Assessing Candidate Potential – Part 4: Assessment Reports to Support Selection & Development

Continuing our series on modern assessment tools, we now look at the reports that our sample test will produce.

Reports for Selection

For selection, to use Harrison as an example, there are three complementary reports –

  • A Job Suitability Analysis (that can be shown with a percentage job-fit score),
  • An Interview Guide produced from the results of the suitability test, so unique to each candidate,
  • A report called ‘How to Attract This Candidate” which guides the recruiter to include the interests, needs and values of the candidate in interview or job offer discussions.

Reports for Employee Development

In addition, from the single suitability assessment (which profiles the person’s traits, values, preferences, and needs), there are reports that help the self-awareness, and self-understanding of managers and professionals.

The reports empower the employee to feel far more ‘in charge’ of changing himself or herself. They support real change to more effective work behaviours and management habits.

Then there has to be an effective process to take your measurements, and lastly there has to be someone whose job it is to describe to you the outcome of the assessments. The ‘outcomes’ these days are usually reports that compare you to the target job. Whatever the context – promotion transfer, new job or a career change – the reports can provide insights that can help steer your focus, and open new doors.

Who uses the assessment reports?

HRD and OD professional can guide and if necessary train. But the reports can be read by candidates and by line managers. There is nothing mysterious about the process nor about the results – it does take some understanding and acceptance by all parties involved in the process.

The result will save your company the high costs and negative productivity arising from poor selection.

The reports give managers a really useful tool for coaching and leading the development of their people. There are many options for reports from a single test, focusing on ‘fit for a specific job’, best job types for the personality, and in-depth individual profiles describing traits or behavioral tendencies.

In addition, for those responding to an Employee engagement Survey, the Engagement and Retention Report guides the HRD and OD practitioner in implementing changes to increase engagement.

Finally – we need to bear in mind that before we conduct any assessment, we should decide the purpose, the target, and select the right tests or exercises that really test what we want to test. If you are undertaking an assessment, be open to the feedback you get and use it for your benefit. If you are managing an assessment, get it prepared properly, communicate it positively to the candidate, and make sensible use of the results to help your decision making! Good luck with your assessments!


By Kemala Hayati & David Knowles