1、Employee Testing and Selection, 2005 Prentice Hall Inc. All rights reserved.,62,Why Careful Selection is Important,The importance of selecting the right employees Organizational performance always depends in part on subordinates having the right skills and attributes. Recruiting and hiring employees

2、 is costly. The legal implications of incompetent hiring EEO laws and court decisions related to nondiscriminatory selection procedures The liability of negligent hiring of workers with questionable backgrounds, 2005 Prentice Hall Inc. All rights reserved.,63,Avoiding Negligent Hiring Claims,Careful

3、ly scrutinize information supplied by the applicant on his or her employment application. Get the applicants written authorization for reference checks, and carefully check references. Save all records and information you obtain about the applicant. Reject applicants who make false statements of mat

4、erial facts or who have conviction records for offenses directly related and important to the job in question. Balance the applicants privacy rights with others “need to know,” especially when you discover damaging information. Take immediate disciplinary action if problems arise., 2005 Prentice Hal

5、l Inc. All rights reserved.,64,Basic Testing Concepts,Reliability The consistency of scores obtained by the same person when retested with the identical or equivalent tests. Are the test results stable over time? Test validity The accuracy with which a test, interview, and so on measures what it pur

6、ports to measure or fulfills the function it was designed to fill. Does the test actually measure what we need for it to measure?, 2005 Prentice Hall Inc. All rights reserved.,65,Sample Picture Card fromThematic Apperception Test,Figure 61,How do you interpret this picture?,Source: Harvard Universit

7、y Press. Used with permission., 2005 Prentice Hall Inc. All rights reserved.,66,Types of Validity,Criterion validity A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion). Are test scores in this class related to students knowledge of hum

8、an resource management? Content validity A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question. Do the test questions in this course relate to human resource management topics? Is taking an HR course the same as doing HR?, 200

9、5 Prentice Hall Inc. All rights reserved.,67,Examples of Web Sites Offering Information on Tests or Testing Programs,www.hr- Provides general information and sources for all types of employment tests. /buros/jsp/search.jsp Provides technical information on all types of employment

10、and nonemployment tests. /testcoll/index.html Provides information on over 20,000 tests. Information from Kaplan test preparation on how various admissions tests work. /default.asp?source=GW-emptest One of many firms offering employment tests.,Figure 62, 2005 Prentice H

11、all Inc. All rights reserved.,68,How to Validate a Test,Step 1: Analyze the job Predictors: job specification (KSAOs) Criterion: quantitative and qualitative measures of job success Step 2: Choose the tests Test battery or single test? Step 3: Administer the test Concurrent validation Current employ

12、ees scores with current performance Predictive validation Later-measured performance with prior scores, 2005 Prentice Hall Inc. All rights reserved.,69,How to Validate a Test (contd),Step 4: Relate Test Scores and Criteria Correlation analysis Actual scores on the test with actual performance Step 5

13、: Cross-Validate and Revalidate Repeat Step 3 and Step 4 with a different sample of employees., 2005 Prentice Hall Inc. All rights reserved.,610,Expectancy Chart,Figure 63,Note: This expectancy chart shows the relation between scores made on the Minnesota Paper Form Board and rated success of junior

14、 draftspersons. Example: Those who score between 37 and 44 have a 55% chance of being rated above average and those scoring between 57 and 64 have a 97% chance., 2005 Prentice Hall Inc. All rights reserved.,611,Testing Program Guidelines,Use tests as supplements. Validate the tests. Monitor your tes

15、ting/selection program Keep accurate records. Use a certified psychologist. Manage test conditions. Revalidate periodically.,Table 61, 2005 Prentice Hall Inc. All rights reserved.,612,High Performance Insight,Franciscan Health System operates skilled nursing care facilities in Ohio. It faced several

16、 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, 2005 Prentice Hall Inc. All rights r

17、eserved.,613,Using Tests at Work,Are you prone to accidents at work? This test helps you rate your chances, 2005 Prentice Hall Inc. All rights reserved.,614,Using Tests at Work,Major types of tests used by employers Basic skills tests (45%) Drug tests (47%) Psychological tests (33%) Use of testing L

18、ess overall testing now but more testing is used as specific job skills and work demands increase. Screen out bad or dishonest employees Reduce turnover by personality profiling Source of tests Test publishers, 2005 Prentice Hall Inc. All rights reserved.,615,Computer-Interactive Testing,Types of te

19、sts Specialized work sample tests Numerical ability tests Reading comprehension tests Clerical comparing and checking tests Online tests Telephone prescreening Offline computer tests Virtual “inbox” tests Online problem solving tests, 2005 Prentice Hall Inc. All rights reserved.,616,High Performance

20、 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 employm

21、ent inventory,A personality survey,A job preferences inventory, 2005 Prentice Hall Inc. All rights reserved.,617,Types of Tests,Tests of cognitive abilities Intelligence Tests Tests of general intellectual abilities that measure a range of abilities, including memory, vocabulary, verbal fluency, and

