Download - Dessler samer inppt06 (1)

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Employee Testing and Selection6

Chapter 6-1


Selection MethodsTestingBackground Investigation + Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening

(#)-33


Why Careful Selection is Important

• Performance• Cost• Legal obligations(EEO, negligent hiring, defamation)

• Person and job/organization fit

Chapter 6-4


Basic Testing Concepts• Reliability(consistent score)

o retest estimationo Equivalent form estimation(experts)o Internal comparison estimate(test item)

• ValidityoCriterion validityoContent validityoConstruct validity

Chapter 6-5


Evidence-Based HR: How to Validate a Test

• Analyze(predictors &criteria)

• Choose• Administer(concurrent &predictive )

• Relate• Cross-validate

Chapter 6-6


Scoring

Chapter 6-7


Individual Right and Test Security

Chapter 6-8

•Confidentiality•Use of results•Scoring by qualified people•Fairness•Privacy


• Rights and security• Privacy• Tests at work• Computerized,

online testing

Chapter 6-9

Evidence-Based HR: Test Validation Other Issues


Types of Tests• Cognitive abilities

Intelligence tests

Specific cognitive abilities

• Motor & physical abilities• Measuring personality• Interest inventories• Achievement tests

Chapter 6-10

Test of cognitive abilities Intelligence tests (IQ)

tests of general intellectual abilities. They measure a range of abilities, including memory, vocabulary, verbal fluency, and numerical ability

IQ often measured with individual administered tests like Stanford- binet test

Test of cognitive abilities Specific cognitive abilities

also measures of specific cognitive abilities, such as deductive reasoning, verbal comprehension, memory, and numerical ability.

Psychologists often call aptitude tests , since they purport measure aptitude for the job in question

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

6–13

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

Tests of motor and physical abilities

•You also might need to measure motor abilities, such as finger dexterity, manual

dexterity, and (if hiring pilots) reaction time.•Tests of physical abilities required ,include static strength (such as lifting weights)

Dynamic strength (like pull- ups)

Body coordination(as in jumping rope)

Stamina

Measuring personality and interests

•Personality tests measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation.

Some of these tests are projective. The psychologist presents an ambiguous stimulus (like an inkblot or clouded picture) to the person. The person then reacts to it.

Other personality tests are self-reported: applicants complete them themselves


What do personality tests measure?

• The “Big Five”• Predicting performance• Caveats

Chapter 6-16


6–17

The “Big Five”Extraversion

Emotional stability/

Neuroticism

AgreeablenessOpenness to experience

Conscientiousness

The ‘‘Big Fine’’ Extraversion: tendency to be sociable, assertive, active, and to experience positive effect, such as energy and zeal

Neuroticism: tendency to exhibit poor adjustment and experience negative effect, such as anxiety, insecurity, and hostility.

Openness to experience: the disposition to be imagination, nonconforming, unconventional, and autonomous.

Agreeableness : tendency to be trusting, compliant, caring, and gentle.

Conscientiousness: comprised of two related facts: achievement and dependability

Predicting performance Personality traits can be predictive since they do often correlate with job performance.

Other traits correlate with occupational success.

For example, extraversion correlates with success in sales and management jobs.

Caveats there are three caveats:

First, projective tests are hard to interpret. An expert must analyze the test taker’s interpretations and make conclusions about his or her personality.

Second, personality tests can trigger legal

challenges.

Third, some dispute that self-reported personality tests predict performance at all.

Interest inventories

Interest inventories compare one’s interests with those of people in various occupations

Interest inventories have many uses ,they are irreplaceable in career planning, since person will likely do better in job that involve activates in which he or she interested

Achievement tests

achievement tests measure what someone has learned.

They measure your (job knowledge) in areas like economics, marketing .

They are popular at work


Examples of work sample/simulation tests

Chapter 6-23

Work samples and simulationswork samples : examinees are presented with situations representative of the job for which they’re applying, and are evaluated on their responses.

Work sample technique: predict job performance by requiring job candidates to perform one or more sample job tasks

Advantage:

1. Measure actual job tasks

2. Content

3. Dose not delveinto the applicant personality

4. Designed properly

Work samples and simulations•Basic procedure

select a sample of several tasks crucial to performing the job, and then test applicants on them•Situational judgment tests

personnel tests “…designed to assess an applicant’s judgment regarding a situation encountered in the workplace.” they are effective and widely used.

