1<br />What the Department of Labor Has to Say About the Assessments You Use<br />Steve Kohr, Managing Director<br />Steve...
2<br />US Department of Labor Employment and Training Administration 2000 Publication<br />
3<br />DOL Summary<br />81 pages<br />13 Assessment Principles<br />Chapter 9 = Main Points – Guide Review<br />Free Downl...
4<br /> DOL: PURPOSE OF BOOK<br />To Maximize RIGHT FIT between Jobs & Employees<br />To Improve Assessment Efficiency and...
5<br />DOL Special Notice<br />“Material in this publication is in the public domain and may be reproduced, fully or parti...
6<br />DOL: Assessments Defined<br />“Any test or procedure used to measure and individual’s employment or career as relat...
7<br />Assessments <br />Mental/physical ability* <br />Achievement tests<br />Biodata inventories<br />Employment intervi...
8<br />DOL on Benefits of Using Assessments<br />Reduce High Employee Turnover<br />Improve Hiring Decisions<br />Eliminat...
9<br />Department of Labor’s AnEmployer’s Guide to 13 Principles<br />Use only in a purposeful manner<br />Use a ‘Whole pe...
10<br />Understandable & comprehensive documentation <br />Staff are properly trained<br />Testing conditions are suitable...
11<br />1. Use assessment tools in a purposeful manner<br />Know what you want to accomplish & why<br />Select a tool(s) t...
12<br />Inappropriate Use<br />“Assessment instruments can be counter productive when used inappropriately. Inappropriate ...
13<br />2. Use the whole person approach<br />All assessment tools are subject to errors.<br />Do NOT expect any test or p...
14<br />‘whole person’ approach<br />“Using a single test or procedure will provide you with a limited view of a person’s ...
15<br />What to look for in a test?<br />Relevant Information<br />Convenience based on your needs<br />Administration (pa...
16<br />4. Use only reliable assessment instruments & procedures<br />Reliability<br />The ability of an instrument to mea...
17<br />Reliability<br />.90 and up……Excellent!<br />.80-.89……… Good<br />.70-.79……… Adequate<br />Below .70……May have <br...
18<br />5. Use only instruments valid for the specific purpose<br />Validity<br />Ability of an instrument to measure what...
19<br />Validity Defined<br />“There’s a simple way to think about validity. In selecting or promoting employees, we want ...
20<br />What to look for in a test?<br /> High Validity<br />.35 & Above…..very beneficial<br />.21-.34…………likely to be us...
21<br />Selection Methods Validity<br />Cognitive Ability		.54<br />Job Tryout			.44<br />Personality			.38<br />Reference...
22<br />6.  Use assessment tools that are appropriate for the target population.<br />No two assessments are alike!!!<br />
23<br />Pros                    ConsHonest/Integrity<br />No adverse impact<br />Demonstrated validity<br />Easy to admini...
24<br />Pros                    ConsAbility Tests<br />Most useful performance predictors<br />Easy to administer<br />Ine...
25<br />Pros                    ConsAchievement Tests<br />Job Knowledge/Work Sample = high validity<br />Easy to administ...
26<br />Pros                    ConsBio – Data Inventories<br />Easy to administer<br />Inexpensive to administer<br />Val...
27<br />Pros                       ConsInterviews<br /><ul><li>Structured interviews tend to be valid if based on job anal...
May reduce adverse impact if used with other tests
Unstructured interviews typically have poor validity
Skill of interviewer is critical to the quality of the interview</li></ul>Source: Testing and Assessment: <br />An Employe...
28<br />Pros                     ConsPersonality Testing<br /><ul><li>Easy and inexpensive to administer
Predictive validity evidence exists
May help reduce adverse impact with other tests
distinguish b/ clinical & employment oriented
Faking possible
invasion of privacy concern</li></ul>Source: Testing and Assessment:  An Employer’s Guide<br /> to Good Practices   U.S. D...
