Copyright © 2004 South-Western. All rights reserved.5–1 Employment Tests Employment Test An objective and standardized measure of a sample of behavior

Copyright © 2004 South-Western. All rights reserved. 5–1

Employment Tests

• Employment TestAn objective and standardized measure of a sample

of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.


Percentage of Job Skills Testing in Selected Industries

Figure 5.8

TEST ALL JOB ONLY SELECTINDUSTRY APPLICANTS JOB CATEGORIES

Manufacturing 7% 49%

Financial Services 4% 68%

Wholesale and Retail 0% 53%

Business and Professional Services 2% 57%

Other Services 6% 63%

Source: American Management Association: “Job Skills Testing Questionnaire,” 1998.


Classification of Employment Tests

• Cognitive Ability TestsAptitude tests

Measures of a person’s capacity to learn or acquire skills.

Achievement tests Measures of what a person knows or can do right now.

• Validity relates more to general intelligence which is considered a good predictor of performance.


Is That Your Final Answer?

Figure 5.9

Verbal 1. What is the meaning of the word “surreptitious”?a. covert c. livelyb. winding d. sweet

2. How is the noun clause used in the following sentence?“I hope that I can learn this game.”a. subject c. direct objectb. predicate nominatived. object of the preposition

Quantitative 3. Divide 50 by 0.5 and add 5. What is the result?a. 25 c. 95b. 30 d. 105

4. What is the value of 1442?a. 12 c. 288b. 72 d. 20736

Answers: 1a, 2c, 3d, 4d


Classification of Employment Tests

• Personality and Interest Inventories “Big Five” personality factors:

Extroversion, agreeableness, conscientiousness, neuroticism, openness to experience.

• WI limits usage because some are considered a pre-employment medical exam

• Low predictive validity


CPI Personality Facets and Sample Items• Agreeableness

Trust—I believe people are usually honest with me.

• Conscientiousness Attention to detail—I like to complete every detail of tasks

according to the work plans.

• Extroversion Adaptability—For me, change is exciting.

• Neuroticism Self-confidence—I am confident about my skills and abilities.

• Openness to Experience Independence—I tend to work on projects alone, even if

others volunteer to help me.

Figure 5.10Source: Mark J. Schmit, Jenifer A. Kihm, and Chet Robie, “Development of a Global Measure of Personality,” Personnel Psychology 53, no. 1 (Spring 2000): 153–93.


Classification of Employment Tests (cont’d)• Physical Ability Tests

Assess physical abilities (i.e. lifting, running)Must be related to the essential functions of the

job.Validated to prevent discrimination.

• Job Knowledge TestsAn achievement test that measures a person’s

level of understanding about a particular job. (i.e. civil service exam)

Generally high level of validity

• Work Sample Tests Require the applicant to perform tasks that are

actually a part of the work required on the job.Generally high level of validity



Employee Polygraph Protection Act (1988)• Use of “lie detectors” is

largely prohibited. Gov’t exempted Security services Pharmaceutical

manufacturers

• Act requires qualified examiners.

• Act requires disclosure of information where used.

HRM 1

• Integrity Tests Integrity tests assess honesty, dependability,

trustworthiness, reliability, and pro-social behavior.

Try to identify if people would be dishonest at work

Have shown validity in predicting disruptive behaviors such as theft, disciplinary issues and absenteeism

Criticized for hypothetical construction and dishonesty in responses



Integrity Test Question Examples

Figure 5.7

Note: The number of items in each category was 2, 8, 13, and 9 respectively.Source: Stephen Dwight and George Alliger, “Reactions to Overt Integrity Test Items,” Educational and Psychological Measurement 57, no. 6 (December 1977): 937–48, copyright © 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc.

EEOC Best Practices

• Employers should administer tests and other selection procedures without regard to race, color, national origin, sex, religion, age (40 or older), or disability.

• Employers should ensure that employment tests and other selection procedures are properly validated for the positions and purposes for which they are used. The test or selection procedure must be job-related and its results appropriate for the employer’s purpose. While a test vendor’s documentation supporting the validity of a test may be helpful, the employer is still responsible for ensuring that its tests are valid under UGESP.


• If a selection procedure screens out a protected group, the employer should determine whether there is an equally effective alternative selection procedure that has less adverse impact and, if so, adopt the alternative procedure. For example, if the selection procedure is a test, the employer should determine whether another test would predict job performance but not disproportionately exclude the protected group.

• To ensure that a test or selection procedure remains predictive of success in a job, employers should keep abreast of changes in job requirements and should update the test specifications or selection procedures accordingly.

