Dessler samer inppt06 (1)
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- 1. Employee Testing 6 and Selection Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-1
- 2. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-2
- 3. Selection Methods Testing Background Investigation + Reference Check Pre-employment Information Honesty Testing Graphology Substance Abuse Screening Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall (#)-33
- 4. Why Careful Selection is Important • Performance • Cost • Legal obligations(EEO, negligent hiring, defamation) • Person and job/organization fit Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-4
- 5. Basic Testing Concepts • Reliability(consistent score) o retest estimation o Equivalent form estimation(experts) o Internal comparison estimate(test item) • Validity o Criterion validity o Content validity o Construct validity Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-5
- 6. Evidence-Based HR: How to Validate a Test • Analyze(predictors &criteria) • Choose • Administer(concurrent &predictive ) • Relate • Cross-validate Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-6
- 7. Scoring Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-7
- 8. Individual Right and Test Security •Confidentiality •Use of results •Scoring by qualified people •Fairness •Privacy Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-8
- 9. Evidence-Based HR: Test Validation Other Issues • Rights and security • Privacy • Tests at work • Computerized, onlin e testing Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-9
- 10. Types of Tests • Cognitive abilities Intelligence tests Specific cognitive abilities • Motor & physical abilities • Measuring personality • Interest inventories • Achievement tests Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-10
- 11. 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
- 12. 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
- 13. FIGURE 6–5 Type of Question Applicant Might Expect on a Test of Mechanical Comprehension Copyright © 2011 Pearson 6–13 Education, Inc. publishing as Prentice Hall
- 14. 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
- 15. 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
- 16. What do personality tests measure? • The “Big Five” • Predicting performance • Caveats Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-16
- 17. The “Big Five” Extraversion Emotional stability/ Conscientiousness Neuroticism Openness to Agreeableness experience Copyright © 2011 Pearson 6–17 Education, Inc. publishing as Prentice Hall
- 18. 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, an d autonomous. Agreeableness : tendency to be trusting, compliant, caring, and gentle. Conscientiousness: comprised of two related facts: achievement and dependability
- 19. 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.
- 20. 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.
- 21. 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
- 22. Achievement tests achievement tests measure what someone has learned. They measure your (job knowledge) in areas like economics, marketing . They are popular at work
- 23. Examples of work sample/simulation tests Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-23
- 24. Work samples and simulations work 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
- 25. 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.
- 26. 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
- 27. 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
- 28. 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
- 29. 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.
- 30. TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria Costs (Develop/ Assessment Method Validity Adverse Impact 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 Low Low/low Less favorable moderate Biographical data inventories Moderate Low to high for different High/low Less favorable types Integrity tests Moderate to Low Low/low Less favorable high Structured interviews High Low High/high More favorable Physical fitness tests Moderate to High (against females and High/high More favorable high older workers) Situational judgment tests Moderate Moderate (against High/low More favorable minorities) Work samples High Low High/high More favorable Assessment centers Moderate to Low to moderate, High/high More favorable high depending on exercise Physical ability tests Moderate to High (against females and High/high More favorable high 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. Copyright © 2011 Pearson 6–30 Education, Inc. publishing as Prentice Hall
- 31. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-31
- 32. Selection Methods Testing Background Investigation + Reference Check Pre-employment Information Honesty Testing Graphology Substance Abuse Screening
- 33. 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
- 34. Why background Investigation is not useful •To give employee anther chance 1 •To get rid off employee 2 Defamation •Legal concerns Privacy 3
- 35. Defamation Vs Privacy Defamation Privacy • False Info. • True Info. • Harm the reputation • Embarrassing • Preventing others • Embarrass to deal from dealing with with others
- 36. 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
- 37. Ways of checking candidate‟s background
- 38. 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
- 39. Selection Methods Testing Background Investigation+Reference Check Pre-employment Information Honesty Testing Graphology Substance Abuse Screening
- 40. 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.
- 41. Selection Methods Testing Background Investigation+Reference Check Pre-employment Information Honesty Testing Graphology Substance Abuse Screening
- 42. The Polygraph Government Private • National defense • Security person • Nuclear power • Person access to • Access to highly drugs classified info. • Economic loss • FBI investigation ( standers)
- 43. 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
- 44. 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
- 45. Selection Methods Testing Background Investigation & Reference Check Pre-employment Information Honesty Testing Graphology & Physical Exams Substance Abuse Screening
- 46. Graphology Refers to the use of handwriting analysis to determine the writer’s basic personality traits
- 47. Physical Exams • Meet the position’s physical requirements • Discover any medical limitation • Establish a baseline for insurance • Reduce absenteeism • Detect communicable diseases
- 48. Selection Methods Testing Background Investigation & Reference Check Pre-employment Information Honesty Testing Graphology & Physical Exams Substance Abuse Screening
- 49. 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
- 50. 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
- 51. 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
Editor's Notes
- The purpose of Chapter 6 is to explain how to use varioustools to select the best candidates for thejob. The main topics we’ll cover include selection, testing,background and reference checks, ethicaland legal questions, types of tests,and work samples and simulations.
