5-1 © 2003 Prentice Hall, Inc. Instructor presentation questions: [email protected] Chapter 5 Employee Testing and Selection

5-1 © 2003 Prentice Hall, Inc.

Instructor presentation questions: [email protected]

Chapter 5

Employee Testing and Selection

© 2003 Prentice Hall, Inc.5-2

Chapter 5 Outline

Why Careful Selection is Important Basic Testing Concepts

Validity Reliability How to Evaluate a Test


Chapter 5 Outline

Basic Testing Concepts EEO Aspects of Testing

Research Insight The Issue of Privacy Using Tests at Work Computer-Interactive Testing


Chapter 5 Outline

Types of Tests Tests of Cognitive Abilities Tests of Motor and Physical Abilities Measuring Personality and Interests

Research Insight Achievement Tests

HR.net Using the Web for Testing


Chapter 5 Outline

Work Samples and Simulations Work Sampling for Employee Selection Management Assessment Centers Video-based Situational Testing The Miniature Job Training and Evaluation

Approach Other Selection Techniques

Background Investigations and Reference Checks Pre-employment Information Services


Chapter 5 Outline

Other Selection Techniques The Polygraph and Honesty Testing

Research Insight Graphology Physical Examination Substance Abuse Screening High-Performance Insight Strategy and HR: City Garage’s New Hiring Process Complying with Immigration Law


What You Should Be Able to Do (Cont.)

Describe the overall selection process List the ethical and legal issues in testing Explain how you would go about

validating a test List eight tests you could use for

employee selection, and how you would use them


What You Should Be Able to Do (Cont.)

Cite and illustrate our testing guidelines Explain what an assessment center is Explain the key points to remember in

conducting background investigations


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.

Definition

Definition


Why Careful Selection Is Important

HR 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


How to Avoid Litigation

Carefully scrutinize Get written okay Save records Reject applicants Balance privacy rights with ‘need to know’ Take immediate action


Testing Concepts 101

Test validity checks whether or not a test measures what it is supposed to measure Criterion Content

Both test validity

Test reliability = a test’s consistency or accuracyValidity and reliability aid in effective applicant selection


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)


Test Reliability

Does the same test given to the same person result in the same test outcome?

Retest estimate Equivalent form estimate e.g. SAT Internal consistency or comparison

estimate


Causes of Test Unreliability

Questions may do poor job of sampling the material

Changes in testing condition may cause errors

More causes listed in the internet appendix


How to Validate a Test

Analyze job & write description

1

Choose the tests

2Administer

tests3

Relate scores & criteria

4

Cross-validate& revalidate

5


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


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


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:

Visit Applied Assessments


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


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


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


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


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 recordsUse a certified psychologistManage test conditions


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


Perceived Fairness to Test Takers

Follow good test practices – a quiet, monitored test room

The “obviousness” of the line between the selection procedure and the job

GraphologyHonesty &Personality

Written Ability

BiographicalInformation

Interviews &Work Sample

Unfair Neutral Favorable Fair


Privacy and the Law

Supreme court decisions protect us from intrusive government action by setting limits on disclosure of personal information

Common law of torts precludes disclosure of personal information outside the company

Some states recognize common law as it applies to invasion of privacy


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


Using Tests at Work

Are you prone to

accidents at work?

This test helps you

rate your chances


Computerized Testing

Visit

Their tests reduce costs and raise quality


Types of Tests

Cognitive Intelligence quotient Specific cognitive abilities or aptitude

Smoothest ride?A, B, or C?

Which shape hasthe greatest area?

Motor and physical ability Dexterity


Types of Tests

Personality and interests Interest inventories

Achievement What is ‘tolerance’?


Types of Tests

Wonderlic personal characteristics inventory measures general mental ability

Predictive Index measures work-related personality traits, drives, and behaviors

Projective techniques like MAPS, HTP, and Forer Structured Sentence Completion


Even More About Tests!

Effectiveness The “Big Five”Interest InventoriesAchievement Tests


Smart or Personable

Both personality and intelligence drive careers When defining career success in terms of

intrinsic and extrinsic success, conscientiousness predicted both

Neuroticism negatively predicted extrinsic success

Intelligence positively predicted extrinsic career success


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


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

Definition

Definition


Typical MAC Exercises

The In-basket Leaderless group discussion Management games

Objective testsThe interview

Individual presentations


Video Based Situational Tests

Presents candidate with several scenarios

Maybe not but this has happened before.

But I didn’t work late last night.

Look at this place, that’s why! I take a day off and come back to find this mess.

Well, I’m glad you’re here.

Oh? Why is that?


Video Based Situational Tests

If you were this associate what would you do?

a. Let the other associates responsible for the mess know that you had to take the heat.

b. Straighten up the department, and try to reason with the manager later.

c. Suggest to the manager that he talk to the other associates who made the mess.

d. Take it up with the manager’s boss.

e. Quit!


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


Reference Check Form


Reference Check Form (Cont.)


Giving and Getting References

Common law Defamation Making background

checks more useful

Giving references: know the law


Pre-employment Information Services

Services store and search databases 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


Guidelines for Using Background Information Checks

Check all applicable state laws Review the impact of federal equal

employment laws Remember the Federal Fair Credit Reporting

Act Do not obtain information that you’re not going

to use


Remember that using arrest information will be highly suspect

Avoid blanket policies Use information that is specific and job related Keep information confidential and up to date Never authorize an unreasonable investigation

Guidelines for Using Background Information Checks


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


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


Hand Writing Tests

Graphology may not be used as a screening test as it is not reliable


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


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


High Performance Insight

Franciscan Health System operates skilled nursing care facilities in Ohio. It faced several problems, including high turnover of 146%/year.

The problem: High turnover

Their solution: Cut turnover to 71%/year

They devised a nursing assistant test battery consisting of three tests:

• An employment inventory

• A personality survey

• A job preferences inventory


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


Complying With Immigration Law

Hire only citizens & aliens lawfully authorized Advise new job applicants of your policy Complete & sign the verification form I-9 Examine documentation presented by new

employees Retain the form Present the form for inspection by INS or DOL

officers


Summary of Chapter 5

Testing for screening and job candidate selection

Test validity (including criterion and content)

Reliability or consistency of tests The many types of personnel tests


Summary of Chapter 5(Cont.)

The 5 steps to make a selection test useful EEO laws regarding tests and some basic test

guidelines Work sampling selection techniques Management Assessment Centers And background and reference checks Whew!

Documents

5-1 © 2003 Prentice Hall, Inc. Instructor presentation questions: [email protected] Chapter 5 Employee Testing and Selection