The document summarizes key points from a Department of Labor publication on best practices for using assessments in employment decisions. The DOL recommends using assessments purposefully, taking a whole person approach, using only valid and reliable tools appropriate for the target population, maintaining proper documentation and conditions, and correctly interpreting results. The DOL provides guidance on common assessment methods and ensuring legal compliance regarding disabilities, security, and confidentiality.
Employee Testing and selection /Human Resource ManagementNeveenJamal
ادارة الموارد البشرية
اختيار الموظفين
Person and job/organization fit
The main aim of employee selection is to achieve person-job fit.
Person and job/organization fit
The main aim of employee selection is to achieve person-job fit.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Employee Testing and selection /Human Resource ManagementNeveenJamal
ادارة الموارد البشرية
اختيار الموظفين
Person and job/organization fit
The main aim of employee selection is to achieve person-job fit.
Person and job/organization fit
The main aim of employee selection is to achieve person-job fit.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Rik Teuben - Many Can Quarrel, Fewer Can Argue TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Many Can Quarrel, Fewer Can Argue by Rik Teuben. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
A test strategy is the set of ideas that guides your test design. It's what explains why you test this instead of that, and why you test this way instead of that way. Strategic thinking matters because testers must make quick decisions about what needs testing right now and what can be left alone. You must be able to work through major threads without being overwhelmed by tiny details. James Bach describes how test strategy is organized around risk but is not defined before testing begins. Rather, it evolves alongside testing as we learn more about the product. We start with a vague idea of our strategy, organize it quickly, and document as needed in a concise way. In the end, the strategy can be as formal and detailed as you want it to be. In the beginning, though, we start small. If you want to focus on testing and not paperwork, this approach is for you.
Shrini Kulkarni - Software Metrics - So Simple, Yet So Dangerous TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Software Metrics - So Simple, Yet So Dangerous by Shrini Kulkarni. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Program Studi S1 Sistem Informasi
Fakultas Sains dan Teknologi
Universitas Islam Negeri Sultan Syarif Kasim Riau
Backlink ke website resmi kampus:
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Referensi ke Graham et.al (2006)
Rik Teuben - Many Can Quarrel, Fewer Can Argue TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Many Can Quarrel, Fewer Can Argue by Rik Teuben. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
A test strategy is the set of ideas that guides your test design. It's what explains why you test this instead of that, and why you test this way instead of that way. Strategic thinking matters because testers must make quick decisions about what needs testing right now and what can be left alone. You must be able to work through major threads without being overwhelmed by tiny details. James Bach describes how test strategy is organized around risk but is not defined before testing begins. Rather, it evolves alongside testing as we learn more about the product. We start with a vague idea of our strategy, organize it quickly, and document as needed in a concise way. In the end, the strategy can be as formal and detailed as you want it to be. In the beginning, though, we start small. If you want to focus on testing and not paperwork, this approach is for you.
Shrini Kulkarni - Software Metrics - So Simple, Yet So Dangerous TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Software Metrics - So Simple, Yet So Dangerous by Shrini Kulkarni. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Program Studi S1 Sistem Informasi
Fakultas Sains dan Teknologi
Universitas Islam Negeri Sultan Syarif Kasim Riau
Backlink ke website resmi kampus:
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Referensi ke Graham et.al (2006)
Developing Sustainable Competitive Advantages for Colleges and UniversitiesStamats
Developed by Dr. Robert A. Sevier, senior vice president, strategy, with Stamats, this presentation will help college and university professionals understanding how competitive advantages in higher education really work, and how to develop sustainable sources of competitive advantage.
Selection tests in human resource managementSatya P. Joshi
Individuals differ in many respects including job-related abilities and skills.
In order to select a right person for the job, their abilities and skills need to be equally measured. That is done through selection tests.
A selection test is a device that uncovers the information about the candidate, which are not known through application blank.
They can measure certain abilities, aptitudes and skills that provide objective information how well the applicant can be expected to perform the job.
For more visit Tutsmaster.org
228 Chapter 8 • Measurementto collect more validation data mor.docxeugeniadean34240
228 Chapter 8 • Measurement
to collect more validation data more quickly. For example, insurance companies can share data to obtain large amounts of validation data on specific positions. Another alternative is that it can be advantageous to use professionally developed assessment tools and procedures for which documentation on validity already exists. However, you must ensure that the validity evidence obtained from an "outside" study can be suitably "transported" to your particular situation. In fact, the Uniform Guidelines require as much. To determine if a particular measure is valid for your intended use, consult the manual and available independent reviews such as those in Buros Institute's Mental Measurements Yearbook29 and Test Critiques.*0
When evaluating validity information purchased from a vendor, you should consider the following:
· Available validation evidence supporting the use of the measure for specific purposes. The manual should include a thorough description of the procedures used in the validation studies and the results of those studies. Also consider the definition of job success used in the validation study.
