Hiring Project Managers from Outside the Industry: A Skills-First Approach

The construction industry is facing a talent shortage that has only intensified in recent years. As projects grow in complexity and timelines tighten, the demand for capable project managers is outstripping supply. Many companies limit their search to candidates with direct construction experience, believing this guarantees they’ll hit the ground running. But this approach can create blind spots in the hiring process, leading to missed opportunities for talented project managers from other industries who possess the core skills that drive success.

Given this context, staying competitive requires thinking beyond the conventional. What if, instead of focusing on industry experience, you prioritized the skills that truly matter—leadership, problem-solving, and adaptability? By using a skills-first approach, you can tap into a broader talent pool, finding project managers who excel in navigating challenges, even if their background isn’t in construction.

The Limits of Traditional Interviews

Traditional interviews tend to focus on candidates who have direct experience managing construction projects. Interviewers might ask specific questions, such as how a candidate handled a project delay due to weather or negotiated change orders with a subcontractor. These are important questions when the candidate has faced those exact challenges before, but this process often breaks down when hiring project managers from other industries.

When interviewing someone who has never worked in construction, their experience won’t always match those scenarios exactly. For example, a candidate from the tech sector may not have managed a construction site, but they may have led teams in fast-paced, high-stakes environments where rapid problem-solving and clear communication were critical. They might not have dealt with a subcontractor, but they’ve resolved conflicts with third-party vendors in similarly complex settings. By only focusing on direct construction experience, companies could be missing out on candidates with the skills needed to lead, adapt, and deliver results under pressure.

How Psychometric and Role-Play Assessments Help

To truly assess whether a candidate has the necessary skills to succeed as a project manager in construction, companies need to look beyond traditional interviews. Psychometric assessments and role-play exercises help measure a candidate’s competencies—particularly those that apply across industries, like leadership, communication, and problem-solving.

Psychometric assessments are valuable for gauging traits like decision-making, time management, and adaptability—skills critical for managing construction projects where conditions often change unexpectedly. Take, for example, the need to reroute utilities on short notice or manage a permit delay. A candidate from outside the construction industry may not have done this exact task before, but they could have managed similar disruptions in other fields, like overseeing large-scale events or coordinating logistics in a warehouse. These traits are transferable and can be measured effectively through psychometric tests.

Role-play assessments bring this a step further by placing candidates in realistic, job-related scenarios to see how they perform in real time. For instance, a role-play exercise might simulate managing a delayed shipment of critical materials, asking the candidate to communicate with a frustrated client while also coordinating with subcontractors to adjust timelines. The goal here is not to see if the candidate has handled this exact situation before, but to assess how they apply their skills—whether from construction or other industries—to resolve the issue.

In one role-play I conducted, a candidate from the military, who had no prior construction experience, was given a scenario in which a subcontractor walked off the job, delaying a project by several weeks. Drawing on their leadership and decision-making experience in high-pressure situations, they quickly put together an action plan, communicated clearly with stakeholders, and negotiated new terms with another contractor. The company saw firsthand how their problem-solving and leadership skills would translate into managing complex construction projects.

Looking Beyond Experience to Find the Best Candidates

Hiring only those with direct industry experience often drives salaries up, as candidates expect a premium for their relevant background. By opening up the talent pool and considering candidates from outside industries, companies can alleviate pressure on salary demands while still bringing in highly capable project managers.

For example, a company recently hired a project manager from the manufacturing sector. While they had never worked in construction, their experience overseeing complex supply chains, managing teams under tight deadlines, and solving logistical issues made them a great fit for the role. They quickly adapted to construction’s nuances—working with site crews, coordinating subcontractors, and navigating permitting challenges—and proved to be a valuable asset to the company.

This approach can also help build a more diverse team, as candidates from different industries bring fresh perspectives. A project manager from outside construction might approach a scheduling problem or budget challenge differently, offering creative solutions that those steeped in the industry may not have considered. These diverse viewpoints can lead to more innovative problem-solving, helping construction firms stay competitive.

Conclusion: Focusing on Skills, Not Experience, Drives Success

Ultimately, specific job experience is valuable to the extent that it helps individuals develop relevant knowledge and skills. However, what truly matters is a project manager’s ability to lead, solve problems, communicate, and adapt—all of which can be developed in different contexts. By using psychometric assessments and role-play exercises, companies can find the best candidates based on their skills, not just their resumes. This skills-first approach opens the door to top talent from diverse industries, allowing construction companies to find the right people to drive their success in a competitive market.

