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Employee Testing & Selection

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Employee Testing & Selection

Uploaded by

saddamaliveeghio
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Testing and

Selection

6–1
Why Careful Selection is Important

The Importance of Selecting


the Right Employees

Organizational Costs of recruiting Legal obligations


performance and hiring and liability

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–2


Avoiding Negligent Hiring Claims
• Carefully scrutinize information on employment
applications.
• Get written authorization for reference checks, and
check references.
• Save all records and information about the applicant.
• Reject applicants for false statements or conviction
records for offenses related to the job.
• Balance the applicant’s privacy rights with others’
“need to know.”
• Take immediate disciplinary action if problems arise.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–3


Basic Testing Concepts
• Reliability
 Describes the consistency of scores obtained by the same
person when retested with the identical or alternate forms of the
same test.
 Are test results stable over time?

• Validity
 Indicates whether a test is measuring what it is supposed to be
measuring.
 Does the test actually measure what it is intended to measure?

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–4


Types of Validity

Types of
Test Validity

Criterion validity Content validity

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–5


Evidence-Based HR: How to
Validate a Test
Steps in Test Validation

1 Analyze the Job: predictors and criteria

2 Choose the Tests: test battery or single test

3 Administer the Test: concurrent or predictive validation

4
Relate Your Test Scores and Criteria: scores versus actual performance

5
Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–6


Test Takers’ Individual
Rights and Test Security
• Under the APA’s standard for educational and
psychological tests, test takers have the following
rights:
 The right to the confidentiality of test results.
 The right to informed consent regarding use of these results.
 The right to expect that only people qualified to interpret the
scores will have access to them, or that sufficient information
will accompany the scores to ensure their appropriate
interpretation.
 The right to expect the test is fair to all. For example, no one
taking it should have prior access to the questions or
answers.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–7


How Do Employers Use Tests at
Work?
• Major Types of Tests
 Basic skills tests

 Job skills tests

 Psychological tests

• Why Use Testing?


 Increased work demands = more testing

 Screen out bad or dishonest employees

 Reduce turnover by personality profiling

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–8


Types of Tests

What Different Tests


Measure

Motor and
Cognitive Personality Current
physical
abilities and interests achievement
abilities

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–9


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

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–10


The “Big Five”

Extraversion

Conscientiousnes Emotional stability/


s Neuroticism

Openness to
Agreeableness
experience

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–11


Work Samples and
Simulations
Measuring Work
Performance Directly

Management Video-based Miniature job


Work
assessment situational training and
samples
centers testing evaluation

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–12


Background Investigations and
Other Selection Methods
• Investigations and Checks
 Reference checks
 Background employment checks
 Criminal records
 Driving records
 Credit checks

• Why?
 To verify factual information provided by applicants
 To uncover damaging information

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–13


Background Investigations and
Reference Checks

Former Employers

Current Supervisors

Sources of Commercial Credit


Information Rating Companies

Written References

Social Networking
Sites

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–14


Limitations on Background
Investigations and Reference
Checks
Legal Issues:
Defamation

Background
Employer Legal Issues:
Guidelines
Investigations and Privacy
Reference Checks

Supervisor
Reluctance

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–15


Making Background Checks More
Useful
1. Include on the application form a statement for
applicants to sign explicitly authorizing a background
check.
2. Use telephone references if possible.
3. Be persistent in obtaining information.
4. Compare the submitted résumé to the application.
5. Ask open-ended questions to elicit more information
from references.
6. Use references provided by the candidate as a source
for other references.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–16


Using Preemployment Information
Services
Acquisition and Use of Background Information

1 Disclosure to and authorization by applicant/employee

2 Employer certification to reporting agency

3 Providing copies of reports to applicant/employee

4 Notice of adverse action to applicant/employee

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–17


Honesty Testing Programs:
What Employers Can Do
• Antitheft Screening Procedure:
 Ask blunt questions.
 Listen, rather than talk.
 Do a credit check.
 Check all employment and personal references.
 Use paper-and-pencil honesty tests and psychological tests.
 Test for drugs.
 Establish a search-and-seizure policy and conduct searches.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–18


Physical Examinations
• Reasons for preemployment medical examinations:
 To verify that the applicant meets the physical requirements of
the position.
 To discover any medical limitations to be taken into account in
placing the applicant.
 To establish a record and baseline of the applicant’s health for
future insurance or compensation claims.
 To reduce absenteeism and accidents.
 To detect communicable diseases that may be unknown to the
applicant.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–19


Substance Abuse Screening
• Types of Screening
 Before formal hiring
 After a work accident
 Presence of obvious behavioral symptoms
 Random or periodic basis
 Transfer or promotion to new position

• Types of Tests
 Urinalysis
 Hair follicle testing

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–20

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