1. 1– 1 MGT-351 Human Resource Management Chapter-6 MGT-351 Human Resource Management Chapter-6 Employee Testing and Selection

2. 6–2 Why Careful Selection is Important Organizational Performance Legal Obligations and Liability The Importance of Selecting the Right Employees Costs of Recruiting and Hiring

3. 6–3 Basic Testing Concepts ReliabilityReliability  Consistency of scores obtained by the same person when retested with identical or equivalent tests.  Are test results stable over time? ValidityValidity  Indicates whether a test is measuring what it is supposed to be measuring.  Does the test actually measure what it is intended to measure?

4. 6–4 How to Validate a Test 1 Relate Your Test Scores and Criteria: scores versus actual performance Choose the Tests: test battery or single test Steps in Test Validation Analyze the Job: predictors and criteria Administer the Tests: concurrent or predictive validation 234 Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample 5

5. 6–5 Using Tests at Work Major Types of TestsMajor Types of Tests  Basic skills tests  Job skills tests  Psychological tests Why Use Testing?Why Use Testing?  Increased work demands = more testing  Screen out bad or dishonest employees  Reduce turnover by personality profiling

6. 6–6 Computerized and Online Testing Online testsOnline tests  Telephone prescreening  Offline computer tests  Virtual “inbox” tests  Online problem-solving tests Types of TestsTypes of Tests  Specialized work sample tests  Numerical ability tests  Reading comprehension tests  Clerical comparing and checking tests

7. 6–7 Types of Tests Cognitive (Mental) Abilities Achievement Motor and Physical Abilities Personality and Interests What Tests Measure

8. 6–8 FIGURE 6–5Type of Question Applicant Might Expect on a Test of Mechanical Comprehension

9. 6–9 FIGURE 6–6Sample 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.

10. 6–10 Work Samples and Simulations Work Samples Miniature Job Training and Evaluation Management Assessment Centers Video-Based Situational Testing Measuring Work Performance Directly

11. 6–11 Background Investigations and Reference Checks Investigations and ChecksInvestigations and Checks  Reference checks  Background employment checks  Criminal records  Driving records  Credit checks Why?Why?  To verify factual information provided by applicants.  To uncover damaging information.

12. 6–12 Background Investigations and Reference Checks (cont’d) Former Employers Current Supervisors Written References Social Networking Sites Commercial Credit Rating Companies Sources of Information

13. 6–13 Making Background Checks More Useful 1.Include on the application form a statement for applicants to sign explicitly authorizing a background check. 2.Use telephone references if possible. 3.Be persistent in obtaining information. 4.Use references provided by the candidate as a source for other references. 5.Ask open-ended questions to elicit more information from references.

14. 6–14 Physical Examination Reasons for preemployment medical examinations: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.

15. 6–15 Substance Abuse Screening Types of ScreeningTypes 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 TestsTypes of Tests  Urinalysis  Hair follicle testing