• Employers should ensure that tests and selection procedures are not adopted casually by managers who know little about these processes. A test or selection procedure can be an effective management tool, but no test or selection procedure should be implemented without an understanding of its effectiveness and limitations for the organization, its appropriateness for a specific job, and whether it can be appropriately administered and scored.


• Microsoft Interview Questions• http://www.sellsbrothers.com/fun/msiview/

default.aspx?content=question.htm• http://en.wikipedia.org/wiki/Microsoft_interview



Interviewing Methods

• Nondirective InterviewThe applicant determines the course of the

discussion, while the interviewer refrains from influencing the applicant’s remarks.

So tell me about yourself?What is your vision for the company?

• Structured InterviewAn interview in which a set of standardized

questions having an established set of answers is used.


Interviewing Methods (cont’d)

• Situational InterviewAn interview in which an applicant is given a

hypothetical incident and asked how he or she would respond to it.

It is the night before your scheduled vacation. You are all packed and ready to go. Just before you get into bed, you receive a phone call from the plant. A problem has arisen that only you can handle. You are asked to come in to take care of things. What would you do in this situation?

• Behavioral Description Interview (BDI)An interview in which an applicant is asked

questions about what he or she actually did in a given situation.

Give an example of a time when you provided directions to another employee.

Tell about a method you’ve used to solve conflict.

• Panel InterviewAn interview in which a board of interviewers

questions and observes a single candidate.



Interviewing Methods (cont’d)

• Computer InterviewUsing a computer program that requires

candidates to answer a series of questions tailored to the job. Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses.

• Video interviewsUsing video conference technologies to evaluate

job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

Background/Reference checking

• Range of activities designed to verify information provided by applicant

• Can include:Telephone calls to check referencesMedical exams/Drug testsVerification of licenses, degrees



How HR Uses Background Investigations

Figure 5.6Source: Society for Human Resource Management (SHRM).

Percentage of respondents conducting the following checks:

Contact references provided by candidate 75%

Verify schools attended and degrees earned 62%

Contact people suggested by references 42%

Check driving records 41%

Verify reference letters provided by candidate 30%

Run credit checks 25%

2009 CareerBuilder Survey

• 45% of employers reported they use social networking sites to research job candidates

• Of those who conduct online searches/background checks of job candidates:29% use Facebook26% use LinkedIn 21% use MySpace11% search blogs 7% follow candidates on Twitter.

http://oregonbusinessreport.com/2009/08/45-employers-use-facebook-twitter-to-screen-job-candidates/ 5–22


Background Investigations

• Checking ReferencesLetters of referenceMail and telephone checks

Specific job-related information

Family Educational Rights Privacy Act of 1974 (FERPA) Requires signed requests for reference letters and

signed consent to background checks. Applies to both educational and private employers.

Failure to Check References Negligent hiring liabilities

• Massachusetts

• Or v. Edwards (62 Mass.App.Ct. 475 (2004)): The estate of an apartment tenant’s murdered child brought a wrongful death action against the landlord, alleging that the landlord acted negligently in entrusting apartment keys to a casual custodial worker who raped and murdered a child in a vacant apartment unit. The employer should have at least conducted a background check before giving him keys to the apartment building, the court held, considering it knew that the employee (1) was a jobless, homeless drifter with an alcohol addiction probably compounded by a drug habit, (2) was charged with “car theft” requiring repeated court appearances, (3) had to submit to examination in a hospital for mental competency, and (4) had to attend to “probation.”



• References Always obtain a waiver (Ex:

http://www.dining.uconn.edu/docs/employment_waiver.pdf )

Check at least three referencesAsk for different types of referencesAsk about past job performanceStay within the most recent 5-7 yearsAvoid personal referencesVerify licenses and degreesCheck by telephone and document information

and provider of information


Reference Questions

• Ask open-ended questions about job performance

• Use qualified people• Avoid discriminatory questions like age, race,

sex, religion, marital status, national origin, etc. • It is the applicant’s responsibility to provide

names


Background Investigations (cont’d)

• Organizations using credit reports must:Advise and receive written consent from applicants if

a report will be requested.Provide a written certification to the consumer

reporting agency as to the purpose of the report.Provide applicants a copy of the consumer report as

well as a summary of their rights under the CCRRA.Must provide an adverse-action notice a person if that

person is not hired and contact information related to the reporting agency.