29<br />Pros                 ConsEducation & Experience Requirements<br /><ul><li>technical, professional, & higher level ...
guard against gross mismatch or incompetence
In some cases, it is difficult to demonstrate job relatedness and business necessity of education and experience requireme...
30<br />Pros                  ConsRecommendations & Reference Checks<br /><ul><li>Can be used to verify applicant information
Can serve as protection against potential negligent hiring lawsuits
May encourage more accurate information
Reports almost always positive; they do not help differentiate between good workers and poor workers</li></ul>Source: Test...
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What the Department of Labor Says About the Assessments You Use

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A review of the 13 principles of a successful assessment tool as determined by the Dept. of Labor

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What the Department of Labor Says About the Assessments You Use

  1. 1. 1<br />What the Department of Labor Has to Say About the Assessments You Use<br />Steve Kohr, Managing Director<br />Steve@TheEmployersEdge.com<br />
  2. 2. 2<br />US Department of Labor Employment and Training Administration 2000 Publication<br />
  3. 3. 3<br />DOL Summary<br />81 pages<br />13 Assessment Principles<br />Chapter 9 = Main Points – Guide Review<br />Free Download (Adobe)<br />http://www.onetcenter.org/dl_files/empTestAsse.pdf<br />
  4. 4. 4<br /> DOL: PURPOSE OF BOOK<br />To Maximize RIGHT FIT between Jobs & Employees<br />To Improve Assessment Efficiency and Effectiveness<br />To Interpret Results Accurately<br />To Understand Professional and Legal Standards<br />
  5. 5. 5<br />DOL Special Notice<br />“Material in this publication is in the public domain and may be reproduced, fully or partially, without permission from the federal government. Source credit is requested but not required. Permission is required only to reproduce any copyrighted material contained herein.”<br />
  6. 6. 6<br />DOL: Assessments Defined<br />“Any test or procedure used to measure and individual’s employment or career as related to qualifications & interests can be considered a personnel assessment tool.”<br />
  7. 7. 7<br />Assessments <br />Mental/physical ability* <br />Achievement tests<br />Biodata inventories<br />Employment interviews*<br />Personality inventories*<br />Honesty & integrity* <br /> measures<br />Education <br />Experience <br />Recommendations & reference checks*<br />Assessment centers<br />Medical examinations<br />Drug and alcohol tests<br />*The Employer’s Edge has tools designed for these purposes<br />
  8. 8. 8<br />DOL on Benefits of Using Assessments<br />Reduce High Employee Turnover<br />Improve Hiring Decisions<br />Eliminate Employee Errors<br />Reduce Absenteeism<br />Improve Productivity<br />Meet Legal and Professional Standards<br />
  9. 9. 9<br />Department of Labor’s AnEmployer’s Guide to 13 Principles<br />Use only in a purposeful manner<br />Use a ‘Whole person’ approach<br />Unbiased & fair to all groups<br />Reliable instruments & procedures<br />Demonstrated valid for the specific purpose for which they are being used<br />Appropriate for the target population<br />
  10. 10. 10<br />Understandable & comprehensive documentation <br />Staff are properly trained<br />Testing conditions are suitable for all test takers<br /> Reasonable accommodation for disabilities<br /> Instrument security<br /> Confidentiality of assessment results<br /> Scores are interpreted properly<br />Department of Labor’s AnEmployer’s Guide to Good Practices<br />
  11. 11. 11<br />1. Use assessment tools in a purposeful manner<br />Know what you want to accomplish & why<br />Select a tool(s) that will get you the information you are wanting<br />
  12. 12. 12<br />Inappropriate Use<br />“Assessment instruments can be counter productive when used inappropriately. Inappropriate use stems from not having a clear understanding of what you want to measure and why you want to measure it. Having a clear understanding of the purpose of your assessment system is important is selecting the appropriate assessment tools to meet that purpose.<br />
