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© 2009 Dorling Kindersley (I) Pvt. Ltd.© 2009 Dorling Kindersley (I) Pvt. Ltd.All rights reserved.All rights reserved.
1
Human Resource Human Resource ManagementManagement
ELEVENTH EDITIONELEVENTH EDITION
G A R Y D E S S L E RG A R Y D E S S L E R
B I J U V A R K K E YB I J U V A R K K E Y
Employee Testing and SelectionEmployee Testing and Selection
Chapter 6Chapter 6
Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement
6–2© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
After studying this chapter, you should be able to:
1.1. Explain what is meant by reliability and validity.Explain what is meant by reliability and validity.
2.2. Explain how you would go about validating a test.Explain how you would go about validating a test.
3.3. Cite and illustrate our testing guidelines. Cite and illustrate our testing guidelines.
4.4. Give examples of some of the ethical and legal Give examples of some of the ethical and legal considerations in testing.considerations in testing.
5.5. List eight tests you could use for employee selection, List eight tests you could use for employee selection, and how you would use them.and how you would use them.
6.6. Explain the key points to remember in conducting Explain the key points to remember in conducting background investigations.background investigations.
6–3© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Why Careful Selection is ImportantWhy Careful Selection is Important
Organizational Performance
Legal Obligations and
Liability
The Importance of Selecting the Right
Employees
Costs of Recruiting and
Hiring
6–4© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Avoiding Negligent Hiring ClaimsAvoiding Negligent Hiring Claims
• Carefully scrutinize information on employment Carefully scrutinize information on employment applications.applications.
• Get written authorization for reference checks, and Get written authorization for reference checks, and check references.check references.
• Save all records and information about the applicant.Save all records and information about the applicant.
• Reject applicants for false statements or conviction Reject applicants for false statements or conviction records for offenses related to the job.records for offenses related to the job.
• Balance the applicant’s privacy rights with others’ “need Balance the applicant’s privacy rights with others’ “need to know.”to know.”
• Take immediate disciplinary action if problems arise.Take immediate disciplinary action if problems arise.
6–5© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Basic Testing ConceptsBasic Testing Concepts
• ReliabilityReliability Consistency of scores obtained by the same person Consistency of scores obtained by the same person
when retested with identical or equivalent tests.when retested with identical or equivalent tests. Are test results stable over time?Are test results stable over time?
• ValidityValidity Indicates whether a test is measuring what it is Indicates whether a test is measuring what it is
supposed to be measuring.supposed to be measuring. Does the test actually measure what it is intended to Does the test actually measure what it is intended to
measure?measure?
6–6© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–1 Sample Picture Card from Thematic Apperception Test
Source: Reprinted by permission of the publishers from Henry A. Murray, THEMATIC APPERCEPTION TEST, Plate 12F, Cambridge, Mass: Harvard University Press, 1943.
6–7© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
6–8© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Types of ValidityTypes of Validity
Criterion Validity
Content Validity
Test Validity
Face Validity
6–9© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
How to Validate a TestHow to Validate a Test
1
Relate Your Test Scores and Criteria: scores versus actual performance
Choose the Tests: test battery or single test
Steps in Test Validation
Analyze the Job: predictors and criteria
Administer the Tests: concurrent or predictive validation
2
3
4
Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample
5
6–10© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–2 Examples of Web Sites Offering Information on Tests or Testing Programs
• www.hr-guide.com/data/G371.htmProvides general information and sources for all types of employment tests.
• www.ets.org/testcollProvides information on over 20,000 tests.
• http://ericae.net/ Provides technical information about all types of
employment and nonemployment tests.• www.mafoi.com/aspx/common/assessments.aspx One of the Indian agencies that provide testing
services for employers according to international standards.
6–11© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–3 Expectancy Chart
Note: This expectancy chart shows the relation between scores made on the Minnesota Paper Form Board and rated success of junior draftspersons.
Example: Those who score between 37 and 44 have a 55% chance of being rated above average and those scoring between 57 and 64 have a 97% chance.
6–12© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
TABLE 6–1 Testing Program Guidelines
1. Use tests as supplements.
2. Validate the tests.
3. Monitor your testing/selection program.
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.