22、 numerical ability. Aptitude tests Tests that measure specific mental abilities, such as inductive and deductive reasoning, verbal comprehension, memory, and numerical ability., 2005 Prentice Hall Inc. All rights reserved.,618,Types of Tests (contd),Tests of motor abilities Tests that measure motor

23、abilities, such as finger dexterity, manual dexterity, and reaction time. Tests of physical abilities Tests that measure static strength, dynamic strength, body coordination, and stamina., 2005 Prentice Hall Inc. All rights reserved.,619,Problem from the Test ofMechanical Comprehension,Figure 65,Whi

24、ch gear will turn the same way as the driver?,Source: Reproduced by permission. Copyright 1967, 1969 by The Psychological Corporation, New York, NY. All rights reserved. Authors note: 1969 is the latest copyright on this test, which is still the main one used for this purpose., 2005 Prentice Hall In

25、c. All rights reserved.,620,Measuring Personality and Interests,Personality tests Tests that use projective techniques and trait inventories to measure basic aspects of an applicants personality, such as introversion, stability, and motivation. Disadvantage Personality testsparticularly the projecti

26、ve typeare the most difficult tests to evaluate and use. Advantage Tests have been used successfully to predict dysfunctional job behaviors and identify successful candidates for overseas assignments., 2005 Prentice Hall Inc. All rights reserved.,621,The “Big Five”,Extraversion The tendency to be so

27、ciable, assertive, active, and to experience positive effects, such as energy and zeal. Emotional stability/neuroticism The tendency to exhibit poor emotional adjustment and experience negative effects, such as anxiety, insecurity, and hostility. Openness to experience The disposition to be imaginat

28、ive, nonconforming, unconventional, and autonomous. Agreeableness The tendency to be trusting, compliant, caring, and gentle. Conscientiousness Is comprised of two related facets: achievement and dependability., 2005 Prentice Hall Inc. All rights reserved.,622,Other Tests,Interest inventories Person

29、al development and selection devices that compare the persons current interests with those of others now in various occupations so as to determine the preferred occupation for the individual. Achievement tests Test that measure what a person has already learned“job knowledge” in areas like accountin

30、g, marketing, or personnel., 2005 Prentice Hall Inc. All rights reserved.,623,Other Tests (contd),Web-Based (Online) testing Eliminates costly and inefficient paper-and-pencil testing processes. Allows for role-playing by applicants. Use of computer-based scoring eliminates rater bias. Provides imme

31、diate scoring and feedback of results to applicants. Can be readily customized for specific jobs., 2005 Prentice Hall Inc. All rights reserved.,624,Work Samples,Work samples Actual job tasks are used in testing applicants performance. Work sampling technique A testing method based on measuring an ap

32、plicants performance on actual basic job tasks., 2005 Prentice Hall Inc. All rights reserved.,625,Example of a Work Sampling Question,Figure 66, 2005 Prentice Hall Inc. All rights reserved.,626,Work Simulations,Management assessment center A simulation in which management candidates are asked to per

33、form realistic tasks in hypothetical situations and are scored on their performance. Typical simulated exercises include: The in-basket Leaderless group discussion Management games Individual presentations Objective tests The interview, 2005 Prentice Hall Inc. All rights reserved.,627,Work Simulatio

34、ns (contd),Video-Based situational testing A situational test comprised of several video scenarios, each followed by a multiple choice question that requires the candidate to choose from among several courses of action. While the evidence is mixed, the results suggest that video-based situational te

35、sts can be useful for selecting employees., 2005 Prentice Hall Inc. All rights reserved.,628,Video Based Situational Tests,Presents candidate with several scenarios:,Maybe not but this has happened before.,But I didnt work late last night.,Look at this place, thats why! I take a day off and come bac

36、k to find this mess.,Well, Im glad youre here.,Oh? Why is that?, 2005 Prentice Hall Inc. All rights reserved.,629,Video Based Situational Tests,If you were this associate what would you do?,Let the other associates responsible for the mess know that you had to take the heat.,b. Straighten up the dep

37、artment, 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 managers boss.,e. Quit!, 2005 Prentice Hall Inc. All rights reserved.,630,Work Simulations (contd),The miniature job training and evaluation app

38、roach Candidates are trained to perform a sample of the jobs tasks, and then are evaluated on their performance. The approach assumes that a person who demonstrates that he or she can learn and perform the sample of tasks will be able to learn and perform the job itself., 2005 Prentice Hall Inc. All

39、 rights reserved.,631,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 Internationals Personality Profile Analysis program as a third step in their

40、hiring process,City Garage - Strategic HR, 2005 Prentice Hall Inc. All rights reserved.,632,Background Investigations and Reference Checks,Extent of investigations and checks Reference checks (87%) Background employment checks (69%) Criminal records (61%) Driving records (56%) Credit checks (35%) Re

41、asons for investigations and checks To verify factual information provided by applicants. To uncover damaging information., 2005 Prentice Hall Inc. All rights reserved.,633,Reference Checking Form,Figure 67,(Verify that the applicant has provided permission before conducting reference checks) Candid

