Employee testing and social media
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The document discusses different types of employee testing that can be used for selection, including assessment centers, biographical data, integrity tests, interviews, job knowledge tests, personality tests, physical abilities tests, and cognitive abilities tests. It provides brief descriptions of the purpose and content of each type of test. The document also lists some common social media networks used for employee selection like LinkedIn, Facebook, Indeed, O*Net, Twitter, and YouTube.
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This document discusses intelligence testing and different types of tests. It defines intelligence and explains that testing, also called psychometrics, systematically uses tests to measure psychological abilities and behaviors. There are two main types of tests discussed - ability tests and personality tests. Ability tests measure work-related skills and potential, while personality tests diagnose psychological issues and screen candidates. Specifically, it outlines different ability tests like intelligence, verbal, numerical, and spatial reasoning tests. It also describes two types of intelligence tests - verbal tests that assess comprehension through language, and non-verbal tests that evaluate visual problem-solving skills without words. Examples of intelligence tests given are the Stanford-Binet Scale and Wechsler Scale for verbal, and Raven's Progressive
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Here are some tips for answering common interview questions:
For "Tell me about yourself", keep it brief (2-3 minutes max), focus on relevant work experience and skills, and highlight 2-3 of your strongest qualifications.
For weaknesses, choose something minor you've worked to improve, and discuss what you learned. Avoid sensitive topics.
For strengths, have 1-2 examples ready that demonstrate skills the job requires. Focus on achievements, not attributes.
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For "What do you have to offer?", emphasize skills, work style, experience, and how you'll add value. Give concrete examples.
For
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The document discusses the importance of employee selection and outlines the typical selection process. It begins by explaining that selection is important because (1) a manager's performance depends on their subordinates, (2) it is costly to recruit and hire employees, and (3) there are legal implications of incompetent selection. The selection process typically involves initial screening, application forms, employment tests, interviews, background checks, and making a final hiring decision. The document provides details on various types of employment tests, interviews, background investigations, and ensuring the selection process is valid, reliable, and legal.
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This document discusses job analysis and selection validity and reliability. It defines job analysis as the process of defining job tasks, requirements, and needed knowledge, skills, abilities, and other characteristics. An effective job analysis involves both a task analysis to identify important job duties, and a worker analysis to determine the capabilities required to perform those duties. Key tools for job analysis include interviews, observation, and standardized questionnaires. Maintaining valid and reliable job analysis and selection processes is important from both legal and professional standards perspectives.
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The document discusses human resource assessment methods and their importance for linking business objectives to employee performance. It summarizes different assessment techniques including behavioral interviews, psychometric tests for intelligence and personality, and case interviews. The behavioral interview is highlighted as the most common method that looks for lessons learned from past experiences to reveal abilities. Structured interviews are more objective but unstructured interviews give interviewers more power and flexibility. Overall assessment allows organizations to understand individual strengths and weaknesses, adaptability, and reliability to help achieve competitive advantages.
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Here are some tips for answering common interview questions:
For "Tell me about yourself", keep it brief (2-3 minutes max), focus on relevant work experience and skills, and highlight 2-3 of your strongest qualifications.
For weaknesses, choose something minor you've worked to improve, and discuss what you learned. Avoid sensitive topics.
For strengths, have 1-2 examples ready that demonstrate skills the job requires. Focus on achievements, not attributes.
When asked about qualifications, connect your experience and strengths directly to the job requirements and company needs.
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1. The document outlines key concepts related to individual behavior including intellectual abilities, physical abilities, biographical characteristics, and learning theories.
2. It defines intellectual abilities as those needed for mental tasks like reasoning and problem solving, and physical abilities as those involving stamina, dexterity, and strength.
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Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection
for redundancy. An objective and appropriate methodology for assessment improves decision making, reduces risk and increases confidence in the
selection process.
Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. These notes describe how we go about
organising group and individual assessments, their objectives and content, and the benefits.
For more details, call David Mosscrop on +44 161 703 5600.
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3) Examples of common tests used by companies are described, such as tests by HUL measuring analytical ability, tests by Rolls-Royce measuring reasoning skills, and Goldman Sachs' interview process involving verbal and logical reasoning tests.
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The document discusses various methods that can be used to make hiring decisions based on test scores, including unadjusted top-down selection, passing scores, cutoffs, the multiple hurdle approach, and banding. It also covers types of selection tests, personality tests like the Big 5 and Myers-Briggs, and other predictors such as interviews, references, and biodata. Overall, the document provides an overview of different approaches organizations can take to incorporate test scores and other factors into the employee selection process.
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I made this powerpoint to help anyone who studies I/O psychology. I included references of my powerpoint. :) I hope you clearly understand it. Thank you! If it is useful, please give some heart. :)
Session 2 ppt fg
1. The document outlines key concepts related to individual behavior including intellectual abilities, physical abilities, biographical characteristics, and learning theories.
2. It defines intellectual abilities as those needed for mental tasks like reasoning and problem solving, and physical abilities as those involving stamina, dexterity, and strength.