  13. 13. 13<br />2. Use the whole person approach<br />All assessment tools are subject to errors.<br />Do NOT expect any test or procedure to measure a personal trait or ability with perfect accuracy for every single person. <br />Do NOT expect any test or procedure to be completely accurate in predicting performance.<br />
  14. 14. 14<br />‘whole person’ approach<br />“Using a single test or procedure will provide you with a limited view of a person’s employment qualifications. Using a variety of assessment tools (whole-person approach)will help educe the number of selection errors made and will boost the effectiveness of your decision making.”<br />Source: Testing and Assessment: An Employer’s Guide to Good Practices<br />U.S. Dept of Labor 1999<br />
  15. 15. 15<br />What to look for in a test?<br />Relevant Information<br />Convenience based on your needs<br />Administration (paper/pencil • on-screen)<br />Analysis (fax back • software • internet)<br />User Friendly Report Feedback<br />Cost effective<br />Potential for adverse impact?<br />
  16. 16. 16<br />4. Use only reliable assessment instruments & procedures<br />Reliability<br />The ability of an instrument to measure consistently & with relative absence of error.<br />The higher the reliability confident, the more confidence you can have in the score.<br />A reliable instrument <br />is NOT always valid.<br />
  17. 17. 17<br />Reliability<br />.90 and up……Excellent!<br />.80-.89……… Good<br />.70-.79……… Adequate<br />Below .70……May have <br /> limited applicability <br />Source: Testing and Assessment:An Employer’s Guide to Good Practices<br />U.S. Dept of Labor 1999 <br />
  18. 18. 18<br />5. Use only instruments valid for the specific purpose<br />Validity<br />Ability of an instrument to measure what it is intendedto measure.<br />What does the instrument measure?<br />How well does it measure it?<br />A valid instrument is ALWAYS reliable.<br />
  19. 19. 19<br />Validity Defined<br />“There’s a simple way to think about validity. In selecting or promoting employees, we want to answer one simple question: <br />Do people who do better on this test perform better on the job?”<br />Hiring Great People<br />McGraw-Hill, 1999 p.137<br />
  20. 20. 20<br />What to look for in a test?<br /> High Validity<br />.35 & Above…..very beneficial<br />.21-.34…………likely to be useful<br />.11-.20…………depends on circumstances<br />Below .11………unlikely to be useful<br />Source: Testing and Assessment:An Employer’s Guide to Good Practices U.S. Dept. of Labor 1999<br />
  21. 21. 21<br />Selection Methods Validity<br />Cognitive Ability .54<br />Job Tryout .44<br />Personality .38<br />Reference Check .26<br />Experience .18<br />Interview .14<br />source: Hunter & Hunter<br />
  22. 22. 22<br />6. Use assessment tools that are appropriate for the target population.<br />No two assessments are alike!!!<br />
  23. 23. 23<br />Pros ConsHonest/Integrity<br />No adverse impact<br />Demonstrated validity<br />Easy to administer<br />Inexpensive to administer<br />Privacy ?<br />Faking possible<br />Interpretation<br />Not for current employees<br />State regulations<br />
  24. 24. 24<br />Pros ConsAbility Tests<br />Most useful performance predictors<br />Easy to administer<br />Inexpensive to administer<br />Can result in high adverse impact<br />Physical ability test costly to develop & administer<br />
  25. 25. 25<br />Pros ConsAchievement Tests<br />Job Knowledge/Work Sample = high validity<br />Easy to administer<br />Inexpensive to administer<br />Less adverse impact<br />Written tests result in adverse impact<br />Work sample tests – expensive to develop<br />
  26. 26. 26<br />Pros ConsBio – Data Inventories<br />Easy to administer<br />Inexpensive to administer<br />Validity evidence<br />Can reduce adverse impact w/ other assessments<br />Privacy concerns<br />Faking<br />
  27. 27. 27<br />Pros ConsInterviews<br /><ul><li>Structured interviews tend to be valid if based on job analysis
  28. 28. May reduce adverse impact if used with other tests
  29. 29. Unstructured interviews typically have poor validity
