Discussion Questions-Using Assessment To Predict Future Success/ (2) The Legal Environment For Assessment

Discussion (1): Using Assessment to Predict Future Success

Authors Silzer and Davis (2010) contended that organizations have much to gain by using assessments to determine the future potential of individual employees. What, according to these authors, are the appropriate uses of assessment to identify high potential individuals for growth and development opportunities? What cautions did Silzer and Davis believe should be followed when assessing potential? How can assessments be used both to evaluate past performance and to predict future success? Which types of assessments are most valid for predicting future success? Support your answer, referencing course readings and other academic sources. Should be at least 300 words.

Discussion 2: The Legal Environment for Assessment

The legal landscape influencing the use of assessments for employment decisions has changed substantively over the past thirty years. Summarize the contemporary legal and professional standards that guide the use of assessments in the workplace, and describe the implications of these standards on organizations that decide to use assessments as a basis of employment decisions. Then, integrate your understanding of these standards to evaluate the steps outlined by authors Scott and Pearlman (2010) for using assessment to facilitate organizational change. How do the steps Scott and Pearlman proposed help an organization avoid the potential for liability when using assessments to guide personnel decisions during organizational transitions? Explain your answer, referencing course readings and other academic sources. Should be at least 300 words.

References (Please use at least 2 references below)

Goleman, D. [Talks at Google]. (2007, November 12). Daniel Goleman: “Social Intelligence” | Talks at Google. [Video file]. Retrieved from https://youtu.be/-hoo_dIOP8k.  This YouTube video features Daniel Goleman speaking on aspects of social and emotional intelligence. *Closed-captioning available.

Groves, K. S., McEnrue, M. P., & Shen, W. (2008). Developing and measuring the emotional intelligence of leaders. The Journal of Management Development, 27(2),225-250.

Joseph, D. L. & Newman, D. A. (2010). Emotional intelligence: An integrative meta-analysis and cascading model. Journal of Applied Psychology, 95 (1), 54-78.

Kram, K., Ting, S. & Bunker, K. (2002). On-the-job training for emotional competence. Leadership in Action, 22(3), 3-7.

Scott, J. C. & Reynolds, D. H. (Eds.). (2010). Handbook of workplace assessment. Retrieved from https://redshelf.com          Chapter 17: Assessment for Organizational Change: Mergers, Restructuring, and Downsizing (Scott, J. C. & Pearlman, K.)

Silzer, R. F. & Church, A. H. (2009). The pearls and perils of identifying potential. Industrial and Organizational Psychology: Perspectives on Science and Practice, 2(4), 377-412. Retrieved from http://wehcs.com/A%20-%20The%20pearls%20and%20perils%20of.pdf (Links to an external site.)

Silzer, R. F., & Church, A. (2010). Identifying and assessing high potential talent: Current organizational practices. In R. F. Silzer & B. E. Dowell (Eds.), Strategy – driven talent management: A leadership imperative (pp. 213 – 279). San Francisco: Jossey-Bass.

Wells, S. J. (2003). Who’s next? Creating a formal program for developing new leaders can pay huge dividends, but many firms aren’t reaping those rewards. HR Magazine, 48(11), 44-50.

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