the test results.

Social Media and Internet Screenings

Are you concerned about a social media search on you? You should be. You have two choices: make the content on all your sites private or do not post personal content that could be interpreted in a negative manner. For example, avoid posting about religion, politics, ethnic jokes, partying, illegal activities, negative reviews, job dissatisfaction, or similar things. What happens on the Internet, stays on the Internet!

Do you have a criminal record? This need not be a barrier to employment, except in certain industries and jobs, and depending upon the nature of your conviction. Employers conduct background screening for many reasons in addition to a criminal check:

•  Negligent hiring lawsuits are on the rise. If an employee’s actions hurt someone, the employer may be liable.

•  To avoid negligent retention lawsuits if the employer knew or should have known about the employee’s record.

•  Terrorist acts, both domestic and abroad, that had their roots with the terrorist being an employee in a company.

•  Corporate senior executives, officers, and board directors face a degree of scrutiny in both their professional and private lives when corporate scandals occur.

•  False or embellished information supplied by some job applicants makes employers wary of blindly accepting what is put on an application.

Criminal Checks

Because employers decide how deep of a criminal records check is required for their company, these can vary. International checks can also be performed, but the accuracy of those can vary from country to country.

Genetic Testing

There is much debate about genetic testing’s use as a pre-employment assessment. These tests can detect the presence of genetic abnormalities in healthy individuals that may place them at increased risk for developing certain diseases. In the workplace, such tests can be used to screen job applicants and employees who, because of their genetic makeup, may be more likely to develop diseases if exposed to certain worksite substances, such as chemicals or radiation. The Genetic Information Nondiscrimination Act of 2008 is a federal law that protects individuals from genetic discrimination—which is the misuse of genetic information—in health insurance and employment.

E-Verify

E-verify is an optional Internet-based system that allows businesses to determine the eligibility of their employees to work in the United States. U.S. law requires companies to employ only individuals who may legally work in the United States—either U.S. citizens or foreign citizens who have the necessary authorization. E-Verify is fast, free, and easy to use—and it’s currently the best way employers can ensure a legal workforce. It is used after an employee is hired and has presented his documents. Like any federal database program, it has its supporters and its detractors.

E-Verify has a self-check process, which lets you confirm that your employment eligibility information is in order by checking it against the same databases E-Verify uses when employers enter your information. The website is www.uscis.gov/mye-verify/self-check. Go ahead, check yourself now!

Realistic Job Previews (RJP)

RJPs are useful for both the employer and the applicant. It is a chance for the employer to observe you interacting with the staff, asking intelligent questions, shadowing a worker, and talking about what you know. For the applicant, it is a chance to learn more about the job, your co-workers, and the good and the bad about the company—it provides a view into the company and its culture.

Personality Tests

Let’s do some time traveling. It’s Han dynasty, third-century China, and employment tests are done to assess the mental capacity of civil servants. Jump forward to the 20th century. In 1921, Thomas Alva Edison invented a pre-employment test because he was challenged to find technical help. The test was denounced as exceedingly hard; that only a walking encyclopedia could have passed. Notably Henry Ford and Nikola Tesla passed his test and were hired; both went on to achieve success with him and later on their own.

Now fast forward to the 21st century. Personality tests are given to determine if you will be a fit with the company culture and your work style. Many, but not all, are based on “the Big Five” personality traits—openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism—also known as the five factor model (FFM). This model originated in the 1920s, and was clarified in 1980, with additional research conducted in the 1990s.

Cognitive tests, such as Wonderlic and CCAT, assess IQ and a person’s ability to learn. The most popular standardized personality tests (in no particular order) include Myers-Briggs Type Indicator (should not be used for hiring), Minnesota Multiphasic Personality Inventory (should not be used for hiring), Predictive Index, Kolbe A Index, the four Hogan Assessments, DiSC, StengthsFinder 2.0, Caliper Profile, and the 16 Personality Factors.

Once you know which test you will be taking, research it and try out some sample questions for practice. Ask the recruiter if you are not sure which test or type of test is used. The more information you have, the better you will be able to prepare. Each test has redundancy built in so you cannot “game” the test.