3. Biographical factors like age, gender, race, and tenure are discussed in relation to outcomes like productivity, absenteeism, and job satisfaction.
4. Major learning theories covered include classical conditioning, operant conditioning, reinforcement schedules, and their application to organizational behavior.
Psychometric assessments
Selecting the right person for the job is a basic task for any organisation. Getting it wrong can be costly – on recruitment, promotion or even selection
for redundancy. An objective and appropriate methodology for assessment improves decision making, reduces risk and increases confidence in the
selection process.
Collinson Grant has been using various forms of psychometric assessments to support clients for more than 30 years. These notes describe how we go about
organising group and individual assessments, their objectives and content, and the benefits.
For more details, call David Mosscrop on +44 161 703 5600.
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The document discusses the selection process and various selection tools used to identify the most suitable candidate for a job. It begins by defining selection and its purpose of differentiating between applicants to hire those most likely to succeed. It then explains various selection stages like job analysis, recruitment, application forms, interviews, tests and reference checks. It also discusses different types of interviews, structured activities used in selection like presentations and tests. It covers psychometric tests, personality questionnaires and the importance of references. Finally, it discusses reducing biases in selection and using a decision matrix to guide selection.
Presentaiton on about ability
This document discusses ability and its varieties. Ability refers to an individual's capacity to perform tasks required for a job. An individual's overall abilities are made up of two sets of factors: intellectual abilities and physical abilities. Intellectual abilities are needed to perform mental activities like thinking, reasoning, and problem solving. They include dimensions like verbal comprehension, perceptual speed, and inductive reasoning. Physical abilities refer to the capacity for tasks requiring stamina, dexterity, strength and related characteristics. Research has identified nine basic physical abilities needed for job performance.
Topic 11 multiple_assessment_procedures
This document discusses individual assessment programs which assess candidates one at a time. It describes the general practice of individual assessments where one assessor is responsible for integrating information from various sources and reporting to the client. It also discusses two main approaches to individual assessments - one with a psychometric emphasis using tests and another using clinical interviews. The document outlines some criticisms of individual assessments, such as a lack of validation, unreliability between assessors, influence from only one or two assessment parts, and concerns about seeking non-job relevant personal information.
Psychological test.... 2016
1) The document discusses various psychological tests used in recruitment and selection, including tests that measure abilities, personality, motives, traits, intelligence and more.
2) It outlines 16 different personality types based on traits of introversion/extraversion, sensing/intuition, thinking/feeling, and judging/perceiving. Strengths of each type are provided.
3) Examples of common tests used by companies are described, such as tests by HUL measuring analytical ability, tests by Rolls-Royce measuring reasoning skills, and Goldman Sachs' interview process involving verbal and logical reasoning tests.
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A person analysis identifies employees who are not meeting performance requirements and why. Data can be collected through performance appraisals, self-ratings, cognitive and behavioral tests, assessment centers, and attitude measures. A performance appraisal involves a supervisor evaluating an employee's performance using a rating scale, while a self-rating involves an employee evaluating their own performance. Cognitive tests measure knowledge and skills like numeracy, verbal abilities, and reasoning. Behavioral tests evaluate skills in simulated work situations. Assessment centers provide standardized evaluations of behavior through multiple assessments like simulations and interviews. Attitude measures use scales to provide a valid measurement of an individual's attitudes. The analysis identifies any non-trainable needs due to issues like rewards/punishments or feedback,
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The document discusses various methods for internal selection, including initial assessment methods like skills inventories, peer assessments, and self-assessments. It also covers substantive assessment methods such as using seniority and experience, job knowledge tests, performance appraisals, promotability ratings, and assessment centers. Assessment centers involve exercises and evaluations by trained assessors over multiple days. The document evaluates the advantages and disadvantages of the different internal selection methods.
Testing in various areas
- Psychological testing is used for personnel selection and must meet professional and legal standards by directly relating to job requirements.
- Employment interviews can be biased while tests, when used with interviews, can improve selection success.
- Various psychological tests are used for employee selection, including personality, honesty, intelligence, aptitude, and physical tests.
- Abilities, skills, and aptitudes can predict job performance when measured by cognitive, emotional intelligence, psychomotor, and physical tests.
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This document discusses psychometrics, which involves administering psychological tests to objectively measure human behavior and attributes. It outlines key principles of psychometrics like standardization and reliability. There are different types of psychometric tests that measure various qualities like intelligence, aptitude, personality, and interests. These tests are commonly used for recruitment, selection, and career progression by identifying traits that may be difficult to assess in interviews. The document concludes that psychometric testing can objectively measure a candidate's suitability for a role based on required personality and cognitive abilities.
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Employers prioritize collaboration and interpersonal skills in new hires. These skills include effective communication, both written and oral, relating well to others, cooperating in teams, and negotiating conflicts. While graduates are weakest in oral and written communication according to employers, developing interpersonal skills through extracurricular activities can help students improve in these areas and be more successful later in their careers.
