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CHAPTER 5 METHODS FOR ASSESSING & SELECTING EMPLOYEES Inst. Aslı Yalçın Çankaya University Psychology Department METHODS FOR ASSESSING & SELECTING EMPLOYEES Methods used in assessing & screening applicants for jobs. Employee screening; the process of reviewing info. about job appl...
CHAPTER 5 METHODS FOR ASSESSING & SELECTING EMPLOYEES Inst. Aslı Yalçın Çankaya University Psychology Department METHODS FOR ASSESSING & SELECTING EMPLOYEES Methods used in assessing & screening applicants for jobs. Employee screening; the process of reviewing info. about job applicants to select ind. s to jobs. Wide variety of data sources; resumes, job applications, letters of recommendation, tests, interviews. The first step; evaluation of written materials (e.g. resumes & application forms) Application forms- lower level positions Resumes- higher level positions. METHODS FOR ASSESSING & SELECTING EMPLOYEES Resumes & application forms; Impressions of qualifications from written applications impressions of applicants in their subsequent interviews. Difficulty; evaluating & interpreting the info. How to compare? Education, Work experience, Outstanding work or school accomplishments best predictors of future job performance Little education but a lot of experience A well-educated person with no experience METHODS FOR ASSESSING & SELECTING EMPLOYEES Basic background info numerical values to compare the qualifications of applicants (quantify the biographical info) weighted application forms or biographical information blanks (BIBs). Weighted Application Forms; assign different weights to the various pieces of information What do we need to do that (to determine the weights)? The detailed research conducted by the organization (the rel. btw. specific bits of biographical information (biodata) & the criteria of success in the job) E. g. M.A. or M.S. applications (a different form of weighted METHODS FOR ASSESSING & SELECTING EMPLOYEES What should we include in applicant forms? Collect only the information that has been determined to be job related. √ Training, previous experience, degrees, department, certificates What should not be in them? Questions not job-related; es.lly those that may lead to job discrimination. X Age, ethnic background, religious affiliation, marital status, having children, finances X YES! NO! Employee Screening METHODS FOR ASSESSING & SELECTING EMPLOYEES Work samples; A report or document (written sample) Artists, architects, and software developers submit a “portfolio” of work products/samples Related to future performance have predictive validity METHODS FOR ASSESSING & SELECTING EMPLOYEES The second step; references & letters of recommendation Employee screening also involves reference checks and letters of recommendation. Such sources can provide information about: › › › › Employment and educational history. Evaluations of the applicant’s character. Evaluations of the applicant’s job performance. The recommender’s willingness to rehire the applicant. The use of these methods is on the decline bec. ; Applicants choose their own source of references (less likely to supply those who will give a neg. recommendation. METHODS FOR ASSESSING & SELECTING EMPLOYEES Problem can be solved ; o By forcing the recommender to rate the applicant on variety of dimensions e. g. academic ability, motivation, oral/ communication skills, initiation etc. Use of ipsative scoring / forced choice - two positive rating options but only one is related to job performance. o e. g. conscientiousness agreeableness x Sometimes background checks for past criminal activity are performed. Mostly for positions in law enforcement, jobs working with children and other vulnerable populations. METHODS FOR ASSESSING & SELECTING EMPLOYEES The third step; employee testing Use of standardized instruments to measure characteristics that are predictive of job performance. Any screening test or method must demonstrate that it is reliable & valid predictor of job performance. Reliability: consistency & stability of the measurement A measurement instrument is reliable if it repeatedly gives the same or similar results when applied repeatedly to the same quantity. Three methods for establishing reliability are METHODS FOR ASSESSING & SELECTING EMPLOYEES Test‑retest reliability: administering the same measure to the same people at two different times. Correlate the scores ( people should obtain the same/similar scores) High correlation (r approaching to 1.00): high test-retest reliability. Parallel forms: Two equivalent forms measuring the same construct are developed. Test takers get both forms; correlate the scores. High correlation (r approaching to 1.00): high parallel form reliability. METHODS FOR ASSESSING & SELECTING EMPLOYEES Internal consistency reliability: each item should measure the same general construct. Performance on one item should be consistent with the performance on all other items. Two methods: Split half reliability: Divide test items into equal parts & correlate the summed score on the first half with the second half. Cronbach’s Alpha reliability: Determine the avarage inter-correlation among all items. (Cronbach’s Alpha= ∝) High correlation (approaching to 1.00): high reliability. METHODS FOR ASSESSING & SELECTING EMPLOYEES Validity: accuracy of inferences we draw from measurements Valid accurately measuring what it purports to measure. Two types of validity- most important for development and use of screening