The Hidden Power of Role-Play Assessments in Leadership Hiring and Development

Hiring or promoting the right leaders is crucial for any organization. Traditional interviews, while valuable, often focus on past achievements or well-rehearsed responses. And psychometric assessments allow for standardized measurement of important factors, but they can be faked or gamed pretty easily by savvy candidates. But how do candidates perform when faced with real-time challenges? This is where role-play assessments stand out. By simulating real-world leadership scenarios, role-play exercises reveal a leader’s true potential beyond the resume and interviews.

Why Traditional Leadership Interviews Fall Short

Most interviews are designed to assess past behaviors or theoretical responses. Candidates can often predict questions and prepare answers that don’t always reflect their real abilities. This process may miss important leadership traits, like adaptability, decision-making, and conflict resolution skills, which are crucial for leaders in dynamic environments.

Role-play assessments, however, are designed to test these exact skills in action. As discussed in my recent podcast with Chris McNeil, they offer an opportunity to observe candidates in a realistic context, providing deeper insights than a conventional interview.

What Role-Play Exercises Reveal

In a role-play, candidates face scenarios they might encounter in the job—whether it’s handling a difficult team member, making a strategic decision, or navigating a crisis. This setup allows you to see how they:

• Think under pressure: How do they process information and make quick decisions?

• Communicate and lead: Are they clear, confident, and collaborative in their interactions?

• Resolve conflict: Do they remain calm and composed when faced with challenges?

These insights are hard to glean from traditional interviews or resume reviews but can be crucial to understanding a candidate’s true leadership potential.

Use Cases for Leadership Selection

Role-play assessments can be highly effective when selecting leaders for various levels—especially mid- and senior-level positions. They can be used to:

• Evaluate final candidates for manager, director or executive roles by using realistic scenarios tailored to your organizational needs.

• Compare leadership styles and decision-making capabilities across candidates, offering a side-by-side look at how they perform in identical situations. This becomes particularly relevant as individual leadership styles are revealed in more subtle ways than simply whether or not they performed well in the evaluation process.

• Reduce bias by focusing on how candidates react to specific job-related challenges, not just their background or interview presence. We can help to ensure minimal bias by using expert assessors in the process or by training your internal assessors.

Role-Play for Leadership Development

The power of role-plays doesn’t stop at the hiring process. They are equally valuable for developing current leaders. Post-hire, role-play exercises can be used to:

• Identify areas for improvement: Leaders can receive feedback on their decision-making and communication style.

• Enhance leadership skills: By regularly engaging in simulated scenarios, leaders can practice and refine their abilities in a safe environment. Creating “safe places to fail” is an important way that companies can push their leaders toward a growth mindset regarding leadership skills development.

• Monitor progress: Role-plays can be revisited periodically to measure a leader’s growth and ability to apply feedback. Note that different exercise situations should be used each time a person goes through the role-play exercises.

Key Takeaways for HR Professionals

• Use meaningful scenarios: Make sure the role-play exercises align with the leadership qualities and challenges relevant to your organization.

• Involve trained assessors: To reduce bias, have a diverse set of assessors observing the candidates’ performance who have been trained to focus on the relevant behaviors during the exercise.

• Integrate role-plays into both selection and development: This approach ensures that you’re not just hiring leaders but also investing in their long-term success.

• Consider role-play exercises with psychometric assessments: Traditional assessment centers involve a combination of assessment methods, and this is still a good idea. Psychometric assessments provide good information that can be used in concert with role-play assessments.

Conclusion

Role-play assessments are more than just a hiring tool—they are a window into a candidate’s leadership potential. By integrating role-plays into your leadership selection and development processes, you can make more informed decisions and nurture stronger leaders for the future.

Ready to uncover true leadership potential? Reach out to learn more about how we can help you implement role-play assessments in your organization.

To listen to the podcast referenced in this article, search Thought Leadership Studio on your favorite podcast platform. Or click here to listen or read a curated transcript: https://thoughtleadershipstudio.com/b/podcast/Thought-Leadership-in-Skills-First-Hiring-with-Dr-Mark-Smith…

Skills-First Hiring: The Best Approach for Modern Organizations

The traditional hiring process often prioritizes credentials, such as years of experience or academic degrees. But in today’s dynamic and fast-paced world, the most successful organizations are shifting to a skills-first hiring approach. This method emphasizes what candidates can actually do, not just what’s written on paper, and opens the door to a more diverse and capable workforce. This was the topic of my recent book, “A Better Choice: The Manager’s Guide to Skills-First Hiring”.

