The purpose of Chapter 6 is to explain how to use varioustools to select the best candidates for thejob. The main topics we’ll cover include selection, testing,background and reference checks, ethicaland leg al questions, types of tests,and work samples and simulations. 1
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1. First, analyze the job and write job descriptions and job specifications. Your goal is
to specify the human traits andskills (predictors) you believe are required for job
performance.
2. Next, decide how to test for the predictors and choose the tests. You usually willbase this choice on experience, previous research, and “best guesses.” You likely
will choose several tests and combine them intoa test battery.
3. One option is to administer the tests to employees currently on the job. You then
comparetheir test scores with their current performance; this is concurrent (at the
same time)validation. Its main advantage is that data on performance are readily
available. Predictive validation is the second and more dependable way to validate
a test. Here you administer the test to applicants before you hire them. Then hire
theseapplicants using only existing selection techniques (such as interviews). Youwould not use the results of the newtests. After they have been on the job for some
time, measure their performanceand compare it to their earlier test scores.
4. Next, determine if there is a significant relationship between test scores (the
predictor) andperformance (the criterion). The usual way to do this is to use
statistical testing.
5. Finally, before using the test, you may want to check it by “cross-validating”—in
Test takers have rights to privacy and feedback under the American
PsychologicalAssociation’s (APA) standards. Test takers (your potential future
employees) have the right to expect:
• Confidentiality of results
• An informed consent opportunity• Only people qualified to interpret the scores will have access to them
• The test is fair for all
In terms of privacy, common sense suggests that managers should keep their
knowledge of employees’ test results private. However, there are also privacy
protections embedded in U.S. and common law.
Testing is used to screen in good employees and also to screen out ones that will not be
successful. A survey conducted by the American Management Association (AMA)indicated that 41% of companies test applicants for basic skills such as reading.
Computerized online testing is rapidly replacing traditional paper-and-pencil tests. In
some cases, tests may be accessed via smartphones. That is, some tests adapt to the
previous answers provided by the test taker, creating a one-off “custom” test.
Cognitive tests include testing general reasoning ability or intelligence. In addition, they
include tests of specific mental abilities such as memory or inductive reasoning.
Intelligence tests are tests of general intellectual abilities. They measure a range of
abilities, including memory, vocabulary, verbal fluency, and numerical ability.There arealso measures of specific cognitiveabilities, such as deductive reasoning, verbal
comprehension, memory, and numericalability.
You also might need to measure motor abilities, such as finger dexterity, manual
dexterity, and (if hiring pilots) reaction time.
Personality tests measure basic aspects of an applicant’s personality. You should be a
bit cautious about personality tests, however. In some cases, the tests may be
somewhat difficult to interpret. Legal challenges also may present difficulties. Finally,some doubt exists as to whether self-reporting on a personality test can predict
performance correctly.
Interest inventories compare one’s interests with those of people in various
occupations. And, achievement tests measure what someone has learned.
The basic procedure with work sampling is to select a sample of several tasks crucial to
performing the job, and then test applicants on them.
Situational judgment tests are personnel tests “…designed to assess an applicant’s
judgment regarding a situation encountered in the workplace.”Situational judgmenttests are effective and widely used.
A management assessment center is a 2- to 3-day simulation in which 10 to 12
candidates perform realistic management tasks such as making presentations. The
behaviors of the candidates are observed by experts who appraise each candidate’s
leadership potential. Most experts view assessment centers as effective for selecting
management candidates. However, they are quite costly in terms of money and time.
Situational tests require examinees to respond to situations found on the job. Worksampling and some assessment center tasks fall into this category. Some of the testing
Employers increasingly use computerized multimedia candidate assessment tools. We
discussed some of these tools when we considered computerized tests and
management assessment centers.
Like work sampling, miniature job training and evaluation tests applicants with actualsamples of the job. Miniature job training assumes that a candidate who demonstrates
the ability to perform a sample of job tasks will be able to learn and perform the job
itself.
Sometimes, a dose of realism makes the best screening tool. Describing all aspects of
the job, the nature of the working environment and even the company culture helps
create a self-screening tool. In general, applicants who receive realistic job previews are
more likely to turn down job offers if they do not like what they understand the job to
be. Applicants who accept are then more likely to stay on the job.
