bangor transfer abroad programme selection & testing

Bangor TRANSFER ABROAD Bangor TRANSFER ABROAD PROGRAMMEPROGRAMME

SELECTION & TESTINGSELECTION & TESTING

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 6–2

Why Careful Selection is ImportantWhy Careful Selection is Important

Organizational performance

Costs of recruiting and hiring

The Importance of Selecting the Right

Employees

Legal obligations and liability


Avoiding Negligent Hiring ClaimsAvoiding Negligent Hiring Claims• Carefully scrutinize information on employment Carefully scrutinize information on employment

applications.applications.

• Get written authorization for reference checks, and Get written authorization for reference checks, and check references.check references.

• Save all records and information about the applicant.Save all records and information about the applicant.

• Reject applicants for false statements or conviction Reject applicants for false statements or conviction records for offenses related to the job.records for offenses related to the job.

• Balance the applicant’s privacy rights with others’ Balance the applicant’s privacy rights with others’ “need to know.”“need to know.”

• Take immediate disciplinary action if problems arise.Take immediate disciplinary action if problems arise.


Basic Testing ConceptsBasic Testing Concepts• ReliabilityReliability

Describes the consistency of scores obtained by the same Describes the consistency of scores obtained by the same person when retested with the identical or alternate forms of the person when retested with the identical or alternate forms of the same test.same test.

Are test results stable over time?Are test results stable over time?

• ValidityValidity Indicates whether a test is measuring what it is supposed to be Indicates whether a test is measuring what it is supposed to be

measuring.measuring. Does the test actually measure what it is intended to measure?Does the test actually measure what it is intended to measure?


FIGURE 6–1 A Slide from the Rorschach Test


Types of ValidityTypes of Validity

Criterion validity Content validity

Types of Test Validity


Evidence-Based HR: How to Evidence-Based HR: How to Validate a TestValidate 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 Test: concurrent or predictive validation

2

3

4

Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample

5


FIGURE 6–2 Examples of Web Sites Offering Information on Tests or Testing Programs

• www.hr-guide.com/data/G371.htmProvides general information and sources for all types of employment tests

• http://ericae.netProvides technical information on all types of employment and nonemployment

• tests.www.ets.org/testcollProvides information on over 20,000 tests

• www.kaplan.comInformation from Kaplan test preparation on how various admissions tests work

• www.assessments.bizOne of many firms offering employment tests


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.


TABLE 6–1 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.


Test Takers’ Individual Test Takers’ Individual Rights and Test SecurityRights and Test Security• Under the APA’s standard for educational and Under the APA’s standard for educational and

psychological tests, test takers have the following psychological tests, test takers have the following rights:rights: The right to the confidentiality of test results.The right to the confidentiality of test results.

The right to informed consent regarding use of these results.The right to informed consent regarding use of these results.

The right to expect that only people qualified to interpret the The right to expect that only people qualified to interpret the scores will have access to them, or that sufficient information scores will have access to them, or that sufficient information will accompany the scores to ensure their appropriate will accompany the scores to ensure their appropriate interpretation.interpretation.

The right to expect the test is fair to all. For example, no one The right to expect the test is fair to all. For example, no one taking it should have prior access to the questions or taking it should have prior access to the questions or answers.answers.


Legal Privacy IssuesLegal Privacy Issues• DefamationDefamation

Libeling or slandering of employees or former employees Libeling or slandering of employees or former employees by an employer.by an employer.

• Avoiding Employee Defamation SuitsAvoiding Employee Defamation Suits

1.1. Train supervisors regarding the importance of employee Train supervisors regarding the importance of employee confidentiality.confidentiality.

2.2. Adopt a “need to know” policy.Adopt a “need to know” policy.

3.3. Disclose procedures impacting confidentially of information Disclose procedures impacting confidentially of information to employees.to employees.


How Do Employers Use Tests at How Do Employers Use Tests at Work?Work?• Major Types of TestsMajor Types of Tests

Basic skills testsBasic skills tests

Job skills testsJob skills tests

Psychological testsPsychological tests

• Why Use Testing?Why Use Testing?

Increased work demands = more testingIncreased work demands = more testing

Screen out bad or dishonest employeesScreen out bad or dishonest employees

Reduce turnover by personality profilingReduce turnover by personality profiling


FIGURE 6–4 Sample Test


Computerized and Online TestingComputerized and Online Testing• Online testsOnline tests

Telephone prescreeningTelephone prescreening Offline computer testsOffline computer tests Virtual “inbox” testsVirtual “inbox” tests Online problem-solving testsOnline problem-solving tests

• Types of TestsTypes of Tests Specialized work sample testsSpecialized work sample tests Numerical ability testsNumerical ability tests Reading comprehension testsReading comprehension tests Clerical comparing and checking testsClerical comparing and checking tests


Types of TestsTypes of Tests

Cognitive abilities

Motor and physical abilities

Personality and interests

What Different Tests Measure

Currentachievement


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


The “Big Five”The “Big Five”

Extraversion

Emotional stability/

Neuroticism

AgreeablenessOpenness to experience

Conscientiousness


Work Samples and Work Samples and SimulationsSimulations

Work samples

Management assessment

centers

Video-based situational

testing

Measuring Work Performance Directly

Miniature job training and evaluation


FIGURE 6–7 Example of a Work Sampling Question

Checks key before installing against:

___ shaft score 3

___ pulley score 2

___ neither score 1

Note: This is one step in installing pulleys and belts.


TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria

Assessment Method Validity Adverse Impact Costs (Develop/Administer) Applicant Reactions

Cognitive ability tests High High (against minorities) Low/low Somewhat favorable

Job knowledge test High High (against minorities) Low/low More favorable

Personality tests Low to moderate

Low Low/low Less favorable

Biographical data inventories Moderate Low to high for different types

High/low Less favorable

Integrity tests Moderate to high

Low Low/low Less favorable

Structured interviews High Low High/high More favorable

Physical fitness tests Moderate to high

High (against females and older workers)

High/high More favorable

Situational judgment tests Moderate Moderate (against minorities)

High/low More favorable

Work samples High Low High/high More favorable

Assessment centers Moderate to high

Low to moderate, depending on exercise


Physical ability tests Moderate to high

High (against females and older workers)


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.


Background Investigations andBackground Investigations andOther Selection MethodsOther Selection Methods

• Investigations and ChecksInvestigations and Checks Reference checksReference checks

Background employment checksBackground employment checks

Criminal recordsCriminal records

Driving recordsDriving records

Credit checksCredit checks

• Why?Why? To verify factual information provided by applicantsTo verify factual information provided by applicants

To uncover damaging informationTo uncover damaging information


Background Investigations and Background Investigations and Reference ChecksReference Checks

Former Employers

Current Supervisors

Written References

Social Networking Sites

Commercial Credit Rating Companies

Sources of Information


Limitations on Background Limitations on Background Investigations and Reference Investigations and Reference

ChecksChecks

Background Investigations and Reference Checks

Supervisor Reluctance

Employer Guidelines

Legal Issues: Privacy

Legal Issues: Defamation


Making Background Checks More Making Background Checks More UsefulUseful1.1. Include on the application form a statement for Include on the application form a statement for

applicants to sign explicitly authorizing a background applicants to sign explicitly authorizing a background check.check.

2.2. Use telephone references if possible.Use telephone references if possible.

3.3. Be persistent in obtaining information.Be persistent in obtaining information.

4.4. Compare the submitted rCompare the submitted réésumsuméé to the application. to the application.

5.5. Ask open-ended questions to elicit more information Ask open-ended questions to elicit more information from references.from references.

6.6. Use references provided by the candidate as a source Use references provided by the candidate as a source for other references.for other references.


Using Preemployment Information Using Preemployment Information ServicesServices

1

Notice of adverse action to applicant/employee

Employer certification to reporting agency

Acquisition and Use of Background Information

Disclosure to and authorization by applicant/employee

Providing copies of reports to applicant/employee

2

3

4


The Polygraph and Honesty TestingThe Polygraph and Honesty Testing• Employee Polygraph Protection Act of 1988Employee Polygraph Protection Act of 1988

Generally prohibits polygraph examinations by all private Generally prohibits polygraph examinations by all private employers unless:employers unless: The employer has suffered an economic loss or injury.The employer has suffered an economic loss or injury. The employee in question had access to the property.The employee in question had access to the property. There is a reasonable prior suspicion.There is a reasonable prior suspicion. The employee is told the details of the investigation, as well The employee is told the details of the investigation, as well

as questions to be asked on the polygraph test itself.as questions to be asked on the polygraph test itself. Private business exceptions:Private business exceptions:

Private security employeesPrivate security employees Employees with access to drugsEmployees with access to drugs Ongoing economic loss or injury investigationsOngoing economic loss or injury investigations


Honesty Testing Programs: Honesty Testing Programs: What Employers Can DoWhat Employers Can Do• Antitheft Screening Procedure:Antitheft Screening Procedure:

Ask blunt questions.Ask blunt questions. Listen, rather than talk.Listen, rather than talk. Do a credit check.Do a credit check. Check all employment and personal references.Check all employment and personal references. Use paper-and-pencil honesty tests and psychological tests.Use paper-and-pencil honesty tests and psychological tests. Test for drugs.Test for drugs. Establish a search-and-seizure policy and conduct searches.Establish a search-and-seizure policy and conduct searches.


FIGURE 6–9 “The Uptight Personality”


Physical ExaminationsPhysical Examinations• Reasons for preemployment medical examinations:Reasons for preemployment medical examinations:

To verify that the applicant meets the physical requirements of To verify that the applicant meets the physical requirements of the position.the position.

To discover any medical limitations to be taken into account in To discover any medical limitations to be taken into account in placing the applicant.placing the applicant.

To establish a record and baseline of the applicant’s health for To establish a record and baseline of the applicant’s health for future insurance or compensation claims.future insurance or compensation claims.

To reduce absenteeism and accidents.To reduce absenteeism and accidents.

To detect communicable diseases that may be unknown to the To detect communicable diseases that may be unknown to the applicant.applicant.


Substance Abuse ScreeningSubstance Abuse Screening• Types of ScreeningTypes of Screening

Before formal hiringBefore formal hiring After a work accidentAfter a work accident Presence of obvious behavioral symptomsPresence of obvious behavioral symptoms Random or periodic basisRandom or periodic basis Transfer or promotion to new positionTransfer or promotion to new position

• Types of TestsTypes of Tests UrinalysisUrinalysis Hair follicle testingHair follicle testing


Substance Abuse Screening IssuesSubstance Abuse Screening Issues

Safety:impairment vs.

presence

Recreational use vs. addiction

American with Disabilities Act

Drug Free Workplace Act of

1998

Intrusiveness of testing

procedures

Accuracy of tests

Ethical and Legal Issues


Improving Productivity Through HRIS: Improving Productivity Through HRIS: Using Automated Applicant Tracking Using Automated Applicant Tracking

and Screening Systems (ATS)and Screening Systems (ATS)

“Knock out” applicants who do not meet job requirements

Allows employers to extensively

test and screen applicants online

Benefits of Applicant Tracking Systems

Can match “hidden talents” of applicants to

available openings

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