employees testing & selection

7/29/2019 Employees Testing & Selection

1/27

Employee testing andselection


2/27

selection

Selection is the process of picking individuals withrequisite qualifications and competence to fill job inthe organization.

Selection is negative in its application in as much as itseeks to eliminate as many unqualified applicants aspossible to identify the right candidates.

62


3/27

Purpose of selection

Select suitable candidate.

Determines applicants capabilities Place right candidate at right job

Generate information about candidate

To save cost.

63


4/27

Why Careful Selection is

Important The importance of selecting the right employees

Organizational performance always depends in part onsubordinates having the right skills and attributes.

Recruiting and hiring employees is costly.

The legal implications of incompetent hiring

EEO laws and court decisions related to nondiscriminatoryselection procedures

The liability of negligent hiring of workers with questionablebackgrounds

64


5/27

Avoiding Negligent Hiring

Claims Carefully scrutinize information supplied by the applicant on his or her

employment application.

Get the applicants written authorization for reference checks, and

carefully check references.

Save all records and information you obtain about the applicant.

Reject applicants who make false statements of material facts or whohave conviction records for offenses directly related and important to

the job in question. Balance the applicants privacy rights with others need to know,

especially when you discover damaging information.

Take immediate disciplinary action if problems arise.

65


6/27

Selection process

Screening of application

Selection methods and test

Interview Reference and background verification

Medical examination

Hiring decisions placement

66


7/27

Basis Recruitment Selection

Nature It is positive process It is negative process

Sequence It always precedes selection It always succeeds

recruitmentObjective Is to attract maximum

number of candidate so thatmore options are available

Is to choose the best out ofthe available candidates.

Process Adopts the process of

creating applicants pool aslarge as possible.

Adopts the process through

which more and morecandidates are rejected

Techniques Recruitment techniques arenot very intensive, requiringhigh skills

Highly specializedtechniques are required.

Contract of service It does not result in contractof service.

It leads to contract of servicebetween employer and theselected candidate

Outcome Outcome of recruitment isapplication pool which

becomes input 4 selectionprocess

Outcome of selectionprocess is in the form of

finalizing candidates whowill be offered job


8/27

Basic Testing Concepts Reliability

The consistency of scores obtained by the same personwhen retested with the identical or equivalent tests.

Are the test results stable over time?

Validity

It refers to evidence that the test is job related, in

other words, that performance of the test is validpredictor of subsequent performance of the job.

68


9/27

Types of validity Criterion validity:

A type of validity based on showing that scores on thetest(predictors) are related to job performance

( criterion). That those who do well on test also do wellon job.

Content validity:

Employers demonstrate the content validity of test by

showing that the test constitutes a fair sample of thecontent job. Procedure is to identify the job task andthat are critical to performance.

69


10/27

Test validity:

The selection test must be valid since, without proof

of validity , there is no logic or legally permissiblereason to continue using it to screen job applicants.

610


11/27

How to Validate a Test

Step 1: Analyze the job Predictors: job specification (KSAOs)

Criterion: quantitative and qualitative measures of job

success Step 2: Choose the tests

Test battery or single test?

Step 3: Administer the test Concurrent validation

Current employees scores with current performance

Predictive validation Later-measured performance with prior scores

611


12/27

How to Validate a Test (contd) Step 4: Relate Test Scores and Criteria

Correlation analysis

Actual scores on the test with actual performance

Step 5: Cross-Validate and Revalidate

Repeat Step 3 and Step 4 with a different sample ofemployees.

612


13/27

Types of Tests

Tests of cognitive abilities

Intelligence Tests

Tests of general intellectual abilities that measure a range ofabilities, including memory, vocabulary, verbal fluency, andnumerical ability.

Aptitude tests

Tests that measure specific mental abilities, such as inductive

and deductive reasoning, verbal comprehension, memory, andnumerical ability.

613


14/27

Types of Tests (contd) Tests of motor abilities

Tests that measure motor abilities, such as fingerdexterity, manual dexterity, and reaction time.

Tests of physical abilities

Tests that measure static strength, dynamic strength,body coordination, and stamina.

614


15/27

Measuring Personality and

Interests Personality tests

Tests that use projective techniques and trait inventoriesto measure basic aspects of an applicants personality,such as introversion, stability, and motivation.

Disadvantage

Personality testsparticularly the projective typeare themost difficult tests to evaluate and use.

Advantage Tests have been used successfully to predict dysfunctional job

behaviors and identify successful candidates for overseasassignments.

615


16/27

The Big Five Extraversion

The tendency to be sociable, assertive, active, and to experience positiveeffects, such as energy and zeal.

Emotional stability/neuroticism

The tendency to exhibit poor emotional adjustment and experience negativeeffects, such as anxiety, insecurity, and hostility.

Openness to experience

The disposition to be imaginative, nonconforming, unconventional, andautonomous.

Agreeableness

The tendency to be trusting, compliant, caring, and gentle.

Conscientiousness

Is comprised of two related facets: achievement and dependability.

616


17/27

Other Tests Interest inventories

Personal development and selection devices thatcompare the persons current interests with those ofothers now in various occupations so as to determine thepreferred occupation for the individual.

Achievement tests

Test that measure what a person has already learnedjob knowledge in areas like accounting, marketing, orpersonnel.

617


18/27

Other tests (cOntd)Web-Based (Online) testing

Eliminates costly and inefficient paper-and-penciltesting processes.

Allows for role-playing by applicants.

Use of computer-based scoring eliminates rater bias.

Provides immediate scoring and feedback of results to

applicants. Can be readily customized for specific jobs.

618


19/27

Other Tests Situational test: This test evaluates a candidate in a

similar real life situation.

Group discussion

In basket.: The candidate is supplied with actualletters, telephone and telegraphic message, reportsand requirement by various officers of the

organization. And the candidate is asked to takedecision on various items based on the in basket

619


20/27

Work SamplesWork samples

Actual job tasks are used in testing applicantsperformance.

Work sampling technique

A testing method based on measuring an applicantsperformance on actual basic job tasks.

620


21/27

Methods of selection \

techniques Background investigation and reference check.

Preemployment information services

The polygraph and honesty testing Graphology

Physical examination.

Substance abuse screening.

Interview

Application blanks.

621

B k d I ti ti d


22/27

Background Investigations and

Reference Checks

Reasons for investigations and checks

To verify factual information provided by applicants.

To uncover damaging information.

Sources of information for background checks:

Former employers

Current supervisors

Commercial credit rating companies

Written references

622


23/27

Making Background Checks More

Useful Include on the application form a statement for

applicants to sign explicitly authorizing a backgroundcheck.

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.

623


24/27

The Polygraph and Honesty Testing The polygraph (or lie detector)

A device that measures physiological changes,

The assumption is that such changes reflect changes inemotional state that accompany lying.

624


25/27

Graphology

The use of graphology (handwriting analysis) assumesthat handwriting reflects basic personality traits .

In graphology, handwriting analyst studies anapplicants handwriting and signature to discover theperson needs, desires and psychological makeup.

625


26/27

Physical Examination Reasons for preemployment medical examinations:

To verify that the applicant meets the physicalrequirements of the position

To discover any medical limitations you should take intoaccount in placing the applicant.

To establish a record and baseline of the applicantshealth for future insurance or compensation claims.

To reduce absenteeism and accidents

To detect communicable diseases that may be unknownto the applicant.

626


27/27

THANK

YOU

employees testing & selection

Documents