Chapter 6(slection) HRM Garry Desler

Human Resource Management

TWELFTH EDITION

G A R Y D E S S L E R

B I J U V A R K K E Y

Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e

Employee Testing and SelectionChapter 6

Part 2 | Recruitment and Placement


6–2

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


6–3

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?


6–4

Types of ValidityTypes of Validity

Criterion Validity

Content Validity

Test Validity

Face Validity


6–5

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


6–6

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.


6–7

FIGURE 6–4 Sample Test

Source: Courtesy of NYT Permissions.


6–8

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


6–9

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


6–10

Types of TestsTypes of Tests

Cognitive (Mental) Abilities

AchievementMotor and Physical Abilities

Personality and

Interests

What Tests Measure


6–11

FIGURE 6–5 Type of Question Applicant Might Expect on a Test of Mechanical Comprehension


6–12

The “Big Five”The “Big Five”

Extraversion

Emotional Stability/Neuroticism

AgreeablenessOpenness to Experience

Conscientiousness


6–13

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


6–14

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


Physical ability tests Moderate to high

High (against females and older workers)


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.


6–15

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 Educational qualificationsEducational qualifications 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.


6–16

FIGURE 6–7Reference Checking Form


6–17

Background Investigations and Background Investigations and Reference Checks (continued)Reference Checks (continued)

Former Employers

Current Supervisors

Written References

Social Networking Sites

Commercial Credit Rating Companies

Sources of Information


6–18

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


6–19

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 produce more Ask open-ended questions to produce more information from references.information from references.


6–20

FIGURE 6–8 Handwriting of an Uptight Personality

Source:http://www.graphicinsight.co.za/writingsamples.htm#The%20Uptight%20Personality%2, accessed March 28,2009. Used with permission ofwww.graphicinsight.co.za.


6–21

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.


6–22

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

Technology

Chapter 6(slection) HRM Garry Desler