Who Uses What? And Does Size Matter?

Employers using pre-employment assessments range from Fortune 500 companies to small, “mom and pop” businesses. Google says that the number one thing they look for in a prospective employee is cognitive ability and an ability to learn quickly. Facebook uses StrengthsFinder for career development, but not to hire. Walmart uses a custom assessment test after the application process, but before the first interview. The government at all levels uses a variety of branded assessments.

References and Recommendations: The Good, the Bad, and the Ugly

Reference checking is a process that proves past performance is a predictor of future performance. However, because of threats of litigation, many employers have become reluctant to provide information about former employees beyond employment dates, salary, job description, and title. As a consequence, many states have passed “immunity” laws that provide protection from civil liability for employers who provide good-faith references for former employees; employers who knowingly relay false or misleading information are not protected by their state’s immunity laws.

Who writes references? The best references are current and former managers, co-workers, and subordinates; however, references also can be provided by human resources or an outsourced service, such as www.theworknumber.com. Vendors and clients can also be good references. When asking if people will serve as a reference for you, let them know you are job hunting and would appreciate their help. Ask them to let you know if they are contacted.

Be sure you include their complete contact information on the employment application you fill out: supervisor name, supervisor title, work phone number, and dates of employment. You can also provide a professional reference page with your resume. Include your identifying information at the top (name, email, phone number), with the column headers reference name, company, relationship, cell phone, work phone, and email.

Providing complete, timely, and accurate information will help facilitate the reference process. How many references you list is your choice, but typically six to eight is appropriate. Every few years, update your reference list to ensure all the information is still accurate: People change names, jobs, titles, phone numbers, and email addresses. Your reference page is always a work in progress and should be ready to be submitted at an interview, if requested. There are services that offer to check your references to confirm if they are good, for a fee. However, the reliability of these services is not certain, so you have to evaluate them carefully. Do not have a friend call to check on your references because this may raise suspicion.

Once your references tell you they have been contacted, follow up with the company to make sure they don’t need any additional references. Sometimes your contact will let you know if your references have been positive.

The two most important questions a hiring company will ask your reference are “what is the reason for your leaving?” and “what is your eligibility for rehire?” If you are not confident that a current or former supervisor or co-worker will provide a good work reference, take steps to mitigate this. If you don’t have to provide a potentially negative reference to your prospective employer, don’t provide it.

If you do need to provide a person with whom you are not confident as a reference, first, ask yourself why you think you will get a poor review from that person. Then, talk with co-workers with whom you had a good relationship and seek to understand what concerns could be relayed to a future employer. Did you walk off the job? Were you discharged? Was your attitude less than stellar? Did your attendance record reflect tardiness or absences? How were your performance appraisals?

Whether you are blindsided by a bad reference you did not expect or you knew to expect one, it is important to explain up front, prior to the work reference checks, any situation out of the ordinary from your perspective. Never blame or deflect a negative situation. Explain without emotion and be factual. Take accountability if it was a situation in which you made a bad decision, had a personal situation, suffered a health issue, or were not serious enough in your job. If you are questioned about this, offer to provide other references from people who can attest to your good work.

Employers are not interested in work references from places where you worked or people you worked with more than seven years ago. If you have not been working recently and are now ready to work and are in the process of being hired, provide reference information that is current from professionals who may know you in a business capacity: perhaps your banker, the president of an association you belong to, your religious leader, or a long-time neighbor. Don’t dredge up people from your far past. Keep it current. If you have been volunteering, the head of volunteers is an excellent prospect to ask to serve as a reference. Do not provide family members, in-laws, or friends as references, unless you are asked for character or personal references. If you have been rearing children or taking care of an ill family member, whom have you been interacting with who could describe your virtues in a professional manner?

There are two ways employers obtain your permission to check your references: the statement you signed on the employment application or a specific reference form you signed and authorized. If an employer uses a service, the information provided may be limited. If only job title and dates of employment are given, that is not a reference but a verification of past employment. Employers who are interested in you want strong references from people in authority who are able to provide accurate information.

