Although it is said that "knowing the horsepower will make people see each other for a long time", in today's fierce competition for talents, it is impossible for any employer to identify urgently needed or important talents with a "time-consuming" method. With the development of society, the recruitment of employers has been greatly improved in terms of scientificity, accuracy and fairness, from making decisions only based on people's subjective judgment at the beginning to inviting a modern Bole as an assistant.
In fact, besides recruitment, psychological measurement is also widely used in five other modules of human resources: training, salary and benefits, employee performance and employee relations. In view of the actual situation, the author classifies the uses of psychological tests as follows:
(a) Testing tools for employee recruitment and selection
"It is better to find squirrels directly than to teach turkeys to climb trees", and enterprise management pays attention to "matching people with posts". In the initial recruitment and selection, an enterprise can make an accurate judgment only if it has an accurate grasp and understanding of the personality traits, ability tendency and job-seeking motivation of the applicant in a short time. In this process, you can choose to use the corresponding psychological measurement tools according to different career choice needs:
Using intelligence scale: the speech test in Wechsler adult intelligence scale test can measure the language understanding and communication ability of management and sales personnel;
Personality factor questionnaire: Cattell 16PF questionnaire, Minneapolis Multiple Personality Questionnaire (MMPI), Eysenck Personality Questionnaire (EPQ), Big Five Personality Test, etc. It can be used to test the personality traits of candidates and confirm their job type matching;
Using projection test: thematic apperception test, Booker's "house-tree-person technology" in 1948, etc. , you can examine the job motivation and work-related attitude towards life of candidates, which is convenient for employers to foster strengths and avoid weaknesses in future task allocation.
Evaluation center technology: It is a synthesis of various psychological testing technologies, which uses different types of work scenes to create a more realistic environment and examine candidates from multiple angles. This technology is not only used for recruitment interviews, but also for employee training in enterprises. The main skills include: file basket test: a paper-and-pencil test that simulates official document processing, which can examine candidates' information processing ability, overall planning ability and decision-making ability; Leaderless group discussion: mainly through team interaction, examine the interpersonal skills of candidates such as teamwork, interpersonal communication, organization and coordination, influence, language expression ability and so on. Management games, role-playing: mainly by playing a management role, simulating a work event, reflecting the performance of candidates in the real work environment, reflecting their psychological characteristics and personal qualities.
(B) Staff mental health assessment tools
Nowadays, employers pay more and more attention to employees' mental health, which has become an increasingly prominent development trend of human resource management. Regularly using various mental health questionnaires to carry out health self-examination activities, and then effectively intervening in mental disorders will indirectly help to greatly reduce the management cost of enterprises. At present, the commonly used questionnaires are:
Symptom Checklist -SCL-90, Anxiety Checklist, Depression Scale, California Psychological Test (CPI), Psychological Adaptation Scale, Life Events Scale, etc.
(3) Staff career development guidance
As we all know, one of the key conditions for career success is that a person's career suits his ability. Employers can understand the interests and specialties of core employees through the corresponding occupational interest questionnaire, and make reasonable post allocation and career development guidance, so as to make the best use of people and maximize the interests of enterprises. At present, the commonly used professional interest tests in enterprises are:
StrongCareer Interest Scale /Strong-Campbell Interest Questionnaire;
After World War I, American Hall and his colleagues began a real and systematic study of career interests. 19 19, they hosted a famous seminar on graduate students' career interests, and Strong was one of the participants. A few years later, 1927, Strong compiled the first formal vocational interest scale and became the founder of the survey. Later, Campbell revised this table, added the basic interest scale and general career topics, and formed the famous Strong-Campbell Interest Scale. Holland Career Orientation Test A 88612088.blog.com: In 1950s, Holland began to study the typology of career interest measurement. The core of Holland's theory is that the ideal career environment is the result of the choice that makes personality types and career types coordinate and match each other. So Holland uses a hexagonal model to express the relationship between six personality types and occupational types.
These two typical occupational test questionnaires are helpful for people to better understand their occupational advantages and develop more space for career promotion.
Second, the evaluation of the role of testing
In the actual work of enterprises, if we make a personal career type positioning in a hurry based on the test results, it will obviously go into the misunderstanding of evaluation. Psychological measurement itself has the following characteristics:
The first is sampling measurement, not specific measurement. As the object of measurement, the temperament type, ability tendency, behavior characteristics and values of each part of personality. It contains several forms of expression, which are hidden and unique to some extent. As a test, even if only one part is investigated, it cannot be completely measured. Therefore, only by sampling the evaluation elements according to the principle of "part reflects the whole" can we try to "see the leopard in the tube" and understand a thing or two; Followed by indirect measurement, not direct measurement. Although there are advanced electronic instruments used in the field of psychological investigation, such as eye movement instrument, nuclear magnetic vibration instrument, lie detector, etc., we still cannot deny that people's psychological activities are the most difficult to capture. Just as Su Dongpo, an ancient man, said, "People are hard to know, rivers are not enough to describe their depth, valleys are not enough to match their risks, and clouds are not enough to melt them." The measurement results need to be reflected in relatively easy-to-understand physical measurement units.
In addition to the limitations caused by the characteristics of psychological measurement mentioned above, the evaluation results tend to be biased for the following reasons: First, the subjects' physiological and psychological state was abnormal at that time: Imagine that a dizzy accountant may not have fast and accurate calculation ideas in the face of complicated data; Secondly, the tester and the environment are unprofessional: for example, the tester's design problems caused by the first-cause effect and recency effect are unprofessional, and the lighting in the environment is too strong and the environmental noise is too loud, which will affect the evaluation results; Finally, the evaluation tools are inaccurate: up to now, psychological evaluation originated from western countries, and many excellent evaluation tools with rich contents have strong western social and cultural characteristics. When we use them, if we don't modify them, the results will be lost. Based on this, the author believes that the following principles must be adhered to when psychological test is applied to human resource management practice: first, the purpose of the test is clear: who to test and what to test; Second, choose the appropriate assessment tools: first, choose the existing general psychological test that conforms to the actual situation; If not, organize or entrust professionals to develop a set of targeted evaluation tools according to the characteristics of the organization under the premise of conditions; Third, the evaluation results should be viewed from the perspective of development, not "measured for life"; Fourth, make comprehensive use of the evaluation results and revise the examination contents in time. Transfer from the network.