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• 6-1 Answer the question: Why is it important to test and select employees?
• 6-2 Explain what is meant by reliability and validity.
• 6-3 List and briefly describe the basic categories of selection tests, with examples.
• 6-4 Explain how to use two work simulations for selection.
• 6-5 Describe four ways to improve an employer’s background checking process.
Why Careful Selection is Important
The importance of selecting the right employees
– The aim of employee selection is to achieve person-job fit means matching the
knowledge, skills, abilities, and other competencies (KSACs) that are required for
performing the job (based on job analysis) with the applicant’s KSACs.
– a candidate might be “right” for a job, but wrong for the organization. How?
– Person-organization fit
Reliability
– The consistency of scores obtained by the same person when retested with the identical or equivalent tests.
– Are the test results stable over time?
Test validity
– The accuracy with which a test, interview, and so on measures what it purports to measure or fulfills the
function it was designed to fill.
– Does the test actually measure what we need for it to measure?
– It refers to the correctness of the inferences that we can make based on the test
– In other words, that performance on the test accurately predicts job performance.
6–6
Types of Validity
Criterion validity
– A type of validity based on showing that scores on the test (predictors) are related to job
performance (criterion).
– The people with higher test scores perform better on the job.
• Are test scores in the class related to students’ knowledge of the course?
Content validity
– A test that contains a fair sample of the tasks and skills actually needed for the job in
question.
– The basic procedure here is to identify job tasks that are critical to performance, and then
randomly select a sample of those tasks to test.
• Do the test questions in the course relate to course topics?
• Construct validity
• A test that is construct valid is one that demonstrates that a selection
procedure measures a construct and that construct is important for
successful job performance.
How to Validate a Test
Here, in order for a selection test to be useful, you need evidence that scores on the test relate
in a predictable way to performance on the job.
The validation process consists of five steps:
Step 1: Analyze the job
– Analyze the job and write job descriptions and job specifications.
– Predictors: Job specification (KSAOs)
– Criterion: quantitative and qualitative measures of job success i.e. define “success on the job,”-------Criteria
Step 2: Choose the tests
– Employers usually base this choice on their experience, previous research, and “best guesses.”
– Test battery (several tests) or single test?
– The test battery aims to measure an array of possible predictors, such as aggressiveness, extroversion, and
numerical ability.
How to Validate a Test (cont’d)
Step 3: Administer the test
– Concurrent validation
• One option is to administer the tests to employees currently on the job and compare scores with
their performance
– Predictive validation
• Later-measured performance with prior scores
Step 4: Relate Test Scores and Criteria
– Correlation analysis
• Ascertain if there is a significant relationship between test scores (the predictor) and performance
(the criterion).
• Actual scores on the test with actual performance
• If there is a correlation between test and job performance, you can develop an expectancy chart.
Step 5: Cross-Validate and Revalidate
– Repeat Step 3 and Step 4 with a different sample of employees.
ExpectancyChart
Figure 6–3
Testing Program Guidelines
1. Use tests as supplements.
2. Validate the tests.
3. Monitor your testing/selection program
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.
Equal Employment Opportunity (EEO) Aspects of Testing
An organization must be able to prove:
– That its tests are related to success or failure on the job (validity)
– That its tests don’t unfairly discriminate against minority or nonminority
subgroups (disparate impact).
– Institute a different, valid selection procedure that does not have an adverse
impact.
For example, work samples for a cashier may include operating a cash register and counting money.
Work Simulations
Management assessment center
– A simulation in which management candidates are asked to perform realistic tasks in hypothetical
situations and are scored on their performance.
Typical simulated exercises include:
– The in-basket
– Leaderless group discussion
– Management games
– Individual presentations
– Objective tests
– The interview
Work Simulations (cont’d)
– Commercial credit rating companies: about credit standing, indebtedness, reputation, character
– Written references
Reference Checking Form
(Verify that the applicant has provided permission before conducting reference checks)
Candidate Name:
Reference Name: Dates of Employment: Position(s) Held: Reason for Leaving: Company Name: (From: and To:) Salary History:
Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving)
1.Please describe the type of work for which the candidate was responsible.
2.How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with superiors?
3.Did the candidate have a positive or negative work attitude? Please elaborate
4.How would you describe the quantity and quality of output generated by the former employee?
5.What were his/her strengths on the job?
6.What were his/her weaknesses on the job?
7.What is your overall assessment of the candidate?
8.Would you recommend him/her for this position? Why or why not?
9.Would this individual be eligible for rehire? Why or why not?
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.
Ask open-ended questions to elicit more information from references.
Use references provided by the candidate as a source for other references.
Checking Background Information
Step 1—Disclosure and authorization.
– Inform the employee/applicant that a report will be requested and obtain written authorization. The
employee/applicant may receive a copy
Step 2—Certification.
– The employer must certify to the reporting agency that the employer will comply with the federal and state legal
requirements. E.g. obtained written consent from the applicant/employee