  30. 30. Skill of interviewer is critical to the quality of the interview</li></ul>Source: Testing and Assessment: <br />An Employer’s Guide to Good Practices<br />U.S. Dept of Labor 1999<br />
  31. 31. 28<br />Pros ConsPersonality Testing<br /><ul><li>Easy and inexpensive to administer
  32. 32. Predictive validity evidence exists
  33. 33. May help reduce adverse impact with other tests
  34. 34. distinguish b/ clinical & employment oriented
  35. 35. Faking possible
  36. 36. invasion of privacy concern</li></ul>Source: Testing and Assessment: An Employer’s Guide<br /> to Good Practices U.S. Dept of Labor 1999<br />
  37. 37. 29<br />Pros ConsEducation & Experience Requirements<br /><ul><li>technical, professional, & higher level jobs
  38. 38. guard against gross mismatch or incompetence
  39. 39. In some cases, it is difficult to demonstrate job relatedness and business necessity of education and experience requirements</li></ul>Source: Testing and Assessment:An Employer’s Guide to Good Practices<br />U.S. Dept of Labor 1999<br />
  40. 40. 30<br />Pros ConsRecommendations & Reference Checks<br /><ul><li>Can be used to verify applicant information
  41. 41. Can serve as protection against potential negligent hiring lawsuits
  42. 42. May encourage more accurate information
  43. 43. Reports almost always positive; they do not help differentiate between good workers and poor workers</li></ul>Source: Testing and Assessment: An Employer’s Guide to Good Practices U.S. Dept of Labor 1999 <br />
  44. 44. 31<br />Pros ConsAssessment Centers<br />Job/Training performance predictor<br />Mgr. Potential predictor<br />Leadership ability<br />Whole Person approach<br />Expensive to develop<br />Expensive to administer<br />Specialized assessor training<br />
  45. 45. 32<br />Pros ConsMedical Exams<br />Insures safe environment when use consistent with Federal, State, Local laws<br />Cannot be administered prior to job offer<br />Risk of violating regulations<br />
  46. 46. 33<br />Pros ConsDrug/Alcohol tests<br />Ensures safe work environment when consistent with Federal, State, Local laws<br />Considered medical exams<br />Risk of violating applicable regulations<br />
  47. 47. 34<br />7. Use assessment instruments with understandable & comprehensive documentation available<br />
  48. 48. 35<br />What to look for in a test?<br />Technical Validation Documentation<br />“Test manuals should provide a description of the validation procedures used, and evidence of validity, reliability and test fairness.”<br />Source: Testing and Assessment:An Employer’s Guide to Good Practices U.S. Dept. of Labor 1999<br />
  49. 49. 36<br />8. Ensure that administration staff are properly trained <br />Make sure guidelines are followed<br />Answers are not given out<br />Test anxiety is minimized<br />Obtain informed consent & a waiver <br />
  50. 50. 37<br />9. Ensure testing conditions are suitable for all test takers<br />When implementing…<br />Consistency<br />Consistency<br />Consistency<br />
  51. 51. 38<br />10. Provide reasonable accommodations for people with disabilities<br /> Examples of accommodations:<br />Not timed<br /> Questions read to person<br /> In another language<br />
  52. 52. 39<br />11. Maintain instrument security<br />Make sure access to assessments is safe.<br />If assessments are on the internet, make sure a password is used.<br />
  53. 53. 40<br />12. Maintain confidentiality of assessment results<br />Only those with a legitimate need to know should have access to results<br />Explain your procedures to the test taker<br />
  54. 54. 41<br />13. Ensure that scores are interpreted properly<br />Inferences need to be reasonable, well-founded, and not based on stereotypes<br />Needs to be solid evidence.<br />Should be good support from technical manuals.<br />
  55. 55. 42<br />TEST REVIEW CHECKLIST<br /><ul><li>Is the test appropriate for a work setting?
  56. 56. Is the test reliable?
  57. 57. Is the test valid?
  58. 58. Is the test is easy to administer?
  59. 59. Is the test easy to score.
  60. 60. Is the test interpretation consistent?</li></li></ul><li>43<br />Thank you!<br />Questions?<br />

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