· The possible valid uses of the measure. The purposes for which the measure can legitimately be used should be described, as well as the performance criteria that can validly be predicted.
· The similarity of the sample group(s) on which the measure was developed with the group(s) with which you would like to use the measure. For example, was the measure developed on a sample of high school graduates, managers, or clerical workers? What was the racial, ethnic, age, and gender mix of the sample?
· Job similarity. A job analysis should be performed to verify that your job and the original job are substantially similar in terms of ability requirements and work behavior.
· Adverse impact evidence. Consider the adverse impact reports from outside studies for each protected group that is part of your labor market. If this information is not available for an otherwise qualified measure, conduct your own study of adverse impact, if feasible.
In addition, if an organization would like to use a vendor's assessment or other tool globally, it is important to thoroughly evaluate this capability. Many vendors that claim to be global are actually not capable of delivering a product globally.31
This chapter's Develop Your Skills feature provides some advice on measuring the characteristics of job applicants.
DEVELOP YOUR SKILLS
Chapter 8 • Measurement 225
226 Chapter 8 • Measurement
Assessment Tips3
To effectively assess job candidates, employers must be aware of the inherent limitations of any assessment procedure as well as how to properly use their chosen assessment methods. Here are 10 tips on conducting an effective assessment program:
1. The measures should be used in a purposeful manner— have a clear understanding of what you want to measure and why you want to measure it.
2. Use a variety of tools—because no single m.
The Selection Processinitial screening.docxssusera34210
The Selection Process
initial screening
completed application
employment test
comprehensive interview
conditional
job offer
medical/physical examination
(conditional job offer made)
permanent
job offer
reject applicant
background examination
if required
Passed
Passed
Able to perform essential elements of the job
Passed
Passed
Passed
Problems encountered
Failed to impress interviewer and/or
meet job expectations
Failed test
Failed to complete application or
failed job specifications
Failed to meet minimum qualifications
Unfit to do essential
elements of job
The selection process typically consists of eight steps.
The Selection Process
initial screening
interview
weeding out of applicants who don’t meet general job requirements
screening interviews help candidates decide if position is suitable
Job description information is shared
along with a salary range.
The Selection Process
completing
the application
Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments.
Legal considerations
1. omit items that are not job-related; e.g., sex, religion
2. includes statement giving employer the right to
dismiss an employee for falsifying information
3. asks for permission to check work references
4. typically includes “employment-at-will” statement
The Selection Process
Weighted application forms
individual pieces of information are validated against performance and turnover measures and given appropriate weights
data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job
completing
the application
The Selection Process
information collected on application forms can be highly predictive of successful job performance
forms must be validated and continuously reviewed and updated
data should be verified through background investigations
completing
the application
The Selection Process
performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully
work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills
assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills
Selection practices must be adapted to cultures
and regulations of the host country.
pre-employment testing
The Selection Process
assesses motivation, values, ability to work under pressure, attitude, ability to fit in
can be traditional, panel, or situational
especially useful for high-turnover jobs and less routine ones
comprehensive
interviews
The interview is only as effective as those conducting it.
The Selection Process
impression management, (applicant’s desire to project the “right” image), may skew interview results
Interviewer bias, created by reviewing materials such as the resume, application, or te ...
4. 4 DOL: PURPOSE OF BOOK To Maximize RIGHT FIT between Jobs & Employees To Improve Assessment Efficiency and Effectiveness To Interpret Results Accurately To Understand Professional and Legal Standards
5. 5 DOL Special Notice “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.”
6. 6 DOL: Assessments Defined “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.”
7. 7 Assessments Mental/physical ability* Achievement tests Biodata inventories Employment interviews* Personality inventories* Honesty & integrity* measures Education Experience Recommendations & reference checks* Assessment centers Medical examinations Drug and alcohol tests *The Employer’s Edge has tools designed for these purposes
8. 8 DOL on Benefits of Using Assessments Reduce High Employee Turnover Improve Hiring Decisions Eliminate Employee Errors Reduce Absenteeism Improve Productivity Meet Legal and Professional Standards
9. 9 Department of Labor’s AnEmployer’s Guide to 13 Principles Use only in a purposeful manner Use a ‘Whole person’ approach Unbiased & fair to all groups Reliable instruments & procedures Demonstrated valid for the specific purpose for which they are being used Appropriate for the target population
10. 10 Understandable & comprehensive documentation Staff are properly trained Testing conditions are suitable for all test takers Reasonable accommodation for disabilities Instrument security Confidentiality of assessment results Scores are interpreted properly Department of Labor’s AnEmployer’s Guide to Good Practices
11. 11 1. Use assessment tools in a purposeful manner Know what you want to accomplish & why Select a tool(s) that will get you the information you are wanting
12. 12 Inappropriate Use “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.