What is Skills-First Hiring?

Skills-first hiring focuses on assessing the skills and competencies that directly impact job performance, such as communication, problem-solving, and technical skills. Rather than relying on rigid screening criteria like formal education or years of experience, this approach values practical, job-relevant abilities.

In my recent podcast on Thought Leadership Studio with Chris McNeil, I discussed how role-play assessments can be integral parts of this approach. They allow organizations to see candidates demonstrate skills in action, rather than relying solely on self-reported past experiences.

 Skills-First Hiring: Benefits for Organizations

1. Better Hires: A skills-first approach ensures that you’re hiring based on the actual competencies needed for the role. This leads to better alignment between job requirements and candidate abilities.

2. More Potential Candidates: By moving away from traditional credentials, you can tap into a broader talent pool, including non-traditional candidates who may not have traditional qualifications but possess the necessary skills.

3. Reduced Bias: Focusing on measurable skills reduces reliance on subjective factors, helping to eliminate bias from the hiring process and ensuring that decisions are based on objective data.

4. Improved Retention: Candidates selected for their skills are often better equipped to succeed in their roles, leading to higher job satisfaction and lower turnover rates.

How to Implement Skills-First Hiring

• Define Core Competencies: Start by identifying the critical skills for each role. What abilities are truly necessary for success in the job? These should form the foundation of your selection criteria.

• Use Skills-Based Assessments: Implement tools that measure these competencies, such as technical assessments or situational judgment tests. These are typically computer-based assessments that can be used to screen a fairly high volume of candidates. Role-play exercises are particularly effective for evaluating soft skills, like leadership, communication, and problem-solving; these exercises are best used near the end of the hiring process.

• Evaluate Candidates Holistically: Skills-first hiring doesn’t mean ignoring experience or education, but it shifts the focus. Consider each candidate’s overall profile, with an emphasis on their ability to perform the job’s core tasks.

Real-World Examples of Skills-First Success

Organizations that have adopted a skills-first approach are seeing significant benefits. Take the example of companies like Google and IBM, which have moved away from strict degree requirements for many roles in favor of assessing skills through hands-on tests and interviews. By doing so, they’ve been able to attract a wider range of talented individuals, from career changers to those with non-traditional backgrounds.

Similarly, many smaller companies are finding that skills-first hiring helps them remain competitive by focusing on talent and potential rather than just credentials. These companies are able to identify hidden gems—candidates who may not have a traditional resume but excel in their ability to get the job done.

The Future of Hiring

As automation and AI continue to reshape the workforce, the skills-first approach will only grow in importance. Machines may handle repetitive tasks, but human skills—like creativity, collaboration, and critical thinking—will become even more valuable. Organizations that adapt to this shift will be better positioned for long-term success.

Conclusion

Skills-first hiring isn’t just a trend; it’s a smarter way to build a workforce that is agile, diverse, and capable of meeting future challenges. By adopting this approach, your organization can find and retain top talent, even in a competitive market.

Interested in transitioning to a skills-first hiring model? Contact us to learn how we can help you implement skills-based assessments and improve your talent acquisition process.

To listen to the podcast referenced in this article, search Thought Leadership Studio on your favorite podcast platform. Or click here to listen or read a curated transcript: https://thoughtleadershipstudio.com/b/podcast/Thought-Leadership-in-Skills-First-Hiring-with-Dr-Mark-Smith…

A Leader Needs to Be Flexible: An Enduring Model of Leadership

Understanding Situational Leadership: Adapting Management Styles to Meet Employee Needs

In the constantly evolving world of business, one thing remains clear: leadership is not a one-size-fits-all endeavor. This understanding is at the heart of the Situational Leadership Model, developed by Paul Hersey and Ken Blanchard in the late 1960s. Introduced as a practical framework for managers, the Situational Leadership Model challenges the notion of a single “best” leadership style. Instead, it emphasizes the importance of adapting leadership behaviors to meet the specific needs of individual employees and the demands of different situations.

The Core Concept: Flexibility in Leadership

At the core of the Situational Leadership Model is the idea that effective leadership is contingent on the maturity level or development stage of the employee being managed. Hersey and Blanchard defined maturity not by age, but by the employee’s competence (ability to perform a task) and commitment (willingness to take on responsibility). The model outlines four distinct leadership styles that a manager can employ, depending on where their employees fall within these two dimensions:

1. Telling (S1): For employees with low competence and high commitment (new or inexperienced workers), a directive approach is often necessary. The leader focuses on providing clear instructions and closely supervising the work to ensure tasks are completed correctly.

