Employee Testing and Selection Employee Testing and Selection Employee testing and selection is the...
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Transcript of Employee Testing and Selection Employee Testing and Selection Employee testing and selection is the...
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Employee Testing
and Selection
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Employee Testing and Selection Employee testing and selection is the use
of various tools and techniques to select the best candidates for the job. These tools cover the selection process, basic testing techniques, background and reference checks, ethical and legal questions in testing, types of tests, and work samples and simulations.
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Why Careful Selection Is Important A manager’s performance depends on the
performance of subordinates The cost to recruit and hire is high Legal implications of incompetent hiring
are costly and can result in negligent hiring litigation
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Testing Concepts Test validity checks whether or not a test
measures what it is supposed to measure Test reliability = a test’s consistency or accuracy
Validity and reliability aid in effective applicant selection
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Test Validity A typing test corresponds to an on-the- job
behavior
Thematic apperception test asks a person to interpret a picture (like that shown below)
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Test Reliability
Does the same test given to the same person result in the same test outcome?
Internal consistency or comparison estimate
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Causes of Test Unreliability Questions may do poor job of sampling the
material Changes in testing condition may cause
errors
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How to Validate a Test
Analyze job & write description
1
Choose the tests
2Administer
tests3
Relate scores & criteria
4
Cross-validate& revalidate
5
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1. Analyze Job & Write Job Description Determine and specify predictors or
requirements necessary for successful performance
Define what you mean by success on the job
Write the job description and job specification
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2. Choose the Tests Choose tests that measure attributes needed for
success and combine into a test battery that measures an array of possible predictors such as aggressiveness, extroversion and numerical ability
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Choose the tests
Psychological Intellectual Technical Aptitude Interest inventories Reliability inventories
Clerical skills test Telemarketing ability tests Service ability tests Management aptitude test Team skills test Sales ability test
Available tests include:
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3. Give the Tests
Concurrent validation Give tests to employees Compare scores with
current performance
Predictive validation Test applicant before
hiring Use alternate selection
technique to hire Compare real performance
with test results – determines suitability of test
Two formats
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4. Relate Test Scores and Criteria
Does a statistical relationship exist between the test scores and job performance?
0 50 100
Percent chances to be a "High Performer"
Bottom 20%
Next 20%
Middle 20%
Next 20%
Top 20%
Te
st
Sc
ore
s
Expectancy Chart
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5. Cross-validate and Revalidate
To cross-validate, perform Steps 3 and 4 on a new sample of employees
An expert should revalidate the test periodically
To demonstrate content validity: Do a careful job analysis that identifies the
work behavior required Combine samples of these behaviors into a
test
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EEO Aspect of Testing Validity tests must meet Equal
Employment Opportunity Laws in two key ways Your tests are related to success or failure on
the job (validity) Your tests don’t unfairly discriminate against
minority or non-minority subgroups
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Guidelines for a Testing Program
Use tests as supplements Validate tests with your own organization Analyze all your current hiring and
promotion standards Keep accurate records
Use a certified psychologistManage test conditions
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Test Takers Individual Rights Confidentiality Informed consent Expect that only qualified people will
interpret and have access to test results Expect the test is fair to all – no one has
answers in advance
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Train your supervisors regarding the importance of employee confidentiality
Adopt a “need to know” policy
Guidelines for Privacy
If you know your firm can’t keep information confidential, you may limit your liability by disclosing that fact before testing
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Types of Tests Cognitive
Intelligence quotient Specific cognitive abilities or
aptitude
Motor and physical ability agility
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Types of Tests
Personality and interests Interest inventories 5 Dimensions
Achievement
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Types of Tests Personal characteristics inventory measures
general mental ability Work-related personality traits, drives, and
behaviors
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Work Sampling for Employee Selection
Work samples measure actual on-the-job tasks
Work sampling technique measure how one performs some of the job’s basic tasks
Benefits include fairness to minorities, accuracy, no invasion of privacy and better predictor of performance
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Management Assessment Centers
A management assessment center is a two to three-day simulation in which 10 to 12 candidates perform realistic management tasks (like making presentations) under the observation of experts who appraise each candidate’s leadership potential
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Typical MAC Exercises The In-basket Leaderless group discussion Management games
Objective testsThe interview
Individual presentations
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Other Selection Techniques Background investigations are
effective because they verify factual information and may uncover criminal records
Reference checking is harder as several federal laws give rejected applicant rights to know the information which might result in litigation
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Giving and Getting References
Common law Defamation Making background checks
more useful
Giving references: know the law
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Pre-employment Information Services to delve into candidate criminal, driving,
work, and credit histories Various EEO laws discourage or prohibit
their use in candidate screening Non-EEO laws restrict their use
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Honesty Testing The polygraph can no longer be used
routinely Paper and pencil honesty tests are widely
used to find personality flaws
Research shows that honesty testing can spot problems
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What’s an Employer to Do?
Ask blunt questions Be good listeners Do a credit check Check all personal and employment references Use paper & pencil honesty as well as psych
tests Test for drugs Establish a search and seizure policy
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Hand Writing TestsGraphology may not be used as a screening test as it is not reliable
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Physical Exams
Once hired, a physical examination is the next step in the selection process
Used to verify applicant meets physical demands of the job
Establish a baseline for future insurance claims
Reduce absenteeism and accidents Must be careful not to violate ADA laws
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Substance Abuse Screening Many employers use drug testing although it is
not always reliable and can be ‘fooled’ May raise ethical issues May not be legal in some cases as it violates right
to privacy
A positive test leads to termination or a refusal to hire
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High Performance Insight
Franciscan Health System operates skilled nursing care facilities in Ohio. It faced several problems, including high turnover of 146% a year.
The problem: High turnover
Their solution: Cut turnover to 71% a year
They devised a nursing assistant test battery consisting of three tests:
• An employment inventory
• A personality survey
• A job preferences inventory
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Rapidly growing city garage needed a better process than an application form and short interview
Employee selection was haphazard with some managers being better at hiring than others
Selected Thomson International’s Personality Profile Analysis program as a third step in their hiring process
City Garage - Strategic HR