Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.

1. EMPLOYMENT TESTS: PROCESS OF CONDUCTING A TEST
BY
OKORA, HAPPINESS DANIEL
AN ASSIGNMENT SUBMITTED TO MR. EKWEBE SUNDAY
COURSE TITLE:HUMAN CAPITAL MANAGEMENT1 (BAM 314)
THE DEPARTMENT OF BUSINESS ADMINISTRATIONMANAGEMENT
FOUNDATION COLLEGE OF TECHNOLOGY, IKOT EKPENE, AKWA
IBOM STATE
November, 2017

2. INTRODUCTION
DEFINITION OF EMPLOYMENT TEST
Employment test is a systematic approach to gathering information about
individuals, by so doing employment testing, we mean standardized tools used in
hiring, promotion, demotion, membership, referral, retention, and licensing and
certification decisions. This information is used to make employment or career-
related decisions about applicants and employees. Employment test is conducted
for some specific purpose, e.g. as an employer of labor may conduct personnel
assessment to select suitable employees for the job.
An employer’s viability frequently depends on the quality and reliability of its
employees. As a result, employers often spend meaningful amounts of money
recruiting and interviewing potential employees in an attempt to hire individuals
who are best suited to perform a particular job.
Employers also screen prospective employees to limit potential legal liability.
Although, there are a variety of ways in which the law can hold an employer liable
for an employer liable for an employee’s actions, the doctrine of vicarious liability
and the tort of negligent hiring are the most significant.
Organisations having an effective employment process for hiring new agency staff
can be the most critical step in hiring and retaining quality employees and
minimizing potential liability exposure and workplace wrongdoings, including:
 Discriminatory practices (i.e., civil rights claims – race, religion, age,
disability, disparate impact, violation of Equal Opportunity laws, etc.)
 Negligent Hiring
 General liability claims
 Employee injuries

3.  Vehicle accidents
 Violence in the workplace
 Workplace theft
Proactively adopting and implementing an employment test process, many of these
risks organisations tend to face can be avoided or reduced by having specific
policies and procedures in place which are consistently applied throughout all
departments with the agency.
An effective employment test process will enable the agency determine if a
perspective employee:
 Can safely perform the essential functions of a job position
 Has a positive past work history.
 Has a criminal background which may conflict with the job for which they
are applying or automatically preclude employment in any capacity
Why do organizations conduct assessment?
Organizations use assessment tools and procedures to help them perform the
following human resource functions:
Selection: Organizations want to be able to identify and hire, fairly and efficiently,
the best people for the job and the organization. A properly developed and applied
assessment tool may provide a way to select successful sales people, concerned
customer service representatives, and effective workers in many other occupations.
Placement: Organizations also want to be able to assign people to the appropriate
job level. For example, an organization may have several managerial positions,
each having a different level of responsibility. Assessment may provide

4. information that helps organizations achieve the best fit between employees and
jobs.
Training and development: Tests are used to find out whether employees have
mastered training materials. They can help identify those applicants and
employees who might benefit from either remedial or advanced training.
Information gained from testing can be used to design or modify training
programs. Test results also help individuals identify areas in which self-
development activities would be useful.
Promotion: Organizations use tests to identify employees who possess managerial
potential or higher level capabilities, so that these employees can be promoted to
assume greater duties and responsibilities.
Careerexploration and guidance: Tests are sometimes used to help people make
educational and vocational choices. Tests may provide information that helps
individuals choose occupations in which they are likely to be successful and
satisfied.
Things To Consider In A Comprehensive Employment Test Process
A comprehensive employment process should consider and incorporate the
following components:
i. Employment Application Form
ii. Job Descriptions
iii. Employment Interview Questions
iv. Reference and background checks

5. EMPLOYMENT TEST PROCESS
Employment Application Form:
The employment application form is one of the initial steps in the employment
screening process. The employment application can be used to formulate interview
questions and provide important past work experience information,
A typical employment application will include important elements such as:
 An equal employment opportunity statement
 An at-will disclaimer
 A statement limiting the duration of the application
 Name, address, phone, social security number
 Legal eligibility to work in the United States
 Education levels attained
 Employment experience (employers, dates, work performed)
 Special skills and qualifications
 References
 Prior criminal convictions
 If applicable, a statement that any offer of employment is conditioned
upon the results of a physical exam and/or drug.
In writing application there are equally important information which are not to be
included which are:
 Age or birth date, except to verify that the applicant is legally old enough to
work

6.  Gender or questions regarding marital status, children or pregnancy
 Race, national origin or citizenship
 Religion
 Disability – do not ask about physical or mental conditions or whether the
applicant will need any accommodations to perform the job.
Job Descriptions:
Job descriptions are significant to the hiring process. Job descriptions clearly state
fundamental duties or "essential functions" of the job. This format maximizes an
employer’s ability to determine whether an applicant can perform the essential
functions of the position being sought, with or without reasonable accommodation,
and complies with the employment provisions of the Disabilities Act. Applicants
that may have a disability cannot be disqualified due to any restrictions they may
have if they can perform the "essential functions" of a job for which they are
applying, with or without reasonable accommodation.
As earlier noted, essential functions are the basic job duties that an employee must
be able to perform, with or without reasonable accommodation. You should
carefully examine each position to determine which functions or tasks are truly
essential to performance.
Factors to consider in determining if a function is essential include:
 Whether the reason the position exists is to perform that function
 The number of other employees available to perform the function or among
whom the performance of the function can be distributed
 The degree of expertise or skill required to perform the function.