2. Selling (S2): As employees gain some competence but still lack the full confidence or motivation to take on tasks independently, leaders should adopt a more persuasive approach. This involves explaining decisions, encouraging feedback, and building buy-in while still providing direction.

3. Participating (S3): When employees reach a level of moderate to high competence but may have varying levels of commitment, leaders should shift to a more collaborative style. This involves sharing decision-making responsibilities, providing support, and encouraging greater participation from the employee.

4. Delegating (S4): For highly competent and committed employees, the leader’s role is primarily to delegate tasks and allow the employee to take ownership. Here, the leader provides minimal guidance, trusting the employee to manage their responsibilities effectively.

Application in the Workplace

The Situational Leadership Model offers a flexible approach that allows managers to tailor their leadership style to the specific needs of their team members. For example, a new employee might require a Telling approach when first learning the ropes, but as they gain experience, the manager might transition to a Selling or Participating style to foster independence and engagement.

This adaptability is particularly valuable in today’s dynamic work environments, where teams are often diverse in terms of experience, skills, and motivations. By recognizing that different employees require different types of leadership, managers can better support their team’s development and enhance overall performance.

Practical Examples of Situational Leadership

As an example, let’s consider a regional sales team with varying levels of experience among its members. A new hire, fresh out of college, might initially benefit from a Telling style of leadership. The sales manager would provide detailed instructions on how to approach clients, structure sales pitches, and use the company’s CRM system. As the new hire becomes more comfortable with these tasks, the manager might shift to a Selling style, where they explain the reasoning behind sales strategies and encourage the new hire to start making independent decisions.

On the other hand, a seasoned sales associate who has been with the company for years and consistently meets or exceeds their targets would likely require a Delegating approach. The manager would trust this employee to manage their own client interactions and sales strategies, stepping in only to provide support or address specific challenges.

In this way, Situational Leadership allows managers to be both effective and responsive, ensuring that each team member receives the level of guidance and support that matches their current needs.

The Lasting Legacy of Situational Leadership Theory

Since its introduction in the 1960s, the Situational Leadership Model has become one of the most widely used frameworks in leadership training and development. I even taught a course on this a few years ago. Its enduring appeal lies in its simplicity and flexibility, offering a practical tool that can be applied across industries and organizational levels.

The legacy of Situational Leadership is evident in its continued relevance in today’s complex business environment even though its specific recommendations have not been fully supported by research. As organizations become more agile and employee expectations evolve, the general need for adaptable leadership is more important than ever. Leaders who can assess the readiness and needs of their team members—and adjust their approach accordingly—are better equipped to drive performance, foster growth, and build strong, resilient teams.

In an era where leadership demands are constantly shifting, the Situational Leadership Model provides a timeless guide for managers seeking to navigate the diverse challenges of leading people. By embracing the principles of this model, today’s leaders can continue to meet the needs of their teams and organizations, just as effectively as they did when the theory was first introduced.

You Can’t Effectively Coach and Evaluate Simultaneously

The Benefits of Splitting Roles in Performance Appraisal: Insights from Herb Meyer's Landmark Research

In the world of performance management, few concepts have been as influential and enduring as the idea of "split roles" in performance appraisal, introduced by Herb Meyer in the Harvard Business Review. Meyer's research, published in the July-August issue of 1970, challenged the traditional approach to performance appraisals, which often combined the dual responsibilities of evaluation and development in a single, often contentious, meeting. By proposing a separation of these roles, Meyer provided a pathway for organizations to create more effective and less adversarial appraisal processes—ideas that remain highly relevant in today's workplace.

The Problem: Conflicting Roles in Performance Appraisal

At the heart of Meyer's research was the observation that managers, when conducting performance appraisals, are often asked to wear two conflicting hats: that of a judge and that of a coach. As a judge, the manager is expected to objectively assess an employee's past performance against established benchmarks, often determining whether the employee receives a raise, a promotion, or other rewards—or conversely, whether they face negative consequences. On the other hand, as a coach, the manager is tasked with guiding the employee’s future development, providing constructive feedback, and helping them improve their skills and performance.