6–13© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Test Takers’ Individual Rights and Test Takers’ Individual Rights and Test SecurityTest Security
• Under the APA’s standard for educational and Under the APA’s standard for educational and psychological tests, test takers have the right:psychological tests, test takers have the right: To privacy and information.To privacy and information.
To the confidentiality of test results.To the confidentiality of test results.
To informed consent regarding use of these results.To informed consent regarding use of these results.
To expect that only people qualified to interpret the To expect that only people qualified to interpret the scores will have access to them.scores will have access to them.
To expect the test is fair to all.To expect the test is fair to all.
6–14© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Legal Privacy IssuesLegal Privacy Issues
• DefamationDefamation Libeling or slandering of employees or former Libeling or slandering of employees or former
employees by an employer.employees by an employer.
• Avoiding Employee Defamation SuitsAvoiding Employee Defamation Suits
1.1. Train supervisors regarding the importance of Train supervisors regarding the importance of employee confidentiality.employee confidentiality.
2.2. Adopt a “need to know” policy.Adopt a “need to know” policy.
3.3. Disclose procedures impacting confidentially of Disclose procedures impacting confidentially of information to employees.information to employees.
6–15© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–4 Sample Test
Source: Courtesy of NYT Permissions.
6–16© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Using Tests at WorkUsing Tests at Work
• Major Types of TestsMajor Types of Tests
Basic skills testsBasic skills tests
Job skills testsJob skills tests
Psychological testsPsychological tests
• Why Use Testing?Why Use Testing?
Increased work demands = more testingIncreased work demands = more testing
Screen out bad or dishonest employeesScreen out bad or dishonest employees
Reduce turnover by personality profilingReduce turnover by personality profiling
6–17© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Computerized and Online TestingComputerized and Online Testing
• Online testsOnline tests Telephone prescreeningTelephone prescreening Offline computer testsOffline computer tests Virtual “inbox” testsVirtual “inbox” tests Online problem-solving testsOnline problem-solving tests
• Types of TestsTypes of Tests Specialized work sample testsSpecialized work sample tests Numerical ability testsNumerical ability tests Reading comprehension testsReading comprehension tests Clerical comparing and checking testsClerical comparing and checking tests
6–18© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Types of TestsTypes of Tests
Cognitive (Mental) Abilities
AchievementMotor and Physical Abilities
Personality and
Interests
What Tests Measure
6–19© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–5 Type of Question Applicant Might Expect on a Test of Mechanical Comprehension
6–20© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–6 Sample Personality Test Items
Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 9.
Reprinted bypermission of Societyfor Human ResourceManagement via CopyrightClearance Center.
6–21© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
The “Big Five”The “Big Five”
Extraversion
Emotional Stability/Neuroticism
AgreeablenessOpenness to Experience
Conscientiousness
6–22© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–7 Example of a Work Sampling Question
6–23© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Work Samples and SimulationsWork Samples and Simulations
Work Samples
Miniature Job Training
and Evaluation
Management Assessment
Centers
Video-Based Situational
Testing
Measuring Work Performance Directly
6–24© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria
Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 17. Reprinted by permission of Society for Human Resource Management via Copyright Clearance Center.
Assessment Method Validity Adverse Impact
Costs (Develop/Administer)
Applicant Reactions
Cognitive ability tests High High (against minorities) Low/low Somewhat favorable
Job knowledge test High High (against minorities) Low/low More favorable
Personality tests Low to moderate
Low Low/low Less favorable
Biographical data inventories
Moderate Low to high for different types High/low Less favorable
Integrity tests Moderate to high
Low Low/low Less favorable
Structured interviews High Low High/high More favorable
Physical fitness tests Moderate to high
High (against females and older workers)
High/high More favorable
Situational judgment tests Moderate Moderate (against minorities) High/low More favorable
Work samples High Low High/high More favorable
Assessment centers Moderate to high
Low to moderate, depending on exercise
High/high More favorable
Physical ability tests Moderate to high
High (against females and older workers)
High/high More favorable
Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However, because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable.
6–25© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Background Investigations and Background Investigations and Reference ChecksReference Checks
• Investigations and ChecksInvestigations and Checks Reference checksReference checks Background employment checksBackground employment checks Criminal recordsCriminal records Driving recordsDriving records Credit checksCredit checks
• Why?Why? To verify factual information provided by applicants.To verify factual information provided by applicants. To uncover damaging information.To uncover damaging information.
