Psychometrician Career Pathway
Psychometricians have a formal degree such as a MS or PhD in industrial-organizational psychology, assessment, and measurement. Some may be new to certification.
Recommended onboarding includes:
- General operations
- Quality assurance manual
- Testing policies and procedures
- Practice analysis results and exam blueprint(s)
Technical development includes:
- Psychometric methods
- Exam security
- Legal defensibility
- Working with volunteers
- Achieving or maintaining accreditation
- Continuing competence
- Implementing translated exams
- Expanding into new markets
- Reviewing and revising program requirements
- Working with consultants and collaborating with project teams
Their role and responsibilities may include the following:
- Engage with board and committees to set strategic direction
- Join industry social networks
- Write newsletter articles
- Present sessions or workshops at industry conferences
- Participate in networking groups
- Publish a scientific journal article or book chapter
- Join and/or chair committees
Their learning pathway should include ongoing general or specialized training, certification-related work, mentoring team members, leading project teams or new initiatives, pursing a PhD if they hold a MS in psychometrics or educational measurement, psychometrics, quantitative, or industrial and organizational psychology, contributing to research projects, and pursing the Certificate Program for the Credentialing Specialist.
Advancement may entail:
- Director of Testing
- Vice President of Psychometrics
- C-Level executive
- Director of Certification or Research
- Program Manager
Upward (or vertical) mobility: Advancement to next level position, supervisory, or managerial responsibilities.
Dual ladder: Advancement upward in technical skills, but not into a management track.
Horizontal: For the organization, key positions can be filled with demonstrated performers.
A dual career ladder is a career development plan that allows upward mobility for employees without requiring that they be placed into supervisory or managerial positions. This type of program has typically served as a way to advance employees who may have particular technical skills or education but who are not interested in nor suited to management.
Dual career ladder programs are more common in scientific, medical, information technology, and engineering fields, or in fields that typically exhibit one or more of the following characteristics:
- Substantial technical or professional training and expertise beyond the basic level
- Rapid innovation
- Credentials or licenses
To be effective, a dual career ladder program must be well managed, as the program can become a “dumping ground” for lower-performing managers. In addition, there may be resentment from employees not chosen for the program or from managers who feel that dual career employees are receiving similar pay as managers without the added burdens of supervising staff.
The concept of horizontal career paths (also called “career lattices”) was introduced in many large organizations in the mid-to-late 1990s. In organizations with a limited number of management and leadership positions, employees are encouraged to think of career paths both horizontally and vertically.
The potential benefits of formal horizontal career paths include the following:
- For a business with many distinct functions, employees can find challenging and rewarding work, broaden their skills, and contribute in new ways when they move laterally.
- For the organization, key positions can be filled with demonstrated performers.
- Horizontal paths can help employees who want to experiment in a related field. Structured programs also help employees quickly understand how their job fits into the overall success of the organization and how they can meet their professional goals at their current workplaces.
- Lateral career paths may help attract and retain employees from younger generations.
A career lattice strategy has to be understood by both managers and employees, and appropriate incentives need to be in place to reinforce the desired behavior. Organizations with successful lateral career programs share several common characteristics, including:
- Employee development is part of the culture and beyond training courses to include rotational assignments or temporary assignments in other functions, roles, or locations.
- Compensation is not reduced from the current level, but employees in developmental roles may not receive the same bonuses or merit increases when making a lateral move.
- Well-developed competency models define the skills and experiences needed to be successful in more senior roles.