Meyer argued that these two roles are inherently contradictory. The evaluative role requires a degree of critical judgment that can strain the relationship between manager and employee, especially if the appraisal is negative. This can create an environment where employees become defensive, focusing more on justifying past actions rather than openly discussing areas for improvement. The result is often a stilted, ineffective conversation where genuine development takes a backseat to the more immediate concerns of judgment and potential consequences.

The Solution: Splitting the Roles

To resolve this conflict, Meyer proposed a radical but straightforward solution: split the roles of judge and coach into two distinct processes. By separating the evaluative aspects of the appraisal from the developmental ones, Meyer suggested that organizations could achieve better outcomes in both areas.

The Evaluative Role

In the first of these split roles, the manager acts as a judge, focusing solely on assessing the employee’s performance against predefined standards. This process is formal and objective, designed to measure how well the employee has met their goals, adhered to company policies, and contributed to the organization's success. The outcome of this evaluation typically influences decisions about compensation, promotions, and other rewards or sanctions.

Meyer recommended that this evaluative meeting be treated as a stand-alone event, where the discussion is centered purely on past performance. By doing so, both the manager and the employee can approach this meeting with a clear understanding that the focus is on factual, performance-related outcomes rather than personal development.

The Developmental Role

The second role is that of a coach, which Meyer argued should be addressed in a separate meeting. Here, the focus is entirely on the employee’s future development. The manager provides guidance on how the employee can improve, offering constructive feedback, identifying areas for growth, and setting development goals. Because this conversation is decoupled from the formal evaluation, employees are more likely to be open to feedback, seeing it as an opportunity for growth rather than a critique tied to potential rewards or penalties.

Meyer believed that separating these discussions would foster a more honest and productive dialogue between managers and employees. Employees would be less defensive and more receptive to feedback, and managers could focus on genuinely helping their team members develop, rather than being distracted by the need to also judge them.

The Benefits of Role Separation

By advocating for the separation of evaluative and developmental roles, Meyer highlighted several key benefits:

1. Reduced Defensiveness: Employees are less likely to feel attacked or judged when developmental feedback is given in a context separate from their performance evaluation. This can lead to more open and honest discussions about areas for improvement.

2. Clearer Focus: Each meeting has a distinct purpose, allowing both the manager and the employee to concentrate fully on the task at hand. The evaluation meeting is about assessing past performance, while the development meeting is about planning for the future.

3. Improved Relationships: Splitting these roles can help preserve and even enhance the relationship between managers and employees. When employees know that their development is a separate, ongoing process, they may feel more supported and valued.

4. Better Outcomes: Ultimately, this approach can lead to more accurate evaluations and more effective development plans, benefiting both the individual and the organization.

The Lasting Impact of Meyer's Concept

While most organizations have not adopted Meyer's split roles approach, his research has had a lasting impact on performance management practices. Over the decades, many smart companies have recognized the value of separating evaluation from development. This has led to innovations such as continuous feedback systems, where regular coaching conversations are held separately from annual performance reviews. Additionally, some organizations have moved away from linking appraisals directly to compensation decisions, further reducing the potential for conflict and enhancing the focus on development. Similarly, external coaches or assessors are often used in the talent development process so that these processes can be separate and effective.

Today, as organizations strive to create more dynamic and supportive environments, Meyer's insights remain a valuable guide. By understanding and applying the principle of split roles, companies can foster more productive, positive interactions between managers and employees, leading to better performance, stronger relationships, and greater overall success.

Dancing with Leadership: How Partner Dancing Mirrors Workplace Success

As many of you know, I have been ballroom dancing with Arthur Murray Dance for the past 20 years with my wife, Kira. These types of partner dances, whether it’s the elegant waltz, the intense tango or the passionate rumba, is more than just an art form. It also can be a metaphor for many aspects of work, particularly in leadership and team dynamics.

Here is how the principles of partner dancing can translate into effective leadership and a harmonious workplace.

1. Trust and Communication

On the Dance Floor:

In partner dancing, trust and communication between partners are paramount. Dancers must be attuned to each other’s movements and intentions, often communicated through subtle gestures and non-verbal cues.

At Work:

Similarly, trust and communication are the bedrock of any successful work team. Leaders must build trust with their team members and maintain open lines of communication. Just as dancers rely on each other to perform seamlessly, employees need to trust their leaders and peers to achieve common goals.

2. Lead and Follow Dynamics

On the Dance Floor:

In dances like the waltz and rumba, one partner typically takes the lead while the other follows. This dynamic requires willingness from both partners, as well as a balance of assertiveness and responsiveness, ensuring the dance flows smoothly.

