Employee Testing and Selection www.assignmentpoint.com

After studying this chapter, you should be able to: Explain what is meant by reliability and validity. Explain how you would go about validating a test. Cite and illustrate our testing guidelines. Give examples of some of the ethical and legal considerations in testing. List eight tests you could use for employee selection, and how you would use them. Explain the key points to remember in conducting background investigations. www.assignmentpoint.com

Why Careful Selection is Important Organizational Performance Legal Obligations and Liability The Importance of Selecting the Right Employees Costs of Recruiting and Hiring www.assignmentpoint.com

Avoiding Negligent Hiring Claims Carefully scrutinize information on employment applications. Get written authorization for reference checks, and check references. Save all records and information about the applicant. Reject applicants for false statements or conviction records for offenses related to the job. Balance the applicant’s privacy rights with others’ “need to know.” Take immediate disciplinary action if problems arise. www.assignmentpoint.com

Basic Testing Concepts Reliability Consistency of scores obtained by the same person when retested with identical or equivalent tests. Are test results stable over time? Validity Indicates whether a test is measuring what it is supposed to be measuring. Does the test actually measure what it is intended to measure? www.assignmentpoint.com

FIGURE 6–1 Sample Picture Card from Thematic Apperception Test Source: Reprinted by permission of the publishers from Henry A. Murray, THEMATIC APPERCEPTION TEST, Plate 12F, Cambridge, Mass: Harvard University Press, 1943. www.assignmentpoint.com

Types of Validity Test Validity Criterion Validity Content Validity Face Validity www.assignmentpoint.com

Steps in Test Validation How to Validate a Test Steps in Test Validation 1 2 Analyze the Job: predictors and criteria 3 Choose the Tests: test battery or single test 4 Administer the Tests: concurrent or predictive validation 5 Relate Your Test Scores and Criteria: scores versus actual performance Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample www.assignmentpoint.com

www.ets.org/testcoll Provides information on over 20,000 tests. FIGURE 6–2 Examples of Web Sites Offering Information on Tests or Testing Programs www.hr-guide.com/data/G371.htm Provides general information and sources for all types of employment tests. http://buros.unl.edu/buros/jsp/search.jsp Provides technical information on all types of employment and nonemployment tests. www.ets.org/testcoll Provides information on over 20,000 tests. www.kaplan.com Information from Kaplan test preparation on how various admissions tests work. www.assessments.biz One of many firms offering employment tests. www.assignmentpoint.com

FIGURE 6–3 Expectancy Chart Note: This expectancy chart shows the relation between scores made on the Minnesota Paper Form Board and rated success of junior draftspersons. Example: Those who score between 37 and 44 have a 55% chance of being rated above average and those scoring between 57 and 64 have a 97% chance. www.assignmentpoint.com

TABLE 6–1 Testing Program Guidelines Use tests as supplements. Validate the tests. Monitor your testing/selection program. Keep accurate records. Use a certified psychologist. Manage test conditions. Revalidate periodically. www.assignmentpoint.com

Test Takers’ Individual Rights and Test Security Under the APA’s standard for educational and psychological tests, test takers have the right: To privacy and information. To the confidentiality of test results. To informed consent regarding use of these results. To expect that only people qualified to interpret the scores will have access to them. To expect the test is fair to all. www.assignmentpoint.com

Legal Privacy Issues Defamation Avoiding Employee Defamation Suits Libeling or slandering of employees or former employees by an employer. Avoiding Employee Defamation Suits Train supervisors regarding the importance of employee confidentiality. Adopt a “need to know” policy. Disclose procedures impacting confidentially of information to employees. www.assignmentpoint.com

FIGURE 6–4 Sample Test Source: Courtesy of NYT Permissions. www.assignmentpoint.com

Using Tests at Work Major Types of Tests Why Use Testing? Basic skills tests Job skills tests Psychological tests Why Use Testing? Increased work demands = more testing Screen out bad or dishonest employees Reduce turnover by personality profiling www.assignmentpoint.com

Computerized and Online Testing Online tests Telephone prescreening Offline computer tests Virtual “inbox” tests Online problem-solving tests Types of Tests Specialized work sample tests Numerical ability tests Reading comprehension tests Clerical comparing and checking tests www.assignmentpoint.com

Types of Tests What Tests Measure Cognitive (Mental) Abilities Achievement Motor and Physical Abilities Personality and Interests What Tests Measure www.assignmentpoint.com

FIGURE 6–5 Type of Question Applicant Might Expect on a Test of Mechanical Comprehension www.assignmentpoint.com

FIGURE 6–6 Sample Personality Test Items Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 9. Reprinted by permission of Society for Human Resource Management via Copyright Clearance Center. www.assignmentpoint.com

Emotional Stability/ Neuroticism Openness to Experience The “Big Five” Extraversion Emotional Stability/ Neuroticism Agreeableness Openness to Experience Conscientiousness www.assignmentpoint.com

FIGURE 6–7 Example of a Work Sampling Question www.assignmentpoint.com

Work Samples and Simulations Miniature Job Training and Evaluation Management Assessment Centers Video-Based Situational Testing Measuring Work Performance Directly www.assignmentpoint.com

TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria Validity Adverse Impact Costs (Develop/ Administer) Applicant Reactions Cognitive ability tests High High (against minorities) Low/low Somewhat favorable Job knowledge test More favorable Personality tests Low to moderate Low Less favorable Biographical data inventories Moderate Low to high for different types High/low Integrity tests Moderate to high Structured interviews High/high Physical fitness tests High (against females and older workers) Situational judgment tests Moderate (against minorities) Work samples Assessment centers Low to moderate, depending on exercise Physical ability tests Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However, because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable. Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 17. Reprinted by permission of Society for Human Resource Management via Copyright Clearance Center. www.assignmentpoint.com