tests: Content validity: whether a predictor measurement (test / interview) adequately sample important job beh.s & elements (KSAOs) involved in performing the job. Established by having SMEs judge the appropriateness of the items Relies on job analysis! METHODS FOR ASSESSING & SELECTING EMPLOYEES Two types of validity- most important for development and use of screening tests: Criterion‑related validity: the relationship between screening scores & some criterion of job success (e. g. workoutput / quality). Two ways: Predictive Validity: the measure should relate to future job performance (it takes time) Concurrent Validity: the measure given to current employees & scores are corr. with some criterion of job performance. Quicker estimate of validity but may not be as accurate Possible problem - range restriction; (Current employees: successful performers & already hired; no poor performers) METHODS FOR ASSESSING & SELECTING EMPLOYEES Tests can be administered in variety of ways. Individual vs. group tests Computerized adaptive tests Speed vs. power tests Paper-pencil vs. performance tests: METHODS FOR ASSESSING & SELECTING EMPLOYEES Individual vs. group tests: Individual tests are administered to one individual at a time Administrator more involved than in group tests Tests that require some kind of sophisticated apparatus (e.g. driving simulator) or tests that require constant supervision (e.g. intelligence tests, personality tests) Group tests given simultaneously to more than one person Time and cost issues Tests of all kinds are being administered online, so the distinction btw. ind and group testing becoming blurred METHODS FOR ASSESSING & SELECTING EMPLOYEES Paper-pencil vs. performance tests: Both paper versions of tests & online versions Require some form of written reply in either a forced choice or open ended essay format. E. g. many employee screening tests & tests in school. Performance tests involve manipulation of physical objects. tests of manual dexterity, grip strength METHODS FOR ASSESSING & SELECTING EMPLOYEES Speed vs. power tests: Speed tests Fixed time limit The number of items completed in the time period. E. g. a typing test number of letters written in 60 seconds E. g . https://www.lumosity.com https://www.brainturk.com/mathe Power test sufficient time to complete all of the items Difficult items Percentage of items answered correctly METHODS FOR ASSESSING & SELECTING EMPLOYEES Computerized Adaptive Tests: A form of assessment using a computer The examinee’s response (i.e., right or wrong) to one question determines the selection of the next question Tailored testing; adjust the level of item difficulty to match the knowledge & ability of the test-taker. Test taker a wrong answer, the computer an easier Test taker answers correctly, the computer more difficult. Shorter; less expensive Immediately delivered results METHODS FOR ASSESSING & SELECTING EMPLOYEES Employee screening tests vary greatly in format and in characteristics they measure. Categories of such tests include: Biodata instruments Cognitive Ability Tests Mechanical Ability Tests Motor and Sensory Ability Tests Job Skills and Knowledge Tests Personality Tests Honesty and Integrity Tests Miscellaneous instruments (Other Employee Screening Tests) Standardized tests are often used in combination in test batteries to help select the best qualified candidates. METHODS FOR ASSESSING & SELECTING EMPLOYEES Biodata instruments: biodata background info & personal characteristics Info that would appear on application forms & other items about background Education and experience Attitudes, values, likes, and dislikes No standardized biodata instruments Take a great deal of research to develop and validate Designed to screen applicants for one specific jobs most likely to be used only for higher-level jobs Detailed description of behavioral history Problem Invasion of privacy; unintentional discrimination METHODS FOR ASSESSING & SELECTING EMPLOYEES Sample bio-data items: How successful were your teachers in arousing your academic interest? Extremely successful Very successful Somewhat successful Not at all successful Which one of the following seems most important to you? A pleasant home and family life A challenging and exciting job Getting ahead in the world Being active & accepted in community affairs Making the most of your particular ability METHODS FOR ASSESSING & SELECTING EMPLOYEES Cognitive Ability Tests Range from tests of general intellectual ability tests to tests of specific cognitive skills Group-administered, paper-pencil Otis Self-Administering Test of Mental Ability (Otis, 1929) (75 items both students & adults) Wonderlic Personnel Test (Wonderlic, 1983) (50 items for employment) Short and assess basic verbal and numerical abilities E . g. FLAMMABLE, INFLAMMABLE - Do these words Have similar meanings ------- 2. Have contradictory meanings ------ 3. Mean neither the same nor opposite Which of the following numbers represents the smallest amount: METHODS FOR ASSESSING & SELECTING EMPLOYEES Cognitive Ability Tests Ability to learn simple jobs, to follow instructions, and to solve work-related problems and difficulties E. g. Office clerks, assembly workers, machine operators, and certain frontline supervisor One criticism Measure cognitive abilities that are too general to be effective predictors of specific job-related cognitive skills G the most consistent predictor of job performance for all categories of jobs & for success of employee-training