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The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
Hrm
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
Chapter 7- Tests.pptx
The document discusses various methods for testing and evaluating job applicants, including tests of cognitive abilities, motor and physical abilities, personality, interests, and achievement. It covers intelligence tests, specific cognitive ability tests, personality tests measuring the big five factors, interest inventories, and achievement tests. The document also discusses other selection methods such as background checks, reference checks, work samples, and situational judgement tests. It notes that selection tests must be validated, and that personality tests can be prone to faking or legal challenges.
IP lecture 5.pptx
Psychological tests are objective standardized measures used in employee selection to assess abilities and predict future performance. They have advantages over other selection methods like interviews in being easier to evaluate and uncover hidden talents. However, they also have limitations like inability to perfectly predict job success, risk of unfair rejection, and potential for faking responses. Psychological tests work best as a supplement to other techniques rather than the sole evaluation method. Common types used include intelligence, aptitude, personality, and interest tests.
4 staffing activities
The document discusses various staffing activities including recruitment, selection, and onboarding processes. It covers topics such as determining hiring needs, attracting candidates, screening applicants, interviewing, assessing skills, and integrating new employees. Recruitment sources include internal referrals, job boards, agencies, and campus recruiting. The use of electronic recruiting and talent management systems is also addressed.
HRM_4th week
The document provides an overview of the employee selection process, including defining selection, environmental factors that affect selection, selection criteria and typical steps in the selection process. It discusses selection tests and their characteristics as well as common types of employment tests. The document also covers conducting employment interviews, including types of interviews and how to avoid common mistakes. Guidelines are provided for interviewing. An overview of the selection process is given along with purposes and stages of the socialization process for new employees.
WANTED: Perfect Employee
The document discusses standards and methods for selecting the perfect employee. It outlines five selection standards: reliability, validity, generalizability, utility, and legality. Various selection methods are then evaluated against these standards, including interviews, reference checks, biographical data, physical/cognitive ability tests, personality inventories, work samples, and honesty/drug tests. Interviews have low reliability and validity, especially when unstructured. Cognitive ability tests have high reliability and validity in predicting performance for most jobs. Work samples have high reliability, validity, and job-relatedness, despite their higher development costs.
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The document discusses various psychological tests used in the employee selection process. It begins by outlining the general steps in employee selection such as ability and personality tests, interviews, and assessment centers. It then describes several specific psychometric tests used to evaluate candidates, including the OPQ32r, SHL tests, Bennett Mechanical Comprehension Test, IQ/achievement tests, Manchester Personality Questionnaire, and Applied Technology Series. The document emphasizes that psychometric tests provide objective, standardized, and valid measures of candidates' abilities, personalities, and potential job success.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
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Employee testing and social media
- 1. Employee Testing and Social Media
- 2. Assessment Centers • Assessment centers can be designed to measure many different types of job related skills and abilities, but are often used to assess interpersonal skills, communication skills, planning and organizing, and analytical skills. The assessment center typically consists of exercises that reflect job content and types of problems faced on the job.
- 3. Biographical Data • The content of biographical data instruments varies widely, and may include such areas as leadership, teamwork skills, specific job knowledge and specific skills (e.g., knowledge of certain software, specific mechanical tool use), interpersonal skills, extraversion, creativity, etc. Biographical data typically uses questions about education, training, work experience, and interests to predict success on the job. Some biographical data instruments also ask about an individuals attitudes, personal assessments of skills, and personality.
- 4. Integrity Tests • Integrity tests assess attitudes and experiences related to a persons honesty, dependability, trustworthiness, reliability, and pro-social behavior. These tests typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas. Integrity tests are used to identify individuals who are likely to engage in inappropriate, dishonest, and antisocial behavior at work.
- 5. Interviews • Interviews vary greatly in their content, but are often used to assess such things as interpersonal skills, communication skills, and teamwork skills, and can be used to assess job knowledge. Well-designed interviews typically use a standard set of questions to evaluate knowledge, skills, abilities, and other qualities required for the job. The interview is the most commonly used type of test. Employers generally conduct interviews either face-to-face or by phone.
- 6. Job Knowledge Tests • Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions. Examples of job knowledge tests include tests of basic accounting principles, A+/Net+ programming, and blueprint reading.
- 7. Personality Tests • Some commonly measured personality traits in work settings are extraversion, conscientiousness, openness to new experiences, optimism, agreeableness, service orientation, stress tolerance, emotional stability, and initiative or proactivity. Personality tests typically measure traits related to behavior at work, interpersonal interactions, and satisfaction with different aspects of work. Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings.
- 8. Physical Abilities Tests • Physical ability tests typically use tasks or exercises that require physical ability to perform. These tests typically measure physical attributes and capabilities, such as strength, balance, and speed.
- 9. Cognitive Abilities Tests • Cognitive ability tests typically use questions or problems to measure ability to learn quickly, logic, reasoning, reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs. Cognitive ability tests assess a persons aptitude or potential to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet.
- 10. Social Media Networks • LinkedIn • Facebook • Indeed • O*Net • Twitter • YouTube