- Careful selection is important for three main reasons: performance, costs, and legal obligations.First, your own performance always depends on your subordinates.Second, it is important because it’s costly to recruit and hire employees. As the opening story in this chapter indicated, Google’s hiring process was streamlined due to the amount of time taken for interviews. Time spent by employees equates to the costs of not being productive in their jobs. Third, it’s important because mismanaging hiring haslegal consequences.Person-job fit refers to identifying the knowledge, skills, abilities (KSAs), and competencies that are centralto performing the job. Then we must match the KSAs to the prospective employee’s knowledge, skills, abilities, and competencies.
- A test is basically a sample of a person’s behavior. Using a test (or any selection tool) assumes the tool is both reliable and valid. A reliable test is one that yields consistent scores when a person takes two alternate forms of the test or takes the same test on two or more different occasions.Validity tells you whether the test is measuring what you think it’s supposed to be measuring. Now, let’s discuss three types of validity.Criterion validity involves demonstrating statistically there is a relationship between scores on a selection procedure and the job performance of a sample of workers. It means showing that workers who do well on the job also do well on the test.Content validity shows that the content of aselection procedure is representative of important aspects of performance on the job.Constructs representan underlying human trait or characteristic such as honesty.Construct validity demonstratesthat a selection procedure measures a construct and that the construct is important for successful job performance.
- First, analyze the job and write job descriptions and job specifications. Your goal is to specify the human traits andskills (predictors) you believe are required for job performance. Next, decide how to test for the predictors and choose the tests. You usually will base this choice on experience, previous research, and “best guesses.” You likely will choose several tests and combine them intoa test battery. One option is to administer the tests to employees currently on the job. You then comparetheir test scores with their current performance; this is concurrent (at the same time)validation. Its main advantage is that data on performance are readily available. Predictive validation is the second and more dependable way to validate a test. Here you administer the test to applicants before you hire them. Then hire theseapplicants using only existing selection techniques (such as interviews). You would not use the results of the newtests. After they have been on the job for some time, measure their performanceand compare it to their earlier test scores. Next, determine if there is a significant relationship between test scores (the predictor) andperformance (the criterion). The usual way to do this is to use statistical testing.Finally, before using the test, you may want to check it by “cross-validating”—in other words, by again performing steps 3 and 4 on a new sample of employees.
- Remember, validating a test is not complicated, but it does take time and careful planning. Analyze the job and write job descriptions and specifications. Then choose how to test for predictors. Let experience, previous research, and “best guesses” guide you. You likely will choose several tests and combine them intoa test battery. To administer the test properly, consider using it with your best performing employees who currently hold positions you seek to fill. Consider administering the test to applicants before you hire them. Then hire theseapplicants using your usual selection techniques (such as interviews) but not the results of the newtests. After they have been on the job for some time, measure their performanceand compare it to their earlier test scores. Next, determine if there is a significant relationship between test scores andperformance. The usual way to do this is to use statistical analysis.Finally, before using the test, you may want to check it by “cross-validating”—in other words, repeat steps 3 and 4 on a new sample of employees.
- Use professionals when needed, be aware of potential biased tests, keep cost-effectiveness in mind and properly generalize validity findings when testing. Such actions will make a significant difference in using tests effectively and efficiently.
- Remember that all employees and potential employees expect and have the right to privacy and security. Tests at work are designed to help both the employer and employee when it comes to promotions and job changes. Note the trend today is towards more online and computer-based test taking. Such computerized procedures can help with speed and accuracy.
- Cognitive tests include testing general reasoning ability or intelligence. In addition, they include tests of specific mental abilities such as memory or inductive reasoning. Intelligence tests are tests of general intellectual abilities. They measure a range of abilities, including memory, vocabulary, verbal fluency, and numerical ability.There are also measures of specific cognitiveabilities, such as deductive reasoning, verbal comprehension, memory, and numericalability.You also might need to measure motor abilities, such as finger dexterity, manual dexterity, and (if hiring pilots) reaction time.Personality tests measure basic aspects of an applicant’s personality. You should be a bit cautious about personality tests, however. In some cases, the tests may be somewhat difficult to interpret. Legal challenges also may present difficulties. Finally, some doubt exists as to whether self-reporting on a personality test can predict performance correctly. Interest inventories compare one’s interests with those of people in various occupations. And, achievement tests measure what someone has learned.
- 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.Industrial psychologists often focus on the “Big Five” personality dimensions: extraversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience. 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. However, 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.Be aware of what you expect from a personality test and the caveats associated with it. Nonetheless, personality tests can be a valuable source of information.
- With work samples, you present candidates with situations representative of the job for which they’re applying, and evaluate their responses. Let’s discuss.
- One of the easiest ways to avoid hiring mistakes is to check the candidate’s background thoroughly. Doing so is cheap and (if done right) useful. There are two main reasons to check backgrounds—to verify the applicant’s information and to uncover damaging information.In terms of effectiveness, however, most managers don’t view references as very useful. This makes sense, given that few employers will talk freely about former employees for legal or ethical reasons. That is just the tip of the iceberg, however. Being sued for defamation is the real danger. First-line supervisors and managers, not just employers, are potentially at risk. As a rule, only authorized managers should provide information. Most employers at least try to verify an applicant’s position and salary with his or her current or former employer by phone. Others call the applicant’s current and previous supervisors for information.