efforts Problem: may favor economically & educationally advantaged groups. May discriminate minority and disadvantaged groups METHODS FOR ASSESSING & SELECTING EMPLOYEES Mechanical Ability Tests Effective in screening applicants for positions that require operating and/or repairing machinery, for construction jobs & for certain engineering positions The Bennett Mechanical Comprehension Test (BMCT) 68 items, application of a physical law or a mechanical operation One study; BCMT the best sig. predictor of job performance for a group of employees manufacturing electromechanical components. U. K. military study; mechanical comprehension test predicted recruits’ abilities to handle weapons. METHODS FOR ASSESSING & SELECTING EMPLOYEES Motor and Sensory Ability Tests - Crawford Small Parts Dexterity Test - Purdue Pegboard Timed performance instruments (speed tests) that require the manipulation of small parts to measure the fine motor dexterity in hands & fingers required in jobs E. g. assembling computer components E .g. Crawford Test: Boards with small holes into which tiny pins must be placed using tweezers. Sensory ability tests hearing, visual acuity, and perceptual discrimination - Snellen Eye Chart : rows of letters that become increasing smaller E. g. Inspectors or bus drivers METHODS FOR ASSESSING & SELECTING EMPLOYEES Job Skills and Knowledge Tests Various standardized tests also used to measure skills or domains of job knowledge. E. g. For clerical jobs; Proofreading, alphabetical filing, correction of spelling or grammatical errors, use of software E. g. The Judd test a series of tests designed to assess competency in several areas of computer competence (word processing, spreadsheet programs, and database management) METHODS FOR ASSESSING & SELECTING EMPLOYEES Job Skills and Knowledge Tests Job Knowledge Tests assess specific types of knowledge required to perform certain jobs. e. g. for nurses; ask appropriate emergency medical procedures. financial examiner; regulations about financial transactions and security regulations. Advantage: good predictive validity! METHODS FOR ASSESSING & SELECTING EMPLOYEES Job Skills and Knowledge Tests Work Sample Tests measures applicants’ abilities to perform brief examples of some of the critical tasks that the job requires The work sample tasks constructed as tests, administered under standard conditions, scored on some predetermined scale (E.g. Gapjumpers) https://www.gapjumpers.me/applicants/#Search-Work Clearly job related; can also serve as RJP Allow applicants to determine their own suitability as well as capacities E. g. Stand attendant at snack bar. use cash register, make change, fill out a report, react to an irate customer. Limitations: Expensive to develop & takes time to METHODS FOR ASSESSING & SELECTING EMPLOYEES Personality Tests Designed to measure certain characteristics of workers. Criticized in 1960s and 1970s; (general personality dimensions – performance on specific tasks) Personality traits job performance (if derived from JA) Minnesota Multiphasic Personality Inventory (MMPI, Hathaway & McKinley, 1970) assess psychopathology important for sensitive jobs E. g. police officer, airline pilot, or nuclear power plant operator Trend toward developing personality tests that METHODS FOR ASSESSING & SELECTING EMPLOYEES Personality Tests Big Five Personality O – Openness to experience: the disposition to be curious, imaginative, and unconventional C – Conscientiousness: the disposition to be purposeful, determined, organized, and controlled E – Extraversion: the tendency to be sociable, assertive, active, talkative, energetic, and outgoing A – Agreeableness: the disposition to be cooperative, helpful, and easy to get along with N – Neuroticism: the person’s characteristic level of stability versus instability Achievement motivation or persistence sales Responsibility and service orientation bank teller METHODS FOR ASSESSING & SELECTING EMPLOYEES Personality Tests dependability job performance and attendance; Dominance managerial success and career success Emotional Intelligence ability to understand, regulate, and communicate emotions and to use them to facilitate thinking Combination of personality, intelligence, and ability Important for managerial success METHODS FOR ASSESSING & SELECTING EMPLOYEES Honesty and Integrity Tests In the past, polygraphs or lie detectors were used in screening to eliminate dishonest workers. Designed to measure physiological reactions associated with lying (e.g., respiration, blood pressure, or perspiration) (Esp.lly for positions that require handling a cash or expensive merchandise. ) False positive errors; innocent people validity The use was restricted in 1988 Still used for safety jobs and sensitive governmental positions. METHODS FOR ASSESSING & SELECTING EMPLOYEES Honesty and Integrity Tests Integrity tests paper- pencil measures asking about past honest/dishonest behavior or about attitudes condoning dishonest behavior e.g. “An employer who pays people poorly has its coming when employees steal. Do you agree or disagree with this statement?” Valid predictors of CWB (such as goldbricking & taking extended breaks) & employee dishonesty & job performance. Job performance (e.g., conscientiousness & emotionally stability.) Never should be the sole basis! (only use with other valid predictors!) METHODS FOR ASSESSING & SELECTING EMPLOYEES Other Employee Screening Tests Screen applicants for drug use; employers concerned about safety issues and poor