Best Practices in Assessment: Public Safety Hiring
When hiring for public safety positions, such as Police Officers and Firefighters, there are two common models. The two models are the bifurcated model and the post-conditional offer only model. The difference bweteen the two models is when and what typ eof testing is conducted, based upon whena conditional job offer is extended to candidates.
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Minimizing Response Bias, Enhancing Veracity, and Improving Accuracy of Predictions based on Biodata
Biodata are specific life events which are then assigned numerical values. Scientific research has demonstrated that these values are predictive of specific job dysfunctions in law enforcement officers. However, derivation of this information in an accurate and efficient manner can be problematic. We show how to overcome this limitation by requiring applicants to respond to questions in both objective and subjective formats.
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Using Broad vs. Narrow Personality Measures to Predict Leadership Success
Does keeping it simple have an impact on predictive power and utility? This white paper sets out the arguments for using broad versus narrow personality traits to predict leadership success.
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Screening for PTSD and Other Psychological Problems Using the PsychEval Personality Questionnaire (PEPQ)
The PsychEval Personality Questionnaire (PEPQ) is a scientifically developed instrument that measures the full range of both normal and abnormal personality. Because the it measures both normal and abnormal aspects of personality functioning, it is a powerful tool for evaluating the individual's overall functioning in a relatively brief timeframe.
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Practical Considerations for Using the 16PF® Protective Services Report
For a comprehensive assessment strategy, psychologists need a tool that will help them understand how an applicant will typically behave, given the job requirements of law enforcement. Generated from the 16PF® Fifth Edition Questionnaire, the 16PF Protective Services Report (16PF PSR) provides insight into the normal aspects of an applicant’s personality, with a focus on the qualities that lead to good performance in positions of public safety.
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Identifying Unusual Responses to the 16PF® Questionnaire
A Quick Reference Guide to the 16PF Response Style Indices
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Leveraging Leadership DNA: Assessment-based Coaching Techniques to Maximize Organizational Effectiveness (Allen)
These slides accompanied the keynote presentation by Don Allen, Ph.D. at IPAT's second annual Strategic Talent Management Briefing in Atlanta on September 28, 2006.
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Augmenting the Military's Recruitment Strategies: An Assessment-based System that Addresses Psychographic Marketing and Placement Challenges (Jones, Newhouse, Stowers)
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Assessing Leaders to Head Off Executive Derailment (Jones, Lewis)
This presentation was given by John W. Jones, Ph.D. at IPAT's premier Strategic Talent Management Briefing on November 17, 2005 at the InterContinental Hotel in Chicago.
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Emerging Workforce Megatrends: Harness the Power (Frost)
A presentation by Alan G. Frost, Ph.D., Vice President of Organizational Effectiveness and Staffing, Hughes Supply, Inc. This presentation was given at IPAT's Strategic Talent Management Briefing on November 17, 2005 at the InterContinental Hotel in Chicago.
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Strategic Talent Management: Assessment as a Foundation - Next Generation Strategies in the Ongoing Talent War (Newhouse, Jones, & Lewis)
Only 17% of all jobs in 1900 required knowledge workers. In today's knowledge economy that figure is well over 60% meaning the "bottom line" has expanded from financial indicators to include intangibles, such as corporate culture, leadership talent, and an organization's talent processes. This paper discusses why strategic talent management is critical to success in the new talent economy, reviews several process-oriented approaches to strategic talent management, and provides a new model illustrating how to enhance a strategic talent management program with assessment methodology.
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Neglected Assets: Your Current Employees - 8 Steps to Successful Talent Management (Pigott & Jones)
In the knowledge economy, organizational strategists and corporate officers are culpable if they do not adjust the role of HR to regularly assess their talent to identify development needs and placement opportunities for great current employees. This paper provides information on talent management data, a review of major issues, and concludes with 8 basic steps for implementing an assessment-based talent management system with current employees.
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Overcoming Barriers to Development: Talent Discovery and Inspiration, A New Model for Career and Life Planning using the PCDP (Walter)
Employee turnover, increased operating costs, and reduced productivity can all be attributed to a lack of employee-focused assessment and talent development programs. Often this is due to a common set of barriers to personal career development and performance achievement. In this paper, the author examines these barriers and presents a new model of assessment-based reporting as a foundation for the discovery of employee talent and career hopes which leads to both personal and organizational achievement.
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Selecting Successful Salespersons with the 16PF® - Form A Validity Studies, January, 1993 (Guastello & Rieke)
Because talent for sales involves a certain quality of social interaction, it would follow that normal range personality traits would go a great distance toward explaining success in sales. The goal of this report is to summarize the findings of studies undertaken to identify the most pervasive traits of salespeople as such information is vital for selection, training, and career guidance.
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The 16PF® and Leadership: Summary of Research Findings 1954-1992 (Guastello & Rieke)
This report examines the characteristics of successful leaders and managers and integrates those findings into contemporary leadership theory. The report describes the development and validation of the 16PF Leadership Potential Index. First developed in 1954 with military leaders, the index is a weighted combination of the 16PF traits. It has since been applied to managers and executives in the private sector.
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Predicting Talent Management Indices Using the 16PF® Primary Personality Factors (Jones, Maraist, Newhouse)
With the competition for key talent at an all-time high, HR professionals recognize the need for selection and development strategies that will result in finding and keeping superior employees. No longer is it sufficient to hire or develop the person(s) who can perform the work as evidenced by specific skills and experiences. Personality assessment is quickly becoming the preferred method to assess key talent factors such as attitudes, organization fit, and value fit.
This study investigates whether talent management indices (such as leadership potential, leadership style, and sales potential) can be predicted from narrow and broad personality traits as measured by the 16PF Select Questionnaire. The practical implications are that the 16PF Select Questionnaire can be used with broader talent management issues such as employee development and retention, and not just selection.
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Civilian Police Officer Profiles
An IPAT technical report
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The Hilson Inventories
Development and rationale
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Use of a Hilson Test Battery to Predict Police and Retail Employee Performance
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