Do you worry that your job candidates are just too interview savvy? Do they all behave the same during the screening and interview process? Do you feel unsure about their ability to succeed once in the job? Wouldn't you like to see them demonstrate, not just talk about, critical jobs skills (e.g., influencing others) and tasks (e.g., allocating budget dollars) before you hire them? If you answered YES to any of these questions, read on.

What are they?

Performance demonstration work simulations are miniature examples of job situations which must be handled successfully by job candidates. Types of work simulations include helping a customer, coaching an employee, making a sales call, negotiating with a peer, solving a problem, or presenting information to management. During a typical assessment experience, candidates interact with role players/assessors in 2-3 different work-related situations. These situations are determined by the target job characteristics and resemble what employees are called upon to do in the real world organization. Trained assessors observe and take notes to evaluate performance in several job-related competency areas, e.g., leading, influencing, advocating, presenting, displaying sensitivity, solving problems, communicating, etc. The evaluation process is objective, standardized, and consistent from one assessor to another.

The resulting information identifies a successful candidate as one who has the knowledge AND the ability to apply that knowledge in more than one setting. Successful performers have the ability to perform the work, not just discuss it or write about it. Hiring managers have more confidence in their decisions because they have proof that candidates can perform.

When combined with technical knowledge and work history data, the performance demonstration process paints a more complete and accurate picture of the successful performer than do traditional hiring and evaluation practices. Performance demonstration simulations feature unique benefits including multiple trained assessors, multiple job-related situations, performance standards, evaluation and administration consistency, and proof of ability to perform. AIMM uses a multi-source evaluation method - a combination of assessment and development tools including simulations, 360º profiles, knowledge and skills tests, and focused interviews. Alone, each of these tools is measurably effective, but combined, they are unbeatable.

To gain an understanding of the simulation process, a sports analogy may be used—the selection of athletes for a professional soccer team. One of the tasks owners and managers face is the drafting of players from college or high school. There are various alternatives available to help ''select'' a player.

Ideal Situation - It would be desirable if the prospects competed against other professional soccer teams under regular game play conditions, where the games actually count. Goals scored, assists, etc. per game, the actual factors pertaining to the target job, could then be observed, measured, and evaluated. However, errors will be made by these novice professionals resulting in lost games and lost revenue. This method would provde an excellent view of the prospects, however, practical and financial constraints dictate another approach.

College and High School Performance - While the same performance factors are present in college statistics, e.g., points, assists, there is another variable to consider—the level of competition. The number of goals scored at this level does tell you something about the player. However, it is doubtful whether a player who scores 3 goals per game at this level will score 3 goals per game as a professional.

Physical Characteristics - While physical characteristics may relate to success as a pro soccer player, e.g., strong legs, the more direct measures of success are the factors or behaviors explicitly measured such as goals scored per game.

Interest/Personality Testing - A question often found on these tests asks a person whether he or she would rather be home reading a book or at a party mixing with people. The response to this question would indicate introversion vs. extroversion, or in this context, a "loner" or a "team player". Obviously, a professional soccer player must be a team player and interact cooperatively with the other players on the team. But that one aspect alone does not mean the person will be a strong soccer player. Goals scored and assists-per-game bear a more direct relationship to the target job.

Intelligence Testing - Obviously, a certain degree of intelligence is required to be successful as a professional soccer player. Team members must memorize plays, think through strategies, and analyze the status of the game. Therefore, an I.Q. test provides some indication of the prospect's success on the job. However, having the prospect answer questions mostly unrelated to sports does not provide as strong an indicator of success as observing the prospect in game-like conditions.

Try-Out Scrimmage - The best measure or predictor of future performance as a professional soccer player is that which most approximates the actual conditions on-the-job, without costing the team in terms of wins or lost revenue. The answer is a "try-out" or exhibition, or the simulation method.

CRITERIA FOR JOB SUCCESS

There are also various ways to predict success of a job candidate. As in the soccer example, people could be hired on a probationary period. Their performance could be observed in such relevant skills as planning, influencing, supporting teamwork, communicating, and solving problems. But like the soccer player example, errors made on the job can be very costly. So in terms of practical constraints, this option is not feasible.

Past Performance - Performance in previous jobs can be an indicator of future success. But there are several problems associated with this method. Performance appraisal information is only as good as the appraisal process itself. Most appraisals are notoriously subjective. The data cannot easily be tied to observable behaviors and associated ratings tend to be skewed toward the high end of rating scales. The previous job may also be unrelated to the demands of the target job. This is illustrated best by the use of appraisal data to predict, on the basis of performance in a line position, how well one will perform as a supervisor.

Other Methods - As in the sports analogy, interests and personality tests would show some indication of performance or possibility of performance in a entry-level or supervisory job. However, to get a better picture of a person's abilities to perform in the workplace, it would be best to observe the person perform in situations similar to what an employee would face on-the-job.

Exhibition - The most effective selection method is an "exhibition" season or assessment center where individuals are asked to participate in a number of real-world situational tasks which simulate the demands of a given job. For example, if a supervisor's responsibility is to coach employees on work related areas then use a test which simulates this type of situation, requiring them to demonstrate their coaching skills.

In summary, performance demonstration work simulations are the most powerful diagnostic and predictive hiring tool available today. They can be used by organizations to screen, hire, promote, and develop future leaders. And because they are rooted so deeply in the skills and demands of the job, they meet strict legal guidelines concerning job content validity and test reliability. In the last few years, new work simulation products and applications have become available, including online administration and automated scoring.

New methods, processes, and tools are required to promote the development of leadership competencies in today's changing, diverse, and competitive work environment. Although simulations are effective employee selection tools, they are also powerful experiential tools that can be used to develop leadership competencies within an organization. No other learning experience is as effective in promoting and sustaining self-discovery, competency development, and organizational change.

Please contact us by email, boba@aimmconsult.com or by phone, 1-800-965-AIMM (2466) to learn more about how work simulations can enhance your organization.