6 Employee Testing and Selection 4 Copyright 2015

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6 Employee Testing and Selection 4 - Copyright © 2015 Pearson Education, Inc. 6

6 Employee Testing and Selection 4 - Copyright © 2015 Pearson Education, Inc. 6 -1

Learning Objectives 1. Answer the question: Why is it important to test and select

Learning Objectives 1. Answer the question: Why is it important to test and select employees? 42. Explain what is meant by reliability and validity. 3. List and briefly describe the basic categories of selection tests, with examples. Copyright © 2015 Pearson Education, Inc. 6 -2

Learning Objectives 4. Explain how to use two work simulations for selection. 5. Describe

Learning Objectives 4. Explain how to use two work simulations for selection. 5. Describe four ways 4 -to improve an employer’s background checking process. Copyright © 2015 Pearson Education, Inc. 6 -3

Answer the question: Why is it important to test and select employees? 4 -

Answer the question: Why is it important to test and select employees? 4 - Copyright © 2015 Pearson Education, Inc. 6 -4

Why Employee Selection Is Important • Performance • Cost • Legal obligations 4 -

Why Employee Selection Is Important • Performance • Cost • Legal obligations 4 - • Person and job/organization fit Copyright © 2015 Pearson Education, Inc. 6 -5

Review • Person-job fit • Matching the knowledge, skills, abilities, 4 - and other

Review • Person-job fit • Matching the knowledge, skills, abilities, 4 - and other competencies (KSACs) • Employers Liability Act of 1969 Copyright © 2015 Pearson Education, Inc. 6 -6

Explain what is meant by reliability and validity. 4 - Copyright © 2015 Pearson

Explain what is meant by reliability and validity. 4 - Copyright © 2015 Pearson Education, Inc. 6 -7

Basic Testing Concepts • Reliability • Validity o Criterion validity 4 o Content validity

Basic Testing Concepts • Reliability • Validity o Criterion validity 4 o Content validity o