Assessments can be used for a variety of purposes: to help make hiring decisions; to provide information for succession management planning; and to support individual career development planning initiatives. Here are some things to remember in telling prospective employees about the assessment process:

• Let the candidate know that assessments are “company policy,” and that doing assessments like this on finalist candidates or on top talent / succession management program participants is “business as usual.” Convey the notion that being selected for an assessment is good news, and is a signal of success or approval rather than an expression of doubt.
  
  
• Identify the purpose of the assessment report and how it will it used. i.e., which decision or personnel process it will support, and who will be reading it.
  
  
• Explain that the assessment and the resulting report is part of the total picture – it’s not the “be all and end all” nor is the assessment an “exam “to be passed or failed.
  
  
• Emphasize that there will be full disclosure of the assessment results and a fair amount of developmental feedback on the day of the assessment.
  
  
• Advise the candidate that he/she will receive a duplicate copy of the written report, usually within a couple of weeks following the assessment interview.
  
  
• Provide a brief description of Ellis Associates as a firm focused on assessment and development, its reputation, and its relationship with your organization.
  
  
• Give a very brief outline of the steps involved in the process.
  
  
  • Initial telephone contact with Ellis Associates.
  • Completion of on-line pre-interview questionnaires
  • Full day at Ellis Associates doing supervised testing and interview and receiving feedback
  • Submission of consultant’s written assessment report
    
    
• Direct the candidate to the “participant FAQs” on the Ellis Associates’ web site at www.ellisassociates.com.
  
  
• Tell the candidate, “Be yourself, and enjoy the day”.
  

Remember, your approach to telling candidates about the assessment process will largely determine their “comfort level”. The candidate’s attitude will almost certainly be affected adversely if you come across as:

• Skeptical (“This wasn’t my idea” or “It’s something that ___ insists on.”)
  
  
• Dismissive (“It’s not really that important” or “It’s only a formality”)
  
  
• Apologetic (“I hate to ask you to do this but …”).
  

Benefits to the organization

• The assessment process reflects well on the organization – it demonstrates a commitment to development because of the emphasis on candidate feedback and sharing of the assessment report; and leaves a positive impression with candidates regarding your organization, whether they are the successful candidate or not.
  
  
• It provides an in-depth, objective, third party picture of the capabilities of the individual.
  
  
• For pre-hire assessments, it provides important information that can be further explored in interviews or reference checks.
  
  
• The information is useful in supporting the “on-boarding” process.
  
  
• It provides information on which to base developmental moves or training opportunities.
  
  
• Research has shown that organizations seen by their employees to invest in the development of their workforce have a higher retention rate.
  

Benefits to the candidate

• It enhances self-awareness.
  
  
• It highlights the individual’s strengths and provides coaching on how to leverage them.
  
  
• It identifies development areas and provides strategies for how to address them.
  
  
• It identifies issues that may emerge in the course of transitioning into a new organization or a new job, providing strategies for making the transition more effectively and improving the probability of success.
  
  
• In the case of pre-hire assessments, it adds additional, objective information regarding “fit”.
  
  
• In the case of succession planning assessments, it provides additional, objective information to the succession management committee regarding potential, and does so from a professional, third party perspective and in an organized and accessible format. It balances the information provided through less formal or objective means (boss comments, performance reviews, reputation, hearsay, etc.).
  
  
• In the case of development assessments, it identifies strengths and areas for development, provides specific development suggestions and strategies, and provides a focal point for dialogue with the boss on career development.