performance. (analysis of urine, hair & saliva samples) Problem: lab tests not 100% accurate False negatives; may not detect the presence of drugs 84% of HR professionals in 2006 Attitudes towards drug use Paper-pencil tests Graphology = handwriting analysis; inferences about personality characteristics Highly questionable validity METHODS FOR ASSESSING & SELECTING EMPLOYEES Effectiveness of Employee Screening Tests Some critics; low validity coefficients (.20) for certain tests. Yet, among the screening methods (biodata, interviews) & across the full spectrum of jobs; tests are the best! Ability of a test to predict performance = how well the test measures KSAOs ? (JA) Most effective use- test battery esp.lly for high level jobs that require complex tasks. (A combination of used to increase the criterion validity) E. g. Combination of personality test & ability test are better predictors of JP than used alone. METHODS FOR ASSESSING & SELECTING EMPLOYEES Assessment Centers Offers a detailed, structured evaluation of job applicants using a variety of instruments & techniques Specific managerial skills & characteristics assessed Oral and written communication Behavioral flexibility Creativity Tolerance of uncertainty Skills in organization, planning, and decision making Mostly used for selection managers but also used for development of managers (feedback regarding weaknesses & strenghts) METHODS FOR ASSESSING & SELECTING EMPLOYEES Assessment Centers Involves situational exercises/tests; (similar to work samples but approximations rather than the actual examples of the work test) Can be written, live tests, or video presentation In-basket exercise/test: deal with a lot of memos, letters, and other materials that have supposedly collected in the “in-basket” of the manager (e.g. answering correspondence, preparing agenda for meetings, making decisions, etc.) A group of observers evaluate how each applicant deals with the various tasks and assigns a performance score Criticism: Difficult to score & interpret bec. attempting to assess a variety of complex skills and knowledge bases https://www.youtube.com/watch?v=T6nVuwr31wQ METHODS FOR ASSESSING & SELECTING EMPLOYEES Assessment Centers Leaderless Group Discussion: Applicants are put in a small group to discuss a work-related topic How each applicant handles the matter and who emerges as a discussion leader Other assessment center activities; Make a presentation Role-play an encounter with a supervisee Engage in a team activity Evaluated by multiple raters to avoid systematic biases & to ensure inter-rater reliability Huge investment of the resources but good predictors of managerial success! METHODS FOR ASSESSING & SELECTING EMPLOYEES Hiring Interviews Poor predictor of performance if not conducted properly Nothing but a casual conversation (little structure in it) If mostly the interviewer talks Situational Interview how they would deal in a hypothetical, job-related scenario? Behavior Description Interview / Structured Behavior Interview ask the candidate a past experience & how they did handle in? Videoconference technology used in interviews More favorable evaluations done in videoconference than in face-to-face METHODS FOR ASSESSING & SELECTING EMPLOYEES Hiring Interviews Objectives Used to help fill in gaps and get other information that cannot be observed otherwise (e.g. communication skills) Should provide RJPs Public relations function for the company Concerns about the accuracy of judgments May ask completely different questions to different applicants make it difficult to compare the responses Low inter-rater reliability which may be due to a variety of factors METHODS FOR ASSESSING & SELECTING EMPLOYEES Hiring Interviews Interviewer Biases Gender, race, physical disability, physical attractiveness, appearance, or assertiveness judgments Snap Judgment Arriving at an overall evaluation of the applicant in the first few moments of the interview Then, interviewer spends the rest of the time trying to confirm that first impression Confirmation bias The Contrast Effect after the interview with a particularly good or bad applicant Performance on interview METHODS FOR ASSESSING & SELECTING EMPLOYEES Effectiveness of Employee Screening Tests must be reliable & valid Two important issues; Validity generalization Test utility Validity generalization: test’s/screening process’ ability to predict job performance in a job/ setting different from the one in which the test was validated. E. g. Test of managerial successvalid in selecting managers in manifacturing industry also valid in selecting managers in a service organization METHODS FOR ASSESSING & SELECTING EMPLOYEES Effectiveness of Employee Screening Tests High validity generalization increased usefulness Some tests generalized better across countries & cultures (e.g. cognitive ability tests) Personality tests more susceptible to cultural effects. METHODS FOR ASSESSING & SELECTING EMPLOYEES Effectiveness of Employee Screening Tests Test Utility: value of screening test in helping to affect important organizational outcomes. The success of a test in terms of dollars gained by the company through increased performance & productivity of workers selected based on test scores. saving employee per year= (r SDY z) – (C/P) r = validity coefficient, SDy= the 40% of the salary, z = calibre of recruits, C = the cost of selection P = the proportion of applicants selected. utility of employee = (.51 72.000 1)- (3.000/ .15) = 36.720- 20.000 = 16.720