Background Investigations and Reference Checks Investigations and Checks Reference checks Background employment checks Criminal records Driving records Credit checks Why? To verify factual information provided by applicants. To uncover damaging information. www.assignmentpoint.com

FIGURE 6–8 Reference Checking Form Source: Society for Human Resource Management, © 2004. Reproduced with permission of Society for Human Resource Management in the Format Textbook via Copyright Clearance Center. www.assignmentpoint.com

Background Investigations and Reference Checks (cont’d) Former Employers Current Supervisors Written References Social Networking Sites Commercial Credit Rating Companies Sources of Information www.assignmentpoint.com

Limitations on Background Investigations and Reference Checks Supervisor Reluctance Employer Guidelines Legal Issues: Privacy Legal Issues: Defamation www.assignmentpoint.com

Making Background Checks More Useful Include on the application form a statement for applicants to sign explicitly authorizing a background check. Use telephone references if possible. Be persistent in obtaining information. Use references provided by the candidate as a source for other references. Ask open-ended questions to elicit more information from references. www.assignmentpoint.com

Using Preemployment Information Services Acquisition and Use of Background Information 1 2 Disclosure to and authorization by applicant/employee 3 Employer certification to reporting agency 4 Providing copies of reports to applicant/employee Notice of adverse action to applicant/employee www.assignmentpoint.com

TABLE 6–3 Collecting Background Information Suggestions for collecting background information include the following: Check all applicable state laws. Review the impact of federal equal employment laws. Remember the Federal Fair Credit Reporting Act. Do not obtain information that you’re not going to use. Remember that using arrest information will be highly suspect. Avoid blanket policies (such as “we hire no one with a record of workers’ compensation claims”). Use information that is specific and job related. Keep information confidential and up to date. Never authorize an unreasonable investigation. Make sure you always get at least two forms of identification from the applicant. Always require applicants to fill out a job application. Compare the application to the résumé (people tend to be more imaginative on their résumés than on their application forms, where they must certify the information). Particularly for executive candidates, include background checks of such things as involvement in lawsuits, and of articles about the candidate in local or national newspapers. Separate the tasks of (1) hiring and (2) doing the background check (a recruiter or supervisor anxious to hire someone may cut corners when investigating the candidate’s background). Source: Adapted from Jeffrey M. Hahn, “Pre-Employment Services: Employers Beware?” Employee Relations Law Journal 17, no. 1 (Summer 1991), pp. 45–69; and Shari Caudron, “Who Are You Really Hiring?”, Workforce, 81, no. 12 (November 2002), pp. 28–32. www.assignmentpoint.com

The Polygraph and Honesty Testing Employee Polygraph Protection Act of 1988 Generally prohibits polygraph examinations by all private employers unless: The employer has suffered an economic loss or injury. The employee in question had access to the property. There is a reasonable prior suspicion. The employee is told the details of the investigation, as well as questions to be asked on the polygraph test itself. Exceptions: Private security employees Employees with access to drugs National defense and security (FBI, DOE, and DOJ) www.assignmentpoint.com

Honesty Testing Programs: What Employers Can Do Antitheft Screening Procedure: Ask blunt questions. Listen, rather than talk. Do a credit check. Check all employment and personal references. Use paper-and-pencil honesty tests and psychological tests. Test for drugs. Establish a search-and-seizure policy and conduct searches. www.assignmentpoint.com

FIGURE 6–9 Handwriting Exhibit Used by Graphologist Source: Kathryn Sackhein, Handwriting Analysis and the Employee Selection Process (New York: Quorum Books, 1990), p. 45. Reproduced with permission of Greenwood Publishing Group, Inc. www.assignmentpoint.com

Physical Examination Reasons for preemployment medical examinations: To verify that the applicant meets the physical requirements of the position. To discover any medical limitations to be taken into account in placing the applicant. To establish a record and baseline of the applicant’s health for future insurance or compensation claims. To reduce absenteeism and accidents. To detect communicable diseases that may be unknown to the applicant. www.assignmentpoint.com

Substance Abuse Screening Types of Screening Before formal hiring After a work accident Presence of obvious behavioral symptoms Random or periodic basis Transfer or promotion to new position Types of Tests Urinalysis Hair follicle testing www.assignmentpoint.com

Substance Abuse Screening (cont’d) Safety: Impairment vs. Presence Recreational Use vs. Addiction Americans with Disabilities Act Drug Free Workplace Act of 1988 Intrusiveness of Procedures Accuracy of Tests Ethical and Legal Issues www.assignmentpoint.com

FIGURE 6–10 Procedure in Complying with Immigration Law Hire only citizens and aliens lawfully authorized to work in the United States. Advise all new job applicants of your policy. Require all new employees to complete and sign the verification form (the “I-9 form”) designated by the Immigration and Naturalization Service (INS) to certify that they are eligible for employment. Examine documentation presented by new employees, record information about the documents on the verification form, and sign the form. Retain the form for three years or for one year past the employment of the individual, whichever is longer. If requested, present the form for inspection by INS or Department of Labor officers. No reporting is required. www.assignmentpoint.com

Improving Productivity Through HRIS: Comprehensive Automated Applicant Tracking and Screening Systems “Knock out” applicants who do not meet job requirements Can match “hidden talents” of applicants to available openings Benefits of Applicant Tracking Systems Allow employers to extensively test and screen applicants online www.assignmentpoint.com