You may find that, even in large companies, when it comes to screening employees,
you’re on your own. The human resource department may work with you to design and
administer screening tests. However, HR may be able to do little more than the
recruiting, prescreening, background checks, and arrange for drugand physical exams. If
HR is not given proper resources, you have even more reason to understand and use
Situational judgment tests are used to assess the ability of a job candidate to react
appropriately given a specific situation he or she will encounter on the job.
Management assessment centers are used to determine the abilities of individuals to
perform complex tasks. Typically, such centers are used for management and executivepositions. While cost, time, and the use of professionally trained assessors are potential
issues to consider, most experts agree they are worthwhile.
Situational testing and video-based testing will involve situations that are presented to
a job candidate. Such situations are realistic and typically derive from on-the-job
situations.
Computerized and web-based assessment allows speed and flexibility in the testing
process.
Miniature job training assumes a candidate can learn the job components and perform
them quickly.
Realistic job previews present the candidate with detailed and highly realistic
information about the job and the environment.
Realize, that as a manager, you may or may not have help from the HR department in
More employers are Googling applicants or checking social networking sites. Googling
is probably safe enough, but checking social networking sites raises legal issues. Your
best strategy to protect your company (and yourself) is to advise a job candidate that
your policies require performing such checks. The applicant, of course, may refuse. In
that case, you may not wish to pursue a particular candidate further.
Information services use databases to access information about matters such as
workers’ compensation and credit histories. Before requesting reports, the employer
must disclose to the applicant or employee that a report will be requested. The
employer must certify to the reporting agency that the employer will comply with the
federal and state legal requirements. Under federal law, the employer also must
provide copies of the report to the applicant or employee if requested.
Some firms still use the polygraph (or lie detector) for honesty testing, although the lawseverely restricts its use. Federal agencies (such as the FBI) may use such devices for
hiring decisions. Paper-and-pencil tests also can be used to check for honesty.
Graphology is the use of handwriting analysis to determine the writer’s basic
personality traits. Graphology thus has some resemblance to projective personality
tests, althoughgraphology’s validity is highly suspect
While perhaps no more valid than graphology, some employers are using so-called
“human lie detectors.” These are experts who claim to be able to identify lying just by
watching candidates.
Once the employer extends the person a job offer, a medical exam is often the nextstep in the selection process. In addition, many employers conduct drug screenings.
The most common practice is to test candidates just before they’re formally hired.
Some companies advise the candidate that a job offer is contingent upon successful
completion of a drug screening test. Drug testing, while ubiquitous, is neither as simple
nor effective as it might first appear since no drug test is foolproof. Also, tests for drugs
only show whether drug residues are present, not if they will impact the individual in
the workplace. Drug testing raises legal issues, too. Several federal (and manystate)
laws affect workplace drug testing.
Employees hired in the United States must prove they are eligible to work in the United
States. Employers should ask a person they’re about to hire whether he or she is a U.S.
citizen or an alien lawfully authorized to work in the United States.
Most employers also use their applicant tracking systems (ATS) or Human Resource
Information Systems (HRIS) to improve productivity. In some cases, an ATS is used to
“knock out” applicants who don’t meet minimum, nonnegotiable job requirements.
Employers also use ATS to test and screen applicants online. This includes skills testing
Some firms still use the polygraph (or lie detector) for honesty testing. Graphology is
the use of handwriting analysis to determine the writer’s basic personality traits but
presents reliability and validity issues. Some employers are using so-called “human lie
detectors.”
Two other considerations are the uses of medical exams and drug screenings. Final job
offers may be made contingent upon successful completion of these two tests.
Employees hired in the United States must prove they are eligible to work in the United
States.
Finally, Human Resource Information Systems (HRIS) may be used in tracking
candidates as well as maintaining employee records. An Applicant Tracking System
(ATS) is usually a component of an effective HRIS. Such a system may be used toexclude candidates who don’t meet the minimum job requirements. An HRIS also will
be used to maintain records for internal employee tracking and external reports such as