6–26© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–8Reference Checking Form
Source: Society for Human Resource Management, © 2004. Reproduced with permission of Society for Human Resource Management in the Format Textbook via Copyright Clearance Center.
6–27© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Background Investigations and Background Investigations and Reference Checks (cont’d)Reference Checks (cont’d)
Former Employers
Current Supervisors
Written References
Social Networking Sites
Commercial Credit Rating Companies
Sources of Information
6–28© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Limitations on Background Investigations Limitations on Background Investigations and Reference Checksand Reference Checks
Background Investigations
and Reference Checks
Supervisor Reluctance
Employer Guidelines
Legal Issues: Privacy
Legal Issues:
Defamation
6–29© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Making Background Checks More UsefulMaking Background Checks More Useful
1.1. Include on the application form a statement for Include on the application form a statement for applicants to sign explicitly authorizing a applicants to sign explicitly authorizing a background check.background check.
2.2. Use telephone references if possible.Use telephone references if possible.
3.3. Be persistent in obtaining information.Be persistent in obtaining information.
4.4. Use references provided by the candidate as Use references provided by the candidate as a source for other references.a source for other references.
5.5. Ask open-ended questions to elicit more Ask open-ended questions to elicit more information from references.information from references.
6–30© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Using Preemployment Information ServicesUsing Preemployment Information Services
1
Notice of adverse action to applicant/employee
Employer certification to reporting agency
Acquisition and Use of Background Information
Disclosure to and authorization by applicant/employee
Providing copies of reports to applicant/employee
2
3
4
6–31© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
TABLE 6–3 Collecting Background Information
Suggestions for collecting background information include the following:
1. Check all applicable state laws.
2. Review the impact of federal equal employment laws.
3. Remember the Federal Fair Credit Reporting Act.
4. Do not obtain information that you’re not going to use.
5. Remember that using arrest information will be highly suspect.
6. Avoid blanket policies (such as “we hire no one with a record of workers’ compensation claims”).
7. Use information that is specific and job related.
8. Keep information confidential and up to date.
9. Never authorize an unreasonable investigation.
10. Make sure you always get at least two forms of identification from the applicant.
11. Always require applicants to fill out a job application.
12. Compare the application to the résumé (people tend to be more imaginative on their résumés than on their application forms, where they must certify the information).
13. Particularly for executive candidates, include background checks of such things as involvement in lawsuits, and of articles about the candidate in local or national newspapers.
14. Separate the tasks of (1) hiring and (2) doing the background check (a recruiter or supervisor anxious to hire someone may cut corners when investigating the candidate’s background).
Source: Adapted from Jeffrey M. Hahn, “Pre-Employment Services: Employers Beware?” Employee Relations Law Journal 17, no. 1 (Summer 1991), pp. 45–69; and Shari Caudron, “Who Are You Really Hiring?”, Workforce, 81, no. 12 (November 2002), pp. 28–32.
6–32© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
The Polygraph and Honesty TestingThe Polygraph and Honesty Testing
• Employee Polygraph Protection Act of 1988Employee Polygraph Protection Act of 1988 Generally prohibits polygraph examinations by all Generally prohibits polygraph examinations by all
private employers unless:private employers unless: The employer has suffered an economic loss or injury.The employer has suffered an economic loss or injury. The employee in question had access to the property.The employee in question had access to the property. There is a reasonable prior suspicion.There is a reasonable prior suspicion. The employee is told the details of the investigation, as well The employee is told the details of the investigation, as well
as questions to be asked on the polygraph test itself.as questions to be asked on the polygraph test itself.
Exceptions:Exceptions: Private security employeesPrivate security employees Employees with access to drugsEmployees with access to drugs National defense and security (FBI, DOE, and DOJ)National defense and security (FBI, DOE, and DOJ)
6–33© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Honesty Testing Programs: Honesty Testing Programs: What Employers Can DoWhat Employers Can Do
• Antitheft Screening Procedure:Antitheft Screening Procedure: Ask blunt questions.Ask blunt questions. Listen, rather than talk.Listen, rather than talk. Do a credit check.Do a credit check. Check all employment and personal references.Check all employment and personal references. Use paper-and-pencil honesty tests and Use paper-and-pencil honesty tests and
psychological tests.psychological tests. Test for drugs.Test for drugs. Establish a search-and-seizure policy and conduct Establish a search-and-seizure policy and conduct
searches.searches.
