A look behind the scenes: aptitude testing procedures / best practice models. In order to better assess the individual capability of highly qualified employees and managers we refer to measurement and assessment methods which are scientifically sound.
By means of different analytical methods, personality traits which are relevant for the individual position are recorded. The results are analysed by specialists and compared with existing standard and skills profiles. Thereby, the potential of an employee or applicant in comparison to other representatives of their occupation can be made visible. This possibility of comparison with a group profile – for example of successful managers who were selected based on „hard facts“ like their annual turnover – makes aptitude testing unique in the market.
A single value in the profile does not have any explanatory power, only in comparison with the group it makes the difference. Significant discrepancies of the self-assessment of values of the norm group in connection with the impression of the candidate in the conversation serve as a basis for a structured interview as well as for accurate questioning for the causes of the discrepancy.
By means of the profile it can be made visible, inter alia, which ability managers distinguish and to what extent important criteria are fulfilled for the position. Therefore, in interviews it makes sense to pay more attention on characteristics which deviate significantly and to ask the candidate specific questions.
Hence, better suitability statements about applicants can be made and miscasts can be avoided. This procedure provides a basis free of discrimination for the selection decision as well as for the candidates’ refusal.