Employee assessments

Why use assessments

• Make hiring decisions based on evidence rather than impressions.
• Identify training needs and readiness for promotion.
• Give employees clear, objective feedback.
• Check that safety-critical skills are in place.
• Apply the same standards across managers and locations.

Common types of assessments

Assessments for hiring

1. Start from the job description and list the skills that matter most.
2. Choose the simplest assessment that measures each skill.
3. Use structured interviews with the same questions and a scoring guide.
4. Keep trial tasks short and relevant. If a candidate does productive work, such as a paid working interview, they generally must be paid for that time.
5. Score results before discussing candidates, to reduce bias.

Our cost of hiring guide shows why getting hiring right matters.

Assessments for current employees

• Practical sign-offs at the end of training; see our on-the-job training guide.
• Short knowledge quizzes after refresher training.
• Regular performance reviews; see our performance review guide.
• Readiness checks before promotion, linked to a career path.
• Safety evaluations required by specific standards, such as forklift operator evaluations.

Legal points to keep in mind

• Tests used in hiring or promotion should be job-related. If a test screens out a protected group at a higher rate, the employer may need to show it is job-related and consistent with business necessity.
• Under the ADA, medical examinations and disability-related questions are not allowed before a conditional job offer. Some psychological or personality tests can count as medical examinations.
• Employers must provide reasonable accommodations for assessments when needed, such as extra time or a different format, for applicants and employees with disabilities.
• The Employee Polygraph Protection Act generally bars most private employers from using lie detector tests for hiring, with limited exceptions.
• Some states and cities regulate the use of automated or AI tools in hiring decisions. Check the rules where you hire.

These points are summaries. Review your assessment process with an employment attorney, especially if you use third-party tests.

To record clock-ins, breaks and overtime automatically, see EZTime time and attendance software.

Building a simple skills test

1. List the three to five tasks a new hire must do in the first month.
2. For each, decide what “competent” looks like, such as an accuracy rate or time limit.
3. Design a short task or set of questions that shows each skill.
4. Write a scoring guide so different managers score the same way.
5. Try the test with current employees who do the job well to check it is realistic.
6. Review results after a few months to see whether scores predict performance on the job.

Making assessments fair and accurate

1. Use the same assessment, instructions and scoring for everyone in the same role.
2. Train the people who run and score assessments.
3. Combine several sources of information rather than relying on one test.
4. Review results by group periodically to spot unfair patterns.
5. Keep records of assessments, scores and decisions.
6. Give feedback to employees, and to candidates where practical.

Common mistakes

• Using generic tests unrelated to the actual job.
• Letting each manager create their own informal test.
• Using unpaid “trial shifts” where candidates do real work.
• Relying on gut feeling after a structured assessment has been done.
• Using personality tests as a pass-fail screen.
• Keeping assessment results in places where the wrong people can see them.

Keeping records

Store assessment results, training sign-offs and certifications securely, with access limited to people who need them, and keep them for the periods required by law; our personnel file guide covers what to keep and where. EZTime’s digital employee file keeps training records and documents together, and short quizzes can be shared through the mobile app.

Using results well

Assessment results are most useful when they lead to action. For candidates, use scores together with interviews and references to make a decision. For employees, use results to plan training, set goals and decide on readiness for new roles. Share results with employees in a constructive way, focusing on strengths and next steps, and avoid using a single score to label someone. Our SMART goals guide shows how to turn results into development goals.

Assessments for leadership roles

For shift leads and supervisors, add assessments of judgment and people skills: a short scenario exercise on handling a call-out or a conflict, a review of how they would build a schedule, and feedback from team members. These show readiness for leadership better than technical skill alone.

Frequently asked questions

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