At Work:

Leadership in the workplace often mirrors this dynamic. Effective leaders know when to take charge and guide their team and when to step back and let others take the lead. This balance fosters an environment where everyone feels empowered to contribute.

3. Adaptability

On the Dance Floor:

Dancers must be adaptable, ready to adjust their steps to the rhythm of the music, the movements of their partner, or others on the dance floor. This flexibility is crucial for maintaining harmony and grace.

At Work:

In the workplace, adaptability is equally important. Leaders and team members must be able to pivot and adjust their strategies in response to changing circumstances. This ability to adapt ensures that the team remains resilient and can handle unexpected challenges effectively.

4. Practice and Precision

On the Dance Floor:

Mastery in partner dancing comes from hours of practice and attention to detail. Precision in steps, timing, and technique are essential for a flawless performance.

At Work:

The same principle applies in the professional world. Achieving excellence requires dedication, practice, and a commitment to precision. Whether it’s refining a project or developing a new skill, consistent effort and attention to detail are crucial.

5. Mutual Respect and Appreciation

On the Dance Floor:

Successful dance partnerships are built on mutual respect and appreciation. Recognizing and valuing each other’s strengths and contributions enhance the overall performance.

At Work:

In a workplace setting, mutual respect and appreciation among team members and between leaders and their teams foster a positive and productive environment. Acknowledging and valuing diverse skills and perspectives can lead to more innovative solutions and a stronger team dynamic.

Conclusion

The parallels between partner dancing and workplace success are striking. Both require trust, communication, balance, adaptability, precision, and mutual respect. By embracing these principles, leaders can create a workplace that moves in harmony, much like a beautifully executed dance.

Whether you’re leading a team or performing a waltz, remember that success comes from working together, understanding each other’s strengths, and moving in sync towards a common goal.

Succeeding in a Role-Play Assessment: Top Tips for Candidate Success

Role-play exercises can be a pivotal part of the talent development, hiring, or promotion process. When used effectively, they allow employers to see how candidates behave in real-world scenarios. These exercises allow companies to see how you react in novel situations when you enter a new role at work. Because of this, they are often used to help companies evaluate people for promotions into new roles.

As an organizational psychologist who has designed and participated in over 1,000 of these assessments, I am often asked how individuals should prepare for them. Of course, each is unique in its own way, but most role-play assessments share some common aspects in the types of exercises used and the nature of the traits being assessed.

In these assessments, candidates are given materials about a realistic (but fake) job and situation. They are also given some time (ranging from a few minutes to a few days) to prepare for an interaction with a role-player. These are typically short interactions with the role-player, but they are often great ways of identifying strengths, weaknesses, and other individual tendencies. Because of this, you need to be ready to address the role-play interaction in the best way possible from the start.

To excel in your next role-play assessment, I've compiled some essential tips that will enable you to showcase your skills and leave a lasting (good) impression. Following these tips will help you prepare effectively and increase your confidence during role-play assessments, enabling you to demonstrate your full potential.

1. Understand the Scenario

Before the assessment, take the time to thoroughly read all materials provided. Seek to understand the context, objectives, and key points of the scenario. Knowing what is expected of you and the specific challenges you might face will allow you to prepare your approach more effectively. This preparation is crucial for demonstrating your ability to analyze and respond to situations appropriately.

2. Stay In Character

During the assessment, it is important to maintain the role you have been assigned. Consistency in your responses shows that you can stay focused and adapt to the role's demands. By staying in character, you demonstrate your ability to think and act as if you were already in the job, which can be very compelling to assessors.

3. Communicate Clearly

Clear and confident communication is key in any role-play assessment. Use concise language to convey your thoughts and ensure your points are well understood. Effective communication is not just about what you say but also how you say it. Maintain eye contact, use appropriate body language, and be mindful of your tone and pace.

4. Show Problem-Solving Skills

One of the primary goals of a role-play assessment is to evaluate your problem-solving abilities. Approach the challenges presented in the scenario thoughtfully and demonstrate how you analyze situations and develop effective solutions. Highlight your critical thinking skills and your ability to come up with innovative and practical solutions under pressure.

5. Demonstrate Emotional Intelligence

Emotional intelligence is a vital skill in any professional setting. Show empathy and understanding during the assessment by recognizing and appropriately responding to the emotions of others in the scenario. Demonstrating strong interpersonal skills and the ability to manage relationships effectively can set you apart from other candidates.