13. 13 2. Use the whole person approach All assessment tools are subject to errors. Do NOT expect any test or procedure to measure a personal trait or ability with perfect accuracy for every single person. Do NOT expect any test or procedure to be completely accurate in predicting performance.
14. 14 ‘whole person’ approach “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.” Source: Testing and Assessment: An Employer’s Guide to Good Practices U.S. Dept of Labor 1999
15. 15 What to look for in a test? Relevant Information Convenience based on your needs Administration (paper/pencil • on-screen) Analysis (fax back • software • internet) User Friendly Report Feedback Cost effective Potential for adverse impact?
16. 16 4. Use only reliable assessment instruments & procedures Reliability The ability of an instrument to measure consistently & with relative absence of error. The higher the reliability confident, the more confidence you can have in the score. A reliable instrument is NOT always valid.
17. 17 Reliability .90 and up……Excellent! .80-.89……… Good .70-.79……… Adequate Below .70……May have limited applicability Source: Testing and Assessment:An Employer’s Guide to Good Practices U.S. Dept of Labor 1999
18. 18 5. Use only instruments valid for the specific purpose Validity Ability of an instrument to measure what it is intendedto measure. What does the instrument measure? How well does it measure it? A valid instrument is ALWAYS reliable.
19. 19 Validity Defined “There’s a simple way to think about validity. In selecting or promoting employees, we want to answer one simple question: Do people who do better on this test perform better on the job?” Hiring Great People McGraw-Hill, 1999 p.137
20. 20 What to look for in a test? High Validity .35 & Above…..very beneficial .21-.34…………likely to be useful .11-.20…………depends on circumstances Below .11………unlikely to be useful Source: Testing and Assessment:An Employer’s Guide to Good Practices U.S. Dept. of Labor 1999
22. 22 6. Use assessment tools that are appropriate for the target population. No two assessments are alike!!!
23. 23 Pros ConsHonest/Integrity No adverse impact Demonstrated validity Easy to administer Inexpensive to administer Privacy ? Faking possible Interpretation Not for current employees State regulations
24. 24 Pros ConsAbility Tests Most useful performance predictors Easy to administer Inexpensive to administer Can result in high adverse impact Physical ability test costly to develop & administer
25. 25 Pros ConsAchievement Tests Job Knowledge/Work Sample = high validity Easy to administer Inexpensive to administer Less adverse impact Written tests result in adverse impact Work sample tests – expensive to develop
26. 26 Pros ConsBio – Data Inventories Easy to administer Inexpensive to administer Validity evidence Can reduce adverse impact w/ other assessments Privacy concerns Faking
30. Skill of interviewer is critical to the quality of the interviewSource: Testing and Assessment: An Employer’s Guide to Good Practices U.S. Dept of Labor 1999
39. In some cases, it is difficult to demonstrate job relatedness and business necessity of education and experience requirementsSource: Testing and Assessment:An Employer’s Guide to Good Practices U.S. Dept of Labor 1999
40.
41. Can serve as protection against potential negligent hiring lawsuits
43. Reports almost always positive; they do not help differentiate between good workers and poor workersSource: Testing and Assessment: An Employer’s Guide to Good Practices U.S. Dept of Labor 1999
44. 31 Pros ConsAssessment Centers Job/Training performance predictor Mgr. Potential predictor Leadership ability Whole Person approach Expensive to develop Expensive to administer Specialized assessor training
45. 32 Pros ConsMedical Exams Insures safe environment when use consistent with Federal, State, Local laws Cannot be administered prior to job offer Risk of violating regulations
46. 33 Pros ConsDrug/Alcohol tests Ensures safe work environment when consistent with Federal, State, Local laws Considered medical exams Risk of violating applicable regulations
47. 34 7. Use assessment instruments with understandable & comprehensive documentation available
48. 35 What to look for in a test? Technical Validation Documentation “Test manuals should provide a description of the validation procedures used, and evidence of validity, reliability and test fairness.” Source: Testing and Assessment:An Employer’s Guide to Good Practices U.S. Dept. of Labor 1999
49. 36 8. Ensure that administration staff are properly trained Make sure guidelines are followed Answers are not given out Test anxiety is minimized Obtain informed consent & a waiver
50. 37 9. Ensure testing conditions are suitable for all test takers When implementing… Consistency Consistency Consistency
51. 38 10. Provide reasonable accommodations for people with disabilities Examples of accommodations: Not timed Questions read to person In another language
52. 39 11. Maintain instrument security Make sure access to assessments is safe. If assessments are on the internet, make sure a password is used.
53. 40 12. Maintain confidentiality of assessment results Only those with a legitimate need to know should have access to results Explain your procedures to the test taker
54. 41 13. Ensure that scores are interpreted properly Inferences need to be reasonable, well-founded, and not based on stereotypes Needs to be solid evidence. Should be good support from technical manuals.