Background Investigations (cont’d)

• GraphologyThe use of a sample of an applicant’s handwriting to

make an employment decision. Example

• Medical ExaminationsGiven last as they can be costly.Ensure that the health of an applicant is adequate to

meet the job requirements.Provides a baseline for subsequent examinationsADA requires all exams be job-related and conducted

after an employment offer is made.


Drug Testing

• Drug-Free Workplace Act of 1988Testing for illegal drugs is required for applicants and

employees of federal contractors.

• Effects of Testing Applicants testing positive are generally not hired.Current employees testing positive are referred to

employee assistance programs for rehabilitation.


Drug Testing

• Provider of service should have a process in place • Should provide chain of custody arrangements• Should have a listing of substances that you are

screening • Should have an ability to retest for a positive result with

a more discriminating test• $30 - 48 per test for urine testing• $50-70 for hair follicle testing


Background Check Overview

• Get a waiver• Verify past employment• Complete a drug screen• Conduct a reference check• Check for criminal convictions that would be

relevant


Wisconsin Background Checking Sites• Criminal history. The Wisconsin Department of

Justice (DOJ), Crime Investigation Bureau, will provide criminal background information upon receipt of a completed request form and fee.

The form can be obtained at http://www.doj.state.wi.us/dles/cib/ (2nd bullet)


• Wisconsin Consolidated Court Automation Program (CCAP) provides criminal and civil record information by providing access to circuit court records. http://wcca.wicourts.gov/index.xsl

• Driving history. Obtain a copy of an applicant’s driving history. Request form: http://www.dot.wisconsin.gov/drivers/records.htm

• Professional license and credential history and status. Verify the status of an applicant’s Wisconsin license through the Wisconsin Department of Regulation and Licensing at http://drl.wi.gov/


Steps in the Selection Process

Figure 5.2

Note: Steps may vary. An applicant may be rejected after any step in the process.

Completion of applicationCompletion of application

Initial interview in HR department

Initial interview in HR department

Employment testing(aptitude, achievement)

Employment testing(aptitude, achievement)

Background investigationBackground investigation

Preliminary selection in HR department

Preliminary selection in HR department

Supervisor/team interviewSupervisor/team interview

Medical exam/drug testMedical exam/drug test

Hiring decisionHiring decision

Which instructor would you hire?• Person A has over 20 years of

excellent industry experience • (progressive, mgmt level at

several large companies)• Person is extremely

knowledgeable and holds extra certifications

• Impeccable work record• Sample lecture is dry, boring,

academic• Demeanor described as

intimidating, unfriendly, professional

• Person B has several years of experience (entry-mid level supervisor of small company)

• Not terribly knowledgeable about some areas

• Good work record but unemployed for 2-3 months at this time

• Excellent sample lecture• Demeanor described as

friendly, funny, outgoing


Reaching a Selection Decision

• Selection Considerations:

Are individuals to be hired according to their highest potential or according to the needs of the organization?

At what grade or wage level to start the individual?

Should selection be for employee- job match, or should advancement potential be considered?

Should those not qualified but qualifiable be considered?

Should overqualified individuals be considered?

What effect will a decision have on meeting affirmative action plans and diversity considerations?


“Can-Do”and “Will-Do”Factors in Selection Decisions

Figure 5.12

““Can Do”Can Do”____________________________________________________________

• KnowledgeKnowledge• SkillsSkills• AbilitiesAbilities

““Can Do”Can Do”____________________________________________________________

• KnowledgeKnowledge• SkillsSkills• AbilitiesAbilities

““Will Do”Will Do”____________________________________________________________

• PersonalityPersonality• ValuesValues

• MotivationMotivation

““Will Do”Will Do”____________________________________________________________

• PersonalityPersonality• ValuesValues

• MotivationMotivation

Job PerformanceJob Performance


Selection Decision Models

• Compensatory ModelPermits a high score in one area to make up for

a low score in another area.

• Multiple Cutoff ModelRequires an applicant to achieve a minimum

level of proficiency on all selection dimensions.

• Multiple Hurdle ModelOnly applicants with sufficiently high scores at

each selection stage go on to subsequent stages in the selection process.


Selection Process (cont’d)

• Cutoff ScoreThe point in a distribution of scores above which

a person is considered and below which a person is rejected.

• Selection RatioThe number of applicants compared with the

number of people to be hired.


Selection Process (cont’d)

• Final DecisionSelection of applicant by departmental or

immediate supervisor to fill vacancy.Notification of selection and job offer by the

human resources department.

Documents

Copyright © 2004 South-Western. All rights reserved.5–1 Employment Tests Employment Test An objective and standardized measure of a sample of behavior