Letters of recommendation, presented at the time of the first in-person interview, are extremely valuable. Just as your resume should always be up-to-date, the same applies to your letters of recommendation. Have current letters of recommendation in electronic form so that you can print them out quickly—you may be scheduled for an in-person interview two days after a phone interview. Think of your letters of recommendation as an insurance policy. Be polite and gracious when you ask people to write them. Remind them of any specific information that you think is pertinent to your skills, job hunt, and the prospective position. Make sure that they include the following three things in their recommendation letter:

•  An introductory paragraph explaining how the writer knows the applicant.

•  An honest description of the applicant’s knowledge, skills, abilities, and accomplishments, with an example or two.

•  A summary paragraph that explains why the writer is recommending the applicant for future employment.

If you are asked for a letter of recommendation from someone you respect, feel honored and write a good letter.

Do You Want to Work for This Company?

Prior to receiving a job offer and any related negotiations, decide whether you actually want this opportunity. Determining if this is your future company and job involves not only researching the company as thoroughly as you can, but also researching an appropriate salary and asking yourself if you see yourself working for this company. It is both an objective and a subjective exercise that involves your brain and gut instincts. Take the time and effort to do your homework and you will have your answer.

As Lou Adler, bestselling author, consultant, and trainer of recruiters and hiring managers, has written in The Essential Guide for Hiring & Getting Hired (2013): “Before you ever accept another job, ask yourself this question: ‘Forget the money. Is this a job I want?’ If not, you’ll be disappointed no matter how much you get paid.”

According to Dick Bolles (2016), bestselling author, speaker, and career development expert for job hunters, “In today’s world, he or she who gets hired is not necessarily the one who can do that job best; but, the one who knows the most about how to get hired,” as stated in What Color Is Your Parachute?

Start by asking yourself some questions. Did you obtain the results from your assessments? What did that process teach you? Are you clearer on your strengths and weaknesses? Why do you think you want this job? Is the timing right? Is the location right? Do you think the company culture will be a fit with your values? Job searching is like dating—you want a match. Review chapter 3 for additional information on how to assess a company’s culture for fit.

Next, research the company. Did you get a good feeling from HR? Did the employees you met look happy? Do you know anyone who works there? Review the company’s website. What does the company mission statement say? Can you find the vision statement or current goals? Search for the company on the Internet and see what you find in the way of reviews and company profiles. How do they score as a “best place to work”? Were you given any benefits summary information?

While the process of conducting research may seem overwhelming, the final opinion you form will be very valuable and lead you to your final decision. Use the checklist in Table 10-1 to aid you.

Table 10-1. Employer Evaluation Worksheet

Assign points to each question. Give zero points if you disagree, one point if you’re neutral, and two points if you agree. The higher your total points, the more likely you will be a good fit with the company.

Should You Take the Job?

Now you are ready to wait for “the call.” What did you decide? Is this the job opportunity for you? In chapter 11, you will learn more about job offers, negotiation strategies, and counteroffers, but here are a few tips to keep in mind:

•  When you receive an offer, evaluate it and determine if a counter offer is needed.

•  Be sure to respond to the job offer by the requested timeframe (usually no more than 48 hours). Ask if you will be receiving an offer letter to sign and return.

•  Understand if an employment contract is needed for the job and be sure to read it critically before signing it.

•  Clarify all pay and benefits offered to determine the true financial value of the job offer.

If you decide against the offer, be gracious, explain why, and don’t burn the bridge. That offer may not be right for you, or maybe you just received another job offer that you have accepted; whatever the reason, that company may, in the future, have the perfect job for you.

Summary

A pre-employment assessment helps employers compare job applicants in a fair and consistent way and evaluate the match with the job description for the open job. Assessments are simply one tool used to determine a job applicant’s suitability for the job. Such assessments include reference checks and credit checks, as well as personality and intelligence testing. Job seekers should take care to evaluate their prospective employers by analyzing a variety of factors.