42、ate Name: Reference Name:Company Name: Dates of Employment:(From: and To:) Position(s) Held:Salary History: Reason for Leaving: Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving) 1. Please describe the type of work for which the c

43、andidate was responsible. 2. How would you describe the applicants relationships with coworkers, subordinates (if applicable), and with superiors? 3. Did the candidate have a positive or negative work attitude? Please elaborate 4. How would you describe the quantity and quality of output generated b

44、y the former employee? 5. What were his/her strengths on the job? 6. What were his/her weaknesses on the job? 7. What is your overall assessment of the candidate? 8. Would you recommend him/her for this position? Why or why not? 9. Would this individual be eligible for rehire? Why or why not? Other

45、comments?,Source: Society for Human Resource Management, 2004., 2005 Prentice Hall Inc. All rights reserved.,634,Background Investigations and Reference Checks (contd),Sources of information for background checks: Former employers Current supervisors Commercial credit rating companies Written refere

46、nces, 2005 Prentice Hall Inc. All rights reserved.,635,Background Investigations and Reference Checks (contd),Legal limitations on background checks Privacy Act of 1974 Fair Credit Reporting Act of 1970 Family Education Rights and Privacy Act of 1974 (and Buckley Amendment of 1974) Freedom of Inform

47、ation Act of 1966 1990 Americans with Disabilities Act (ADA), 2005 Prentice Hall Inc. All rights reserved.,636,Background Investigations and Reference Checks (contd),Reference providers concerns Fear of legal reprisal for defamation Not wanting to damage the applicants chances Helping to get rid an

48、incompetent employees, 2005 Prentice Hall Inc. All rights reserved.,637,Making Background Checks More Useful,Include on the application form a statement for applicants to sign explicitly authorizing a background check. Use telephone references if possible. Be persistent in obtaining information. Ask

49、 open-ended questions to elicit more information from references. Use references provided by the candidate as a source for other references., 2005 Prentice Hall Inc. All rights reserved.,638,Using Preemployment Information Services,Concerns about checking applicant histories Various equal employment

50、 laws discourage or prohibit the use of such information in employee screening. Courts view making employment decisions based on someones arrest record as unfairly discriminatory. The EEOC says a poor credit history should not by itself preclude someone from getting a job., 2005 Prentice Hall Inc. A

51、ll rights reserved.,639,Checking Background Information,Step 1Disclosure and authorization. Inform the employee/applicant that a report will be requested and obtain written authorization. Step 2Certification. The employer must certify to the reporting agency that the employer will comply with the fe

52、deral and state legal requirements. Step 3Providing copies of reports. The employer must provide copies of the report to the applicant or employee if adverse action is contemplated., 2005 Prentice Hall Inc. All rights reserved.,640,Checking Background Information (contd),Step 4Notice after adverse a

53、ction. After the employer provides the employee or applicant with copies of the investigative reports and a “reasonable period” has elapsed, the employer may take an adverse action., 2005 Prentice Hall Inc. All rights reserved.,641,Collecting Background Information,Check all applicable state laws. R

54、eview the impact of federal equal employment laws. Remember the Federal Fair Credit Reporting Act. Do not obtain information that youre not going to use. Remember that using arrest information will be highly suspect. Avoid blanket policies (such as “we hire no one with a record of workers compensati

55、on claims”). Use information that is specific and job related. Keep information confidential and up to date. Never authorize an unreasonable investigation.,Figure 68,Source: Adapted from Jeffrey M. Hahn, “Pre-Employment Services: Employers Beware?” Employee Relations Law Journal 17, no. 1 (Summer 19

56、91), pp. 4569; and Shari Caudron, “Who are you really hiring?”, Workforce, November 2002, pp. 2832., 2005 Prentice Hall Inc. All rights reserved.,642,Collecting Background Information (contd),Make sure you always get at least two forms of identification from the applicant. Always require applicants

57、to fill out a job application. Compare the application to the rsum Particularly for executive candidates, include background checks of such things as involvement in lawsuits, and of articles about the candidate in local or national newspapers. Separate the tasks of (1) hiring and (2) doing the backg

58、round check.,Figure 68 (contd),Source: Adapted from Jeffrey M. Hahn, “Pre-Employment Services: Employers Beware?” Employee Relations Law Journal 17, no. 1 (Summer 1991), pp. 4569; and Shari Caudron, “Who are you really hiring?”, Workforce, November 2002, pp. 2832., 2005 Prentice Hall Inc. All rights

59、 reserved.,643,The Polygraph and Honesty Testing,The polygraph (or lie detector) A device that measures physiological changes, The assumption is that such changes reflect changes in emotional state that accompany lying. Employee Polygraph Protection Act of 1988. Prohibits employers (in most all cases) from conducting polygraph examinations of all job applicants and most employees. Also prohibited are other mechanical or electrical devices including psychological stress evaluators and voice stress analyzers., 2005 Prentice Hall Inc. All rights reserved.,644,Permitted Users of the Polygraph