<p><img src="//relias.innocraft.cloud/piwik.php?idsite=2&amp;rec=1" style="border:0;" alt=""> How Assessments Can Help Human Services Providers
By | January 7, 2019

Organizations providing behavioral health services or services to people with intellectual and developmental disabilities (IDD) are facing a workforce crisis. More individuals with disabilities are living in their communities than ever before, and high-profile efforts to fight the stigma of mental illness and substance use disorders mean people are more willing to seek treatment. These are important and positive societal shifts, but they have increased the need for counselors, case managers, and direct support professionals.

Today, finding these critical staff members is a daily struggle and frustration for behavioral health and IDD service providers. Consider these worrying statistics:

But quantity of workers isn’t the only problem. Because factors such as high turnover continue to plague positions in human services, organizations understand that something must be done to ensure the quality of their hires and to retain their talent.

That’s where assessments come in. Organizations can use assessments during the hiring process, during onboarding, and as a check-in for existing employees.

Assessments During the Hiring Process

As professionals, we are the sum of multiple parts. Job knowledge is not the only factor that contributes to successful job performance. Personality characteristics, tendencies, preferences, communication style, personal experience, cultural background, and the like all contribute to the formula that makes each person a unique individual.

During the selection process, assessments are most often used:

  1. Prior to the first interview as a screening tool to ensure only applicants who possess the minimum necessary job-related knowledge, skills, and abilities are offered interviews. Deploying assessments here makes sure that your staff who are hiring new employees can quickly, accurately, and effectively screen out applicants who do not have the skills for the job.
  2. Prior to the final interview and selection decision. You can use assessments to get an in-depth look into the competencies, knowledge, skills, abilities, and characteristics of the few remaining finalists. Assessing candidates at this stage usually involves administering multiple assessments and examining job-related factors beyond basic competency, such as personality, behavior, and traits that could contribute to success or failure.

Assessments for New Hires

Once a new employee is on board, assessments can provide important insights into their knowledge and skills. You can use assessments as an exploratory tool to help identify strengths and potential areas of improvement. Assessments can also provide insight into how the employee may behave and interact with others, be best managed, or may manage others.

Information from assessments about a new employee’s knowledge, skills, abilities, and characteristics can be passed along to their manager. This information is especially valuable if your organization does not have a robust onboarding process for new employees, as it will allow you to craft an individualized development plan and bring awareness to areas in which the new employee may excel or have opportunities for improvement, allowing you manage them more effectively.

Even if your organization does have an onboarding process, it may not be as effective in preparing new employees for the job as you expect. A 2018 survey by Society for Human Resource Management found that, of 350 HR leaders, a staggering 76 percent said their organization was not effectively onboarding new employees. Because onboarding programs often fall short, assessments can be used to identify an employee’s unique strengths and potential areas of improvement, helping the employer create an individualized onboarding plan that involves training specific to their needs.

Gone are the days when every new employee has to read through the same 100-plus-page manual to be “job ready.” With assessments, you can ensure that you’re giving new hires material they need to know and not what they don’t. This saves you time, resources, and personnel/training costs, and it helps to engage the new employee and get them on the floor faster.

Assessments for Ongoing Development

Just like you can use assessments to help you craft development plans for new hires, you can also give assessments to your current employees to better understand their strengths and areas of potential improvement.

For example, a new graduate with a degree in social work is expected to possess knowledge about a variety of behavioral health settings and specialties. But after years of specializing in one area, some of the knowledge they do not use daily unavoidably will fade. It is at this point in time, after several years of focused practice, that assessments can serve as a powerful tool in providing rich data about the staff member’s current level of competency.

Or, let’s take a nurse working for an IDD organization. Assessments on the nurse’s competency in the various aspects of feeding and nutrition can facilitate targeted education. If the nurse demonstrates competency with feeding techniques to prevent aspiration but is deficient in competency regarding food aversions and sensitivities, assessment results should clearly identify where gaps exist. This refined view changes the approach in educating the nurse, focusing on areas where they specifically need support.

Using assessments in this capacity is not only efficient and a better steward of resources, but it can also promote employee satisfaction by providing an alternative, unique method to professional education, as opposed to the traditional cookie-cutter formula. Post-hire assessments, in tandem with other initiatives, play a part in ensuring that employees grow in your organization, increasing employee engagement. And research shows that engagement is linked to reductions in turnover.

Learn more about how assessments can benefit human services organizations by reading Justin’s white paper, Hiring Conundrums in Human Services Organizations: Hunting Unicorns or Chasing Cats.

Download the white paper

Justin Hess, MS

Product Manager - Assessments, Relias||Justin Hess, M.S. received his Masters of Science in Industrial/Organizational Psychology from Alliant International University and is currently pursuing his doctorate in the same discipline. He has almost 10 years of experience in working with organizations for the purposes of assessment, selection, training, organizational and leadership development, and project management. In these roles, he has directly hired and developed over 85 internal personnel, while also acting as a liaison and directing projects for over 100 external personnel. In the realm of learning, Justin has taught university courses on talent, staffing, and selection, and he has reviewed, managed, or written content for over 400 e-learning courses. Justin is currently the Product Manager for Assessments at Relias.

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