Do Selection, Assessment And Performance Evaluation Well

The degree to which an assessment measures the intended construct and accurately predicts future job performance or other criteria. (Align the whole system to strategy and value.)

started 0 · finished 0 (claimed) · not yet measured (verified) · no data (n<5)

Derived from: Do Selection, Assessment And Performance Evaluation WellT1

Ordered tasks (36) — this is what a project auto-creates

#1Conduct structured job and role analysis to define selection requirementsHighTo Do
Define what a role actually requires before you build any interview guide, test, or scorecard. You get a method for deriving criteria from tasks and future demands rather than from the last person who held the job.
Assignee: Unassigned · due 0 days after project start · takes 14 days
#2Build a valid, role-grounded competency frameworkHighTo Do
Judge whether your competency model is built from observable behaviors or from abstractions that no two assessors will read the same way. It gives criteria for indicators that are specific, job-relevant, and culturally usable.
Assignee: Unassigned · due 14 days after project start · takes 14 days
#3Design assessments to elicit and record observable, job-relevant behaviorMediumTo Do
Elicit and record what candidates actually do and say across the full construct domain, rather than scoring inferred traits or impressions. It links behavioral evidence to defensible ratings.
Assignee: Unassigned · due 28 days after project start · takes 7 days
#4Set clear, measurable goals tied to team and organizational objectivesHighTo Do
Set clear, measurable goals that cascade from strategy and give each person a visible line of sight to organizational priorities. It connects goal quality to both clarity and motivation.
Assignee: Unassigned · due 35 days after project start · takes 14 days
#5Confirm mutual understanding of goals and success criteria with each employeeMediumTo Do
Establish a shared understanding of expected results, behaviours, and the standards that distinguish meeting from exceeding.
Assignee: Unassigned · due 49 days after project start · takes 7 days
#6Select and design assessment methods matched to the constructs being measuredHighTo Do
Guides your choice among interviews, work samples, tests, and assessment centres, and how to construct each so it actually samples the required competencies. You get the logic of matching method to construct.
Assignee: Unassigned · due 56 days after project start · takes 14 days
#7Standardize assessment procedures to ensure consistent, fair evaluationHighTo Do
Hold content, administration, questioning, and scoring constant across candidates so differences in scores reflect candidates, not process drift. It covers the mechanics of standardization end to end.
Assignee: Unassigned · due 70 days after project start · takes 14 days
#8Train and calibrate all assessors before the process beginsHighTo Do
Describes how to train assessors to observe, record, and code behavior consistently, and how to calibrate them against shared standards. It emphasizes practice over lecture.
Assignee: Unassigned · due 84 days after project start · takes 14 days
#9Achieve consistent ratings across assessors through ongoing calibrationHighTo Do
Clarifies what inter-rater consistency actually measures and how to know whether your assessment produces the same result from the same evidence. It positions reliability as the precondition for validity.
Assignee: Unassigned · due 98 days after project start · takes 14 days
#10Identify and counteract specific rating biases in each evaluation processMediumTo Do
Names the specific distortions that creep into human judgment — halo, similarity, stereotype, cultural-fit reasoning, gut feel — and how to constrain them. It treats bias as a manageable system property, not a moral failing.
Assignee: Unassigned · due 112 days after project start · takes 7 days
#11Deliver timely, evidence-based feedback after every evaluationHighTo Do
Address how to deliver timely, evidence-based feedback and on-the-job coaching that people can actually use to improve. It distinguishes feedback that changes behavior from feedback that just gets delivered.
Assignee: Unassigned · due 119 days after project start · takes 14 days
#12Design a performance management architecture with calibration, ratings, and appealsMediumTo Do
Use the architecture for performance management as a continuous plan-act-monitor-review dialogue rather than a once-a-year form-filling ritual.
Assignee: Unassigned · due 133 days after project start · takes 7 days
#13Build defenses against applicant distortion in assessmentsLowTo Do
Address how candidates and references distort self-reported information and how that distortion erodes your predictions.
Assignee: Unassigned · due 140 days after project start · takes 3 days
#14Map the required KSAOs for each role and link them to assessment methodsMediumTo Do
The enduring individual differences—cognitive ability, personality, experience, motives—that your assessments are actually trying to measure.
Assignee: Unassigned · due 143 days after project start · takes 7 days
#15Validate that your assessment actually predicts job performanceHighTo Do
Define what it takes for an assessment to measure the intended construct and predict later performance, and how the upstream constructs converge to produce it. It is the outcome the whole system exists to serve.
Assignee: Unassigned · due 150 days after project start · takes 14 days
#16Create development plans that close capability gaps identified in evaluationMediumTo Do
Building development plans and providing real growth opportunities — stretch assignments, training, mentoring — that build the capabilities the role needs now and next. It focuses on turning identified gaps into experiences.
