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Testing Why Bother - Selection Testing

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Testing Why Bother - Selection Testing

  1. 1. Testing... Why Bother? Testing for Selection Presented by: William (Chip)Valutis, PhD
  2. 2. When would business organizations benefit from the use of testing?
  3. 3. Scenario: You’re having trouble hiring good help. You’ve dabbled in some testing but it hasn’t made your problems go away. migrainereliefchiropractic.com
  4. 4. Engage in a job description process. Specify what qualities are needed in successful applicants. Seek valid ways to assess those qualities. Use multiple methods to help evaluate candidate/job match (tests are one tool). If unsure about legal parameters and test usage, seek consultation. Solution: Assess Applicants During Selection Process
  5. 5. As much as 40% of applicants lie about work history and educational background on resumes About 20% of applicants present false credentials and licenses during the interview process Replacing a full-time, private sector employee costs at least 25% of their total annual salary About 90% of behaviors are explained by factors that cannot be easily observed on the surface Some Statistics...
  6. 6. Too many companies rely on an interview to predict an applicant’s job performance An unstructured interview does not ensure the most qualified person gets the job Inherent Flaws in Traditional Selection Process www.collegegrad.com
  7. 7. Many studies have shown that the validity of choosing candidates by only using an unstructured interview process is about the same as simply picking someone at random Interviews are rarely done consistently from interviewer to interviewer or candidate to candidate Inherent Flaws in Traditional Selection Process
  8. 8. Cannot believe everything written in a resume or said in an interview. Candidates will always try to present themselves in a favorable light and may even lie to get the position A well-structured behavioral interview can be effective, but will not measure personality factors or a willingness to do the work Inherent Flaws in Traditional Selection Process www.themichaelteaching.com
  9. 9. Research has shown three main personality traits that relate to high performance in almost all jobs: Conscientiousness Extroversion Low neuroticism Personality tests are able to assess applicants on those and many more dimensions How Testing Can help
  10. 10. Cost Saving: Save by hiring the right person the first time Time Savings: Screen out unsuitable candidates earlier in the process in order to focus time on more suitable candidates Ensures Objectivity: Assessments offer greater objectivity, reliability and validity than interviews Predicts behavior: Assessments have the potential to predict future behavior which may impact the job How Testing Can help
  11. 11. Assessments can provide consistent, in-depth objective information about candidates’: Fit with organizational culture, job, manager and team Knowledge, skills and developmental needs Preferred learning and communication style Response to conflict, stress and frustration How Testing Can help
  12. 12. Better evaluate prospective employees or current employees being considered for promotion or redeployment Highlight areas into which a manager should probe during the interview Identify “high-potential” candidates and place them on specialized career tracks How Testing Can help
  13. 13. High reliability and validity Tests that meet all EEO laws Job related Accuracy Testing - What to Look For
  14. 14. The extent to which a test/measure yields the same results on repeated trials. Equivalency Reliability: two items measure identical concepts at an identical level of difficulty. Test:Retest Reliability: the agreement over time. Inter-rater Reliability: two or more individuals agree. Reliability
  15. 15. The degree to which a tool accurately reflects or assesses the specific concept that the developer is attempting to measure. FaceValidity: Appearance - what’s it “look” like? CriterionValidity: Demonstrated accuracy by comparing it to another proven measure ConstructValidity: Seeks agreement between a theoretical concept and specific measure (ex. Must define “intelligence” before measuring it) ContentValidity: The degree to which a measure reflects the specific intended domain - “are you measuring what you say you are measuring” Validity
  16. 16. Must not cause an adverse impact “4/5ths rule” - Compare hiring rates for different groups; if selection rate for a protected group (race, ethnic origin, sex, etc.) is less than 4/5ths of that for the group with highest selection rate, procedure is considered discriminatory Must adhere to employment provisions ofADA Compliance with EEO Laws
  17. 17. Known and unknown variables Requirements/Fit for the job Strength andApplicability of the tool(s) Accuracy
  18. 18. Test questions which are overly personal, or non- related to the job “Quick-hit” assessments that claim to analyze the value of an individual with a “10 minute online test” Testing - What to Look Out For www.prchicagoblog.com
  19. 19. Conduct a job analysis to understand what skills, competencies and knowledge are needed for the job Learn about different assessments and what assessments measure the competencies needed Feel free to contact us to learn more about the different assessments offered and how they may benefit your organization Suggestions to Start
  20. 20. Be sure to check out the rest of this series here: Want more information? Visit our website Send us an email

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