Assessment Offerings

 

Psychometric assessments are conducted through the use of a combination of instruments, generally referred to as an assessment battery. The most important factors that need to be considered for recruitment and development purposes include:

Personality provides information regarding a person’s way of dealing with the environment and includes preferences, opinions and coping. It is an indication of how the person relates to others, what styles of interaction and inclinations the person will use when interacting with others or with their environment in general. The personality profile may also be indicative of preferences and behaviour that could be considered as counter-productive depending on the particular role the individual finds him / herself in

Cognitive ability provides an indication of the person’s intellectual and problem solving abilities. Independent of personality, the cognitive ability gives an indication of how well a person can solve problems and deal with external influences, in order to achieve certain goals. Cognitive ability is an integral part of job functioning, providing the foundation on which the person’s job skills will be built

Assessment Centres provide valuable information for management development andgive candidates opportunities to demonstrate behaviours and skills that are manifestly job related. The results of these evaluations are more readily accepted by candidates and by the individuals. Hence, the aim of assessment centre is to define critical success factors for specific positions and their systematic evaluation.           The assessment centre approach involves the utilisation and combination of a variety of assessment tools to predict job success and developmental areas of candidates.  Included are the following exercises: In-basket, Case Studies, Role play, Team briefing and counselling session.  We offer the assessment centre as a more holistic approach in which it will provide an accurate predictor of behaviour knowledge and potential that is related to a variety of competencies. For example the behaviours related to task structuring, leadership, communications and interpersonal style can be observed in a team based simulation. Trained assessors observe behaviours and conduct assessments in this live setting and generate ratings based on standardised scoring templates

Technical Ability tests were developed specifically for the selection and allocation of Apprentice and Learnership candidates.  They are suitable for educational levels below and above Matriculation.  All evaluations include a practice phase, which ensures that the candidate understood the instructions and knows what to expect in the actual tests.  The value addition is to predict future successful performance of a candidate in a technical work environment

Psychomotor performance refers to a person’s ability to perceive information from the environment, to process the information (mentally or cognitively) and to act correctly after processing the information by using one’s limbs. These skills are required for all tasks where a person’s limbs are used, e.g. operating equipment, driving a vehicle or working on a continuous production line.  The Vienna/ Dover Test System originated in Austria in 1978 and have been used in South-Africa since the early 1980s. Research done indicates that drivers and operators world-wide use the same basic universal skills to operate vehicles and equipment.  It has proven a valuable tool for identifying ability to perform driving/equipment operating jobs as well as profiling specific weaknesses and trainability.

A range of our instruments is displayed below:

The results of psychometric assessments are provided by means of an integrated report that addresses the specific purpose of the assessment and includes specific recommendations to aid decisions.  Candidate data and integrated reports are managed in accordance with client specifications as well as guidelines set by the Health Professions Act and Health Professions Council of South Africa.

 

Job Competence Profiling

 

The determinant for assessment is often the establishment of a competency profile for the position(s) being considered. This is done through a consultative process and the application of a questionnaire regarding the requirements of the environment and position. Human Capital Management has therefore developed the ability to conduct job competency profiling within the client environment based on specific job families and related categories, depending on the client organisation complexity and industry, for instance:

Technical – Those job families that have Technical/Engineering-specific qualification and experience at their core, whether that is development, management or maintenance. Technical tasks can be performed as an internal or external service and can be related to product development or service delivery

Service Delivery – Those job families where direct contact and service to the client forms the core. The majority of tasks could be provided on the client site and individuals may not be bound to the client offices

Management – Individuals functioning in the middle to senior level of the organisation where longer term decisions are made and where clear guidelines may be vague. Managers are required to establish or improve organisational processes and performance

Support – Those positions that relate to the crucial processes that need to be implemented in order to ultimately provide a service to clients.

HCM understands that clients may already have or could be assisted to develop:

 

  • Job Description (what must be done in this function/role/task/job?)
  • Competency profile (what does the environment or position require the incumbent to be/know/do to perform well in this position)
  • Performance Contracts (What would the position require the incumbent to agree to do?)
  • Measurement criteria (How to measure whether the incumbent performed well in this position)

 

We believe that an individual can only perform optimally if the competency profile reflects the complete functioning within the requirements of the position.

 

The figure below provides a schematic description of the process followed to design a competency profile. This interactive process requires the input from our specialists along with management participation. We follow a consultative process with subject matter experts and individuals to whom the profile applies.