7. Your judgment as to which functions are essential, and a written job description
prepared before advertising or interviewing for a job will be considered by the
Equal Employment Opportunity Commission (EEOC) as evidence of essential
functions in reviewing and determining Disability Acts (DA) claims.
Job descriptions have many uses beyond recruitment and selection, including job
orientation and training, job safety instruction, modified duty assignments,
performance reviews, promotion, discipline and termination. They can also be
used for the orientation of new employees, job safety instruction, modified duty
assignments, performance reviews and discipline.
Employment Interview Questions
Job interviews are used to determine the most qualified candidates and to eliminate
unqualified candidates. They may also intentionally or unintentionally have the
effect of denying employment opportunities to applicants in one or more protected
classes. State and federal law prohibit the use of all pre-employment questions that
have the effect of discriminating against applicants on the basis of race, color, sex,
religion, national origin, citizenship, disability, age or any other recognized
protected class or characteristic. Therefore, any question eliciting such
information, irrespective of the interviewer’s intent, should be avoided in order to
minimize perceptions or inferences of discrimination.
A casual comment or seemingly harmless discussion during an interview may
result in a claim and finding of discrimination. Organisation must be aware of
problem areas and prepare for the interview. As a rule of thumb, narrow questions
and discussions to job-related issues only. In seeking information from job
candidates, the interviewer should consider:

8.  Will the answer to this question, if used in making a selection, have the
effect of screening out members of a protected class?
 Is this information really needed to judge an applicant’s competence or
qualifications for the job in question?
 Questions that should be avoided include:
 Age or Date of Birth – Don’t ask unless age is really a job requirement. This
may be necessary for minimum age requirements under state law (i.e. the
employee must be over the age of 18 or 21)
 Sex or Race – Do not ask. As a general rule, never make a comment about
an applicant’s sex or race. Also, do not ask: “What is your sexual
preference?”
Keep in mind that the interview is important, not just in terms of avoiding liability,
but in finding the best applicants and making a positive impression on the
applicant. Interviewers are often the first and only contact the applicant will have
with your agency. Therefore, consider the following tips:
 Convey a positive and confident image – body language should be
professional, yet comfortable
 Never make notes during the interview that are not related to the applicant’s
qualifications for the job – your notes can and will be evidence in any
subsequent claim or lawsuit
 Ask the same questions of all applicants for the same position. Unless it is
absolutely job related and necessary for follow-up, don’t single out certain
applicants for additional or different questions
 Never use offensive language or expletives.
 Always be well prepared – know the job requirements and essential duties
for the position. Your interview should be planned in advance, after

9. reviewing the applicant’s application, resume, and any other information
provided by the applicant.
 Do not make employment promises or unintended promises – offhanded
comments about job security, salary, or the applicant will not be terminated
without just cause may later be interpreted as creating a contract between
your agency and the applicant.
 Ask open-ended questions that allow the applicant to talk and the
interviewer to listen.
 Pre-plan closing statements – thank the applicant for the interview and offer
to answer any questions the applicant may have. Be careful not to suggest
intentionally or unintentionally that the applicant is getting the position.
 Complete a rating sheet and other paperwork as quickly and accurately as
possible after the interview. Again, don’t ever jot down comments not
related to the applicant’s abilities and qualifications. You can and should
make note of any and all legitimate negative characteristics that are job-
related.
Employment History/Reference Checks
In-depth reference checks are critical to hiring qualified applicants, maintaining a
safe and productive workplace, and protecting the agency from liability for
negligent hiring. However, former employers are often hesitant or resistant to
providing detailed information on ex-employees. Past employers fear that any
statements or discussions about the termination or work history of an ex-employee
may lead to a claim of defamation or tortuous interference with business
expectancy.
Because many employers will not respond to calls and/or are reluctant to provide
any meaningful information, agencies should require all applicants to sign a release

10. authorizing the release of information from current and former employers. The
release should include language waiving and releasing any and all claims and
damages against you and the former employer arising out of the reference check.
Members should refuse to hire or consider for hire any applicant who refuses to
sign the release and authorization.
CONCLUSION
Employment testing can be a valuable part of your employee selection process.
There are many types of employee test an organisation can use to obtain important
data of an employee. Therefore, the use of any job testing tool will depend on your
need, your budget and the availability of a valid and reliable test.
With the aid of adequate resources by management for carrying out employment
testing within an organisation, we will find out in most organisations there will be
little or no poor hiring decisions, low productivity and low turnover or
absenteeism. These assessment tools can be extremely helpful when used properly,
but counterproductive when used inappropriately, due to the fact that most times
employers of labour fail to understand the purpose for testing with any of the
testing tools.
Organisations should develop assessment strategies with a clear understanding of
the knowledge, skills, abilities, characteristics, or personal traits you want to
measure. It is also essential to know what each assessment tool you are considering
using is designed to measure.