Employee Testing and Selection

• This unit covers the importance of employee testing and selection.
• Includes reliability and validity concepts
• Explains the categories of selection tests

Employee Selection

• Employee testing and selection is important for defining and selecting employees
• Reliability and validity are key concepts in selecting and assessing employees
• Outlines the different types of employee selection
• Discusses work samples and simulations
• Background investigations and other methods are useful in employee selection

Screening Tools

• Common screening tools: Tests, assessment centers, interviews, background/reference checks

Selection Focus

• Key attributes to consider during selection include knowledge, skills, abilities, and competencies (KSAOs)

Accurate Selection Goals

• Aim to achieve Person-job fit and Person-organization fit when hiring

Importance/Benefits

• Employee selection leads to increased company performance
• Reduces costs of recruiting and hiring
• Minimizes legal risks

Employee Testing

• Testing and selecting employees requires a basic understanding of the process
• Reliability and Validity are important considerations

Reliability

• Consistency of scores when a person is retested with identical or similar tests indicates reliability
• Reliability testing methods: Test-retest, equivalent/alternate form, and internal comparison

Validity

• Validity refers to the measurement accuracy of a test or interview
• A valid test accurately measures what it intends to measure

Types of Validity

• Criterion validity: Test scores correlate with job performance
• Content validity: Test contains relevant tasks/skills needed for the job
• Construct validity: Selection procedure measures a relevant construct for successful job performance

Validation Process

• Process: Analyze the job, choose tests, administer test, compare test scores and criteria, cross-validate

Bias

• Tests can be biased if they don't suit the cultural or contextual background of the test-takers.
• Biased tests fail to measure what they are intended to measure

Validity Generalization

• Indicates how valid a measure is when used in different situations (generalized)

Types of Tests

• Employee tests can measure cognitive abilities, motor/physical abilities, personality/interests, and achievement

Cognitive Ability Tests

• Intelligence (IQ) tests: Measure memory, vocabulary, verbal skills, numerical ability
• Specific cognitive (aptitude) abilities: Measure deductive reasoning, verbal comprehension, memory, numerical ability

Motor/Physical Abilities Tests

• Motor abilities: Measuring finger dexterity, manual dexterity, reaction time
• Physical abilities: Measuring static strength, dynamic strength, body coordination, stamina

Personality/Interest Tests

• Personality Test: Measures traits like extraversion, emotional stability, agreeableness, conscientiousness, openness
• Interest Test: Compares interests with others in various occupations

Achievement Test

• Measures job knowledge in areas like sales, HRM, marketing, and mechanical engineering

Work Sample Simulations

• Methods for measuring work performance directly include work samples, management assessment centers, video-based situational testing, miniature job training evaluation

Work Samples

• Actual job tasks are used to test applicant performance

Work Sampling

• Candidates perform job tasks to predict job performance

Advantages of Work Sampling

• Measures actual job tasks
• Harder to fake
• Not biased

Disadvantages of Work Sampling

• Doesn't consider personality
• Seen as labor exploitation

Situational Judgment Tests

• Assesses judgment regarding workplace situations

Management Assessment Centers

• Involves a 2-3 day simulation with realistic management tasks
• Appraises leadership potential through expert observation

Components of Simulated Tasks

• The In-basket: Handling simulated job reports, emails, memos etc.
• Leaderless Group Discussion: Groups given questions and must reach consensus
• Management Games: Solving realistic problems in simulated companies
• Individual Oral Presentations: Communication skills evaluated
• Testing: Personality, mental ability, interests, achievements
• The Interview: Assesses interests, past performance, motivation

Situational Testing

• Examines respond to situations representative of the job

Video-Based Situational Testing

• Uses multiple-choice questions following online/computer video scenarios

Miniature Job Training Evaluation

• Candidates perform job tasks; their performance is then evaluated before hiring

Background Investigations

Sources of Information

• Former employers can provide information. Supervisor reluctance and potential defamation issues exist
• Current supervisors and commercial credit rating agencies also provide info, however the candidate may have issues with current employers knowing
• Written references are often overly positive.
• Social networking sites can be a source, but raise privacy concerns
• Drug screening has limitation of being legally intrusive

Applicant Tracking Systems

• Knock out applicants who don't meet requirements
• Allow extensive online testing/screening
• Match "hidden" talents to openings