Assignee: Unassigned · due 164 days after project start · takes 7 days
#17Connect performance ratings to pay, promotions, and recognition decisionsMediumTo Do
Connect performance to pay, recognition, and reinforcement so that differentiation actually motivates rather than demoralizes.
Assignee: Unassigned · due 171 days after project start · takes 7 days
#18Build a cascaded, weighted scorecard for individual and team performanceMediumTo Do
Build a cascaded, weighted scorecard that communicates strategy and delivers both leading and lagging feedback.
Assignee: Unassigned · due 178 days after project start · takes 7 days
#19Use the performance process to strengthen motivation and engagementHighTo Do
Address the internal drive and psychological investment that turns capability into discretionary effort, and how goals, feedback, and reward feed it.
Assignee: Unassigned · due 185 days after project start · takes 14 days
#20Use feedback to build employee self-awareness and support skill growthMediumTo Do
How feedback and development translate into genuine self-awareness of strengths and blind spots plus real capability gain.
Assignee: Unassigned · due 199 days after project start · takes 7 days
#21Design the selection process to be perceived as fair by all applicantsHighTo Do
How applicants judge your selection process for fairness, relevance, and respect—and why those judgments matter beyond the hire.
Assignee: Unassigned · due 206 days after project start · takes 14 days
#22Assess the congruence between candidate and role or culture with structured methodsMediumTo Do
Address the congruence between a candidate's values, skills, and will and the demands, culture, and rewards of the role and organization.
Assignee: Unassigned · due 220 days after project start · takes 7 days
#23Track and improve the accuracy of hiring and performance judgments over timeHighTo Do
Focus on about the accuracy of the judgment you record—whether the person you rated high actually performs high—separate from whether the process felt fair.
Assignee: Unassigned · due 227 days after project start · takes 14 days
#24Predict and track individual job performance from hire through developmentHighTo Do
Define what you are ultimately trying to predict and improve, and how to measure it without collapsing into proxies.
Assignee: Unassigned · due 241 days after project start · takes 14 days
#25Audit the selection system for adverse impact and ensure legal defensibilityHighTo Do
Avoiding discriminatory adverse impact and building selection and appraisal that hold up under scrutiny.
Assignee: Unassigned · due 255 days after project start · takes 14 days
#26Use standardized tests and norms correctly and ethicallyLowTo Do
Using ability tests, personality inventories, and norm groups ethically and with validity awareness rather than as impressive-looking props.
Assignee: Unassigned · due 269 days after project start · takes 3 days
#27Build data infrastructure to support rigorous selection and performance analyticsMediumTo Do
The data, analytics, and technology backbone that makes assessment and selection decisions defensible and repeatable.
Assignee: Unassigned · due 272 days after project start · takes 7 days
#28Align individual and team effort with organizational strategyMediumTo Do
Make individual and team effort congruent with strategy and how to ensure people understand their contribution to it.
Assignee: Unassigned · due 279 days after project start · takes 7 days
#29Drive ownership and discretionary effort through the performance systemHighTo Do
Make ownership and discretionary effort visible and repeatable, rather than hoping it emerges on its own.
Assignee: Unassigned · due 286 days after project start · takes 14 days
#30Use performance management to keep and grow the people who matter mostMediumTo Do
Keeping and growing the people who matter, and building the pipeline behind them.
Assignee: Unassigned · due 300 days after project start · takes 7 days
#31Translate better selection and performance systems into measurable financial valueHighTo Do
Translates better selection and performance systems into dollars—utility, productivity, and financial value.
Assignee: Unassigned · due 307 days after project start · takes 14 days
#32Show how individual performance aggregates to sustainable organizational resultsHighTo Do
Address how individual performance aggregates into durable organizational effectiveness and a high-performance culture.
Assignee: Unassigned · due 321 days after project start · takes 14 days
#33Account for culture, regulatory, and environmental context in every talent decisionHighTo Do
The higher-level conditions—culture, law, labor market, remote work, life-cycle stage—that change what works in assessment and performance management.
Assignee: Unassigned · due 335 days after project start · takes 14 days
#34Build the leadership and manager capability to run talent processes effectivelyHighTo Do
Focus on about the leaders and managers who make or break any assessment or performance system through their commitment and capability.
Assignee: Unassigned · due 349 days after project start · takes 14 days
#35Use performance indicators to improve the organization, not to manage the metricLowTo Do
Focus on about using performance indicators to interrogate your assumptions rather than letting the metric quietly replace the goal it was meant to represent.
Assignee: Unassigned · due 363 days after project start · takes 3 days
#36Ensure structural conditions — goals, roles, and support — enable team performanceLowTo Do
The structural conditions—clear goals, roles, rules, and complementary composition—that let a group perform as a team rather than a collection of individuals.
Assignee: Unassigned · due 366 days after project start · takes 3 days