6. Manage Time Effectively

Time management is another crucial aspect of performing well in a role-play assessment. Be mindful of the time allocated and prioritize key points to ensure you address all critical aspects of the scenario. Being able to manage your time effectively shows that you can stay organized and focused, even under pressure.

7. Seek Clarification If Needed

If something is unclear during the assessment, don't hesitate to ask questions. Seeking clarification shows that you are thorough and want to fully understand the scenario before responding. It also demonstrates your proactive approach to problem-solving and your commitment to accuracy and detail.

8. Reflect and Learn

After the assessment, take some time to reflect on your performance. Identify areas where you excelled and opportunities for improvement. Reflecting on your performance can help you better prepare for future assessments and continually develop your skills.

Conclusion

Role-play assessments are a valuable opportunity to showcase your skills and potential to employers. By following these tips, you can master your next role-play assessment and impress your evaluators. Preparation, clear communication, problem-solving abilities, emotional intelligence, time management, and a willingness to learn are all key components of success.

Unlocking Truth: The Crucial Role of Expert Human Assessors

In the realm of organizational psychology, the quest for understanding individuals within the context of work environments is ever-evolving. From recruitment and talent management to leadership development and team dynamics, assessments play a pivotal role in unraveling the intricacies of human behavior. And today with the movement of AI, it seems like assessments are going to get more and more accurate.

However, amidst the technological advancements and the allure of automated assessments, there lies a crucial consideration often overlooked—the irreplaceable value of expert human assessors.

The Complexity of Human Behavior

Human behavior is a tapestry woven from myriad threads of experiences, motivations, and cognitive processes. It’s dynamic, nuanced, and often defies simplistic categorizations. While technology has undoubtedly enhanced our ability to collect and process vast amounts of data, it falls short when faced with predicting and understanding the complexity of human behavior.

The Limitations of Automation

Automated assessments, relying solely on algorithms and data points, offer a streamlined approach to processing information. These assessments can swiftly analyze responses, identify patterns, and generate insights. However, they inherently lack the nuanced understanding and contextual awareness that human assessors bring to the table. This is particularly important when individuals produce contradictory behaviors and other information about themselves.

The Human Touch

Genuine expert human assessors possess a unique set of skills honed through years of training, experience, and empathy. They go beyond surface-level data points, delving into the underlying motives, values, and personality dynamics that shape behavior. Their ability to interpret verbal and non-verbal cues, understand cultural nuances, and adapt their approach to individual differences adds a layer of depth that automated systems struggle to emulate.

Uncovering Hidden Gems

One of the key advantages of human assessors is their capacity to uncover hidden potentials and talents that might go unnoticed in automated assessments. They can recognize nuances in responses, probe deeper during interviews, and contextualize behaviors within the broader spectrum of human experiences. This holistic approach not only reveals valuable insights for organizational decision-making but also fosters a deeper understanding and appreciation of individual uniqueness.

Navigating Complexity with Expertise

Navigating the complexities of human behavior requires more than algorithms and data points—it demands expertise, intuition, and a deep understanding of psychological principles. Human assessors bring a wealth of knowledge from fields such as psychology, sociology, and organizational behavior, enabling them to interpret assessments in a nuanced and comprehensive manner.

Role Play Exercises: Bringing Assessments to Life

Incorporating role-play exercises into the assessment process is a powerful tool for evaluating candidates’ abilities in simulated real-world scenarios. Whether assessing leadership skills, conflict resolution, or customer interactions, role plays allow candidates to demonstrate their competencies in action. Human assessors can observe nuances such as communication styles, problem-solving approaches, and emotional intelligence, providing valuable insights that traditional assessments may overlook.

Ethical Considerations

Beyond technical proficiency, expert human assessors uphold ethical standards and considerations in their work. They prioritize fairness, confidentiality, and respect for individual dignity, ensuring that assessments are conducted ethically and responsibly.

A Better Choice Hire: Human-Based Assessment

The A Better Choice Hire standard assessments focus on short role-play exercises with human assessors. We can help you see how your candidates will really behave in tricky workplace situations using our exercises.

The most popular role-play assessment is based on a generic customer service associate job. The newest assessment uses a legal assistant / paralegal job. The format of the different assessment exercises is consistent. The entire assessment takes one hour of the candidate’s time, including preparation and a short debrief interview. The bulk of this time will be on a Zoom call with the expert assessor during the exercise.

The results are presented to the hiring organization in the form of a short report that describes the candidate’s behavior during the exercise. It uses common competencies to structure the feedback. This information is different than any information derived from a computerized standard assessment. Candidate reports are available within three business days of completion of the assessment.

https://www.abetterchoicehire.com/about

Conclusion

In the quest for truth about individuals within organizational contexts, the role of expert human assessors cannot be overstated. Their blend of expertise, empathy, and ethical responsibility, combined with dynamic assessment tools like role-play exercises, adds invaluable depth to assessments. This approach unlocks insights that shape informed decisions and foster meaningful human connections within organizations.

As we harness the power of technology in assessments, let us not forget the enduring value of the human touch—the art and science of understanding people beyond numbers and algorithms.

New book - “A Better Choice: The Manager’s Guide to Skills-First Hiring”

This game-changing guide equips managers with the tools, strategies, and mindset to revolutionize their hiring game and build a powerhouse team ready to tackle any challenge. Hiring managers – and particularly hiring managers from smaller and mid-sized companies will benefit the most from the book.

It was written by Mark Smith, a respected HR consultant with a Ph.D. in organizational psychology and extensive experience in talent acquisition and assessment. In "A Better Choice," Smith introduces a fresh perspective on talent acquisition, challenging traditional hiring methods and advocating for a skills-first approach. Drawing on his expertise and real-world experience, Smith empowers hiring managers to make confident decisions and build high-performing teams.

This guide for hiring managers is laser-focused on two core principles:

1. Showing the Big Picture of Hiring: Gain a comprehensive understanding of a good hiring process from start to finish. Say goodbye to uncertainty and hello to clarity as you navigate every stage with ease.

2. Embracing a Skills-First Approach: Say farewell to the outdated idea that education equals competence and hello to a new era of hiring. Learn how to prioritize skills and competencies over credentials, ensuring you assemble a team of top-notch talent poised for success.

Whether you're dipping your toes into the hiring pool for the first time or a seasoned hiring manager, “A Better Choice" equips you with the tools, strategies, and mindset to revolutionize your hiring game. Say goodbye to guesswork and hello to a brighter, more skillful future for your team. Dive in today and unlock the secrets to building a powerhouse team that's ready to tackle any challenge thrown its way.

Author Quotes:

• "Instead of only considering candidates with college degrees, many jobs can be filled by assessing them for technical and soft skills."

• "Your hiring decisions should be made based on good evidence, rather than gut feel."

• “In skills-first hiring, proper use of valid assessments and interviews is the key to ensuring that you make good hires.”

• “Universities are still a viable place to find careers and develop skills, but they are not the only place.”

A Better Choice: The Manager's Guide to Skills-First Hiring: Smith Ph.D., Mark A.: 9798882533112: Amazon.com: Books

Hiring the “Whole Person”

Over the past two decades, I have worked with many different organizations as a consultant and analyzed a variety of jobs. In this process, one question that I typically ask the job experts in these organizations is this: “what does it take for someone to get fired from this job?” Of course, I have heard many different answers, but most are fairly consistent. It is rare for someone to lose their job because they lack the knowledge, skill, or ability to do the job. If these are issues, training or even job changes can typically fix the problem. People losing jobs because of low skill and weak ability level does happen on occasion, but it is the exception rather than the rule.

Personality and motivation issues are much more common employee problems. Bad fit in a job typically results from an unwillingness to fit in, rather than an inability to do the job.

For example, I can cite years of my work with operators and maintenance mechanics at various manufacturing plants in the United States. Almost invariably, job experts respond in two ways to the question of what it takes for someone to lose their job. First, is a lack of safety orientation and violations of safety rules on the job; this seems to be the quickest way for someone to lose their job. And second, poor teamwork  behaviors is another common reason that people lose their jobs. Very rarely will they cite examples of people losing their jobs because they cannot learn the skills or knowledge that are required.

As a result, I strongly recommend that companies assess the entire applicant profile when evaluating job candidates and making hiring decisions. Both skills / abilities and personality / motivations should be factored in when deciding whom to hire. Although traditional knowledge and skills tests should be used to identify who are initially qualified for most jobs, bad hires often occur when personalities and motivations of individuals clash with the organizational culture and personalities of corporate leadership. Because of this, it is imperative that ways of measuring personality and motivation are part of the applicant screening process. In short, the whole person should be evaluated when considering candidates.

What non-cognitive psychometric factors would be most effective for screening applicants for key roles in your organization?