Work samples and simulations•Management assessment centers

is a 2- to 3-day simulation in which 10 to 12 candidates perform realistic management tasks such as making presentations.

Typical simulated tasks include:

1. The in-basket

2. Leaderless group discussion

3. Management game

4. Individual presentation

5. Objective tests

6. The interview

Work samples and simulations

•Situational testing

require examinees to respond to situations representative of the job.

•video-based testing

Present the candidate with several online or pc- based video situation each followed by one or more multiple – choice question

Work samples and simulations•Computerized multimedia assessment

Employers increasingly use computerized multimedia candidate assessment tools.

allows speed and flexibility in the testing process•Miniature job training and evaluation

Training candidates to perform several of job tasks , then evaluating candidates performance prior to hire

Work samples and simulations•Realistic job previews

present the candidate with detailed and highly realistic information about the job and the environment.

•Testing techniques for managers

You may find that, even in large companies, when it comes to screening employees, you’re on your own. The human resource department may work with you to design and administer screening tests. However, HR may be able to do little more than the recruiting, prescreening, background checks, and arrange for drug and physical exams.


6–30

TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria

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.

Selection Methods

TestingBackground Investigation + Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening

Background Investigations

Aims to: 1) Verify applicant’s Info.

2) Uncovered damaging Info..

3) avoid hiring mistakes

4) cost effective

Kind of info.: Date of prior employment. country criminal record education . Credit

record ……

How deep should be: Depend on position to fill &periodically credit check.

How useful : Its not so useful most manger view

Why background Investigation is not useful

1 •To give employee anther chance

2 •To get rid off employee

3 •Legal concerns

DefamationPrivacy

Defamation Vs Privacy

Defamation Privacy

• False Info.• Harm the

reputation• Preventing others

from dealing with

• True Info.• Embarrassing• Embarrass to

deal with others

How to Avoid legal Dangers

• Only authorized manager provide info.• Do not volunteer info.• Avoid vague statement• Do not answer trap questions• Establish policies for providing info.

Not disclosing relevant info. Can be dangerous

Ways of checking candidate’s background

How to Make Background Check More Valuable

• Explicit authorization background check statement.• Rely on telephone references.• Persistence and attentiveness to red flags improves

results.• Compare the application to resume• Ask open ended question(info. Going to use, arrest info is

highly suspect, specific, job related, confidential) .

• Use reference to reach other references

Selection Methods

TestingBackground Investigation+Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening

Pre-employment Information service

Use with Caution

Complying with EEO law

State & federal law

How to avoid that• Disclosure and authorization

• Certification• Providing copies of reports• Notice after action.

Selection Methods TestingBackground Investigation+Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening

The Polygraph

Government Private

• National defense

• Nuclear power• Access to

highly classified info.

• FBI

• Security person• Person access to

drugs• Economic loss

investigation ( standers)

Economic loss investigation ( standers)

• Show that suffered an economic loss• Show that the employ had access to property• Have reasonable suspicion• Give employee details of investigation before

test

Honesty Testing

• Ask blunt question• Listen rather than talk• Do a credit check• Check all employment and personal

reference• Use paper and pencil test• Test of drugs• Establish search policy

Invasion of privacy

Selection Methods

TestingBackground Investigation & Reference CheckPre-employment InformationHonesty TestingGraphology & Physical ExamsSubstance Abuse Screening

Graphology

Refers to the use of handwriting analysis to determine the writer’s basic personality traits

Physical Exams• Meet the position’s physical requirements• Discover any medical limitation• Establish a baseline for insurance• Reduce absenteeism• Detect communicable diseases

Selection Methods

TestingBackground Investigation & Reference CheckPre-employment InformationHonesty TestingGraphology & Physical ExamsSubstance Abuse Screening

Substance Abuse Screening

• Test before hire• Test after hire

What to do if an employee test positive ?

•Do not hire and tell why•Law with employer in sensitive jobs

Complying With Immigration Law

• Show a document that prove the personal ID and employment eligibility

• Show a document that prove the personal , along with a second document showing the person’s employment eligibility, such as work permit

How to protect yourself from immigration lows

• Use E-Verify• Systematic background checks • Pre employment screening( drug, criminal, references)

• Verify social security number• Verify all applicant documents not only

suspicious