6–34© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–9 Handwriting Exhibit Used by Graphologist
Source: Kathryn Sackhein, Handwriting Analysis and the Employee Selection Process (New York: Quorum Books, 1990), p. 45. Reproduced with permission of Greenwood Publishing Group, Inc.
6–35© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Physical ExaminationPhysical Examination
• Reasons for preemployment medical Reasons for preemployment medical examinations:examinations: To verify that the applicant meets the physical To verify that the applicant meets the physical
requirements of the position.requirements of the position.
To discover any medical limitations to be taken into To discover any medical limitations to be taken into account in placing the applicant.account in placing the applicant.
To establish a record and baseline of the applicant’s To establish a record and baseline of the applicant’s health for future insurance or compensation claims.health for future insurance or compensation claims.
To reduce absenteeism and accidents.To reduce absenteeism and accidents.
To detect communicable diseases that may be To detect communicable diseases that may be unknown to the applicant.unknown to the applicant.
6–36© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Substance Abuse ScreeningSubstance Abuse Screening
• Types of ScreeningTypes of Screening Before formal hiringBefore formal hiring After a work accidentAfter a work accident Presence of obvious behavioral symptomsPresence of obvious behavioral symptoms Random or periodic basisRandom or periodic basis Transfer or promotion to new positionTransfer or promotion to new position
• Types of TestsTypes of Tests UrinalysisUrinalysis Hair follicle testingHair follicle testing
6–37© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Substance Abuse Screening (cont’d)Substance Abuse Screening (cont’d)
Safety: Impairment vs.
Presence
RecreationalUse vs.
Addiction
Americans with Disabilities Act
Drug Free Workplace Act
of 1988
Intrusiveness of Procedures
Accuracy of Tests
Ethical and Legal
Issues
6–38© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–10 Procedure in Complying with Immigration Law
1. Hire only citizens and aliens lawfully authorized to work in the United States.
2. Advise all new job applicants of your policy.
3. Require all new employees to complete and sign the verification form (the “I-9 form”) designated by the Immigration and Naturalization Service (INS) to certify that they are eligible for employment.
4. Examine documentation presented by new employees, record information about the documents on the verification form, and sign the form.
5. Retain the form for three years or for one year past the employment of the individual, whichever is longer.
6. If requested, present the form for inspection by INS or Department of Labor officers. No reporting is required.
6–39© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
Improving Productivity Through HRIS: Comprehensive Improving Productivity Through HRIS: Comprehensive Automated Applicant Tracking and Screening SystemsAutomated Applicant Tracking and Screening Systems
“Knock out” applicants who do not meet job requirements
Can match “hidden talents” of applicants to
available openings
Benefits of Applicant Tracking Systems
Allow employers to extensively test
and screen applicants online
6–40© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
FIGURE 6–11 Checklist: What to Look for in an Applicant Tracking System (ATS)
The employer thinking of adopting an ATS should seek one that meets several minimum functionality requirements. Among other things, the ATS should be:
• Easy to use.
• Capable of being integrated into the company’s existing HRIS platform, so that, for instance, data on a newly hired candidate can flow seamlessly into the HRIS payroll system.
• Able to capture, track, and report applicant EEO data.
• Able to provide employee selection performance metrics reports, including “time to fill,” “cost to hire,” and “applicant source statistics.”
• Able to facilitate scheduling and tracking of candidate interviews, email communications, and completed forms, including job offers.
• Able to provide automated screening and ranking of candidates based upon job skill profiles.
• Able to provide an internal job posting service that supports applications from current employees and employee referral programs.
• Able to cross-post jobs to commercial job boards such as www.monster.com.
• Able to integrate the ATS job board with your company’s own Web site, for instance, by linking it to your site’s “careers” section.
• Able to provide for requisition creation and signoff approvals.
6–41© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
K E Y T E R M S
negligent hiringnegligent hiring
reliabilityreliability
test validitytest validity
criterion validitycriterion validity
content validitycontent validity
expectancy chartexpectancy chart
interest inventoryinterest inventory
work sampleswork samples
work sampling techniquework sampling technique
management assessment centermanagement assessment center
situational testsituational test
video-based simulationvideo-based simulation
miniature job training and evaluationminiature job training and evaluation