Employment Testing is the Practice of Administering Written

8/6/2019 Employment Testing is the Practice of Administering Written

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Employment testing is the practice of administering written, oral or other tests as a means of

determining the suitability or desirability of a job applicant. The premise is that if scores on a

test correlate withjob performance, then it is economically useful for the employer to selectemployees based on scores from that test.

Employers often use tests and other selection procedures to screen applicants for hire and

employees for promotion. There are many different types of tests and selection

procedures, including cognitive tests, personality tests, medical examinations, credit

checks, and criminal background checks.

Types of Employee tests

1. Personality tests

Personality tests may potentially be useful in personnel selection: of the well-known [Big

Five personality traits], only conscientiousness correlates substantially with traditional

measures of job performance, but that correlation is strong enough to be predictive. However,other factors of personality can correlate substantially with non-traditional aspects of job

performance such as leadership and effectiveness in a team environment. The Myers-Briggs

Type Indicator(MBTI) is also used.

The Minnesota Multiphase Personality Inventory (MMPI) is a highly validatedpsychopathology test generally used in a clinical psychology setting that may reveal potential

mental health disorders. Official MMPI-2 Description However, this can be considered by

the Equal Employment Opportunity Commission as the employer having knowledge of amedical condition prior to an offer of employment, which is an illegal basis on which to base

a hiring decision in the United States. Employers considering personality tests should focus

on those designed for that purpose and do not provide any information regarding an

applicant's mental health or stability.

Notable situations in which the MMPI may be used, and is sometimes mandated, are in final

selection for police officers, fire fighters, and other security and emergency personnel,
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especially when required to carry weapons. In that context, an assessment of mental stability

and fitness can be argued as "reasonably related" and necessary in the performance of the

job.

2. Intelligence tests

Tests ofgeneral intelligence are said to correlate very highly with job performance.Otherfactors being equal, supporters claim that a more intelligent person is able to perform a given

job more efficiently. This is especially true in cognitive loaded professions, although

observed correlations are low due to range restriction (e.g., most brain surgeons are highlyintelligent). Those opposed to the use of these tests note that there are substantial cultural

effects on scores, and that many prominent psychologists do not agree that there is a single

measure of intelligence (e.g., Professor Howard Gardner).

3. Job knowledge tests

"Job knowledge tests are used in situations where applicants must already possess a body of

learned information prior to being hired." - U.S. Office of Personnel ManagementJob

knowledge tests are particularly useful in situations where applicants are required to havespecialized knowledge or technical know-how that can only be acquired through extended

periods of either experience or training. Examples of such fields are computer programming,

law, and financial management. Licensing exams and certification programs are also types ofjob knowledge tests. Passing such exams indicates competence in the field's subject or area.

A major consideration of job knowledge tests is validity. Tests must be representative of the

tested field, otherwise complaints in the form of litigation can be brought against the test-

giver.

4. Situational judgment tests

Situational judgment tests are commonly used as employee selection and screening tools andhave been developed to predict employment success. These tests present hypothetical yet

realistic scenarios in a multiple choice format, and applicants are asked to indicate what they

would do in handling a difficult job-related situation effectively. Responses are scored inaccordance to the level of effectiveness, rather than right or wrong.

Situational judgment items measure the suitability of applicants for employment by assessing

their abilities such as problems-solving, service-orientation and achievement-striving. Thesetests screen for candidates with key attributes and assess their capability to perform andrespond to job-related situations. Therefore, results from situational judgment tests provide

more indicative and job-specific information concerning an applicant's competencies, which

may not be initially apparent in their resume or during an interview.

Situational judgment tests are becoming increasingly popular for employee selection incustomer service positions such as sales, retail and hospitality.
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4. Cognitive testsassess reasoning, memory, perceptual speed and accuracy, and skills in arithmetic and

reading comprehension, as well as knowledge of a particular function or job;

5. Physical ability

tests measure the physical ability to perform a particular task or the strength of specific

muscle groups, as well as strength and stamina in general; Medical inquiries and physicalexaminations, including psychological tests, assess physical or mental health

6. Sample job taskse.g., performance tests, simulations, work samples, and realistic job previews) assessperformance and aptitude on particular tasks;

7. Criminal backgroundchecks provide information on arrest and conviction history; Credit checks provide

information on credit and financial history;

8. Performance appraisalsreflect a supervisors assessment of an individuals performance; and

9. English proficiency teststo determine English fluency

EMPLOYEMENT SELECTION

Selection is the process by which an organization chooses from a list of applicants the personor persons who best meet the selection criteria for the position available, considering

currently environmental conditions.

Steps in selection process

The selection process typically consists of eight steps:

1. initial screening interview

2. completion of the application form

3. employment tests

4. comprehensive interview5. background investigation

6. conditional job offer

7. medical/physical exam

8. permanent job offer

The selection process:


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1. Initial Screening

Involves screening of inquiries and screening interviews. Job description information is shared along with a salary range.

2. Completing the Application Form: Key Issues

Gives a job-performance-related synopsis of what applicants have been

doing, their skills and accomplishments.

3. Completing the Application Form: Key Issues Legal considerations

Omit items which are not job-related; e.g., sex, religion, age, nationalorigin, race, color, and disability.

Includes statement giving employer the right to dismiss an employee

for falsifying information. Asks for permission to check work references.

Typically includes employment-at-will statement.

4. Weighted application forms


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a. Individual items of information are validated against performance and

turnover measures and given appropriate weights.

b. Data must be collected for each job to determine how well a particular

item (e.g., years of schooling, tenure on last job) predicts success on target

job.

5. Completing the Application Form: Key Issues

Successful applications Information collected on application forms can be highly predictive of

successful job performance.

Forms must be validated and continuously reviewed and updated. Data should be verified through background investigations.

6. Employment Tests

Estimates say 60% of all organizations use some type of employment tests.

Performance simulation tests: requires the applicant to engage in specific

job behaviors necessary for doing the job successfully. Work sampling: Job analysis is used to develop a miniature replica of thejob on which an applicant demonstrates his/her skills.

7. Employment Tests

Assessment centers: A series of tests and exercises, including individualand group simulation tests, is used to assess managerial potential or other

complex sets of skills.

Testing in a global arena: Selection practices must be adapted to culturesand regulations of host country

8. Comprehensive Interviews:

Interviews involve a face-to-face meeting with the candidate to probe areas notaddressed by the application form or tests.

They are a universal selection tool

Comprehensive Interviews:

Interview Effectiveness Interviews are the most widely used selection tool. Often are expensive, inefficient, and not job-related. Possible biases with decisions based on interviews include prior

knowledge about the applicant, stereotypes, interviewee order.


Interview Effectiveness Impression management, or the applicants desire to project the right

image, may skew the interview results.

Interviewers have short and inaccurate memories: note-taking and

videotaping may help.


Interview Effectiveness Structured interviews use fixed questions designed to assess specific job-

related attributes

More reliable and valid than unstructured ones.


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Best for determining organizational fit, motivation and interpersonalskills.

Especially useful for high-turnover jobs and less routine ones.


Behavioral Interviews

Candidates are observed not only for what they say, but how they behave. Role playing is often used.


Realistic Job Preview RJPs present unfavorable as well as favorable information about the job

to applicants.

May include brochures, films, tours, work sampling, or verbal statements

that realistically portray the job.

RJPs reduce turnover without lowering acceptance rates.Background Investigation:

Verify information from the application form

Typical information verified includes: former employers previous job performance education legal status to work credit references

criminal records

Background Investigation

Qualified privilege

employers may discuss employees with prospective employers without

fear of reprisal as long as the discussion is about job-related documented

facts.

One-third of all applicants exaggerate their backgrounds or experiences. A good predictor of future behavior is an individuals past behavior.

Background Investigation Methods:

Internal investigation: checks former employers, personal references andpossibly credit sources.

External investigation: Uses a reference-checking firm which may obtain more

information, while complying with privacy rights.

Background Investigation Documentation, including whom called, questions asked, information

obtained/not obtained, is important in case an employers hiring decision is later

challenged.

Conditional Job Offers:

Offers of employment made contingent upon successful completion of

background check, physical/medical exam, drug test, etc.


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May only use job-related information to make a hiring decision.

Medical/Physical Examination

Should be used only to determine if the individual can comply with the essentialfunctions of the job.

Americans with Disabilities Act requires that exams be given only afterconditional job offer is made.

Job Offers

Actual hiring decision generally made by the department manager. Candidates not hired deserve the courtesy of prompt notification.

The Comprehensive Approach

Comprehensive selection approach puts applicants through all the steps in theselection process before making a decision.

Assesses both strengths and weaknesses and is considered more realistic.

Now Its Up to the Candidate

The candidate now has to decide whether this is the job for him or her. Applicants who are not hired this time will still form an impression about the

company.

Management should assure the selection process leaves them with a favorable

impression of the company.

Selection for Self-Managed Teams

If teams are given management responsibilities, it makes sense for them to selecttheir own members.

Team members bring to the selection process varied experiences and

backgrounds.

Team members need training in selection and interviewing techniques.

Key Elements for Successful Predictors

Reliability, validity, and cut scores can all help predict which applicants will besuccessful on the job.

Reliability: The ability of the selection tool to measure an attribute consistently. Validity: The relationship between scores on a selection tool and a relevant

criterion, such as job performance.

Indicates how well a selection tool predicts job performance. Content Construct Criterion-related

Content validity: The degree to which the content of the test, as a sample,

represents situations on the job.

Construct validity: The degree to which a particular trait is related to successful

performance on the job.


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Criterion-related validity: The degree to which a particular selection device

accurately predicts the important elements of work behavior.

Predictive validity uses selection test scores of applicants to compare withtheir future job performance.

Concurrent validity correlates the test scores of current employees withmeasures of their job performance.

Validity Analysis: Correlation coefficients (validity coefficients) ranging from +1to 1 summarize the statistical relationship between an individuals test score

and his/her job performance.

Cut Scores and Their Impact on Hiring: Cut scores on a selection device can be determined by validity studies. Applicants scoring below the cut score are predicted to be unsuccessful on the

job and are rejected.

Validity Generalization: This is a situation where a test may be valid for

screening applicants for a variety of jobs and performance factors across many

occupations.

Selection From a Global Perspective Selection criteria for international assignments includes


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interest in working overseas ability to relate to different cultures and environments

supportiveness of the candidates family Women executives have done well abroad in Asia and Latin America, despite

past reluctance to assign them to these countries.

Why careful selection is Important?

Organizational Performance

Costs of recruiting and hiring

Legal obligations and liability

The Importance of selecting the right employees

Performance: - Performance should be tested highly when they are at door.

Cost: - The total cost of hiring a manager is could easily be 10 times as high once

You add search fees, interviewing time, reference checking, travel and

Moving expenses.

Legal obligations

1. Equal employment laws require nondiscriminatory selection process.

2. Courts will find the employer liable when employees with criminal records or other

problems use access to customers homes to commit crimes.


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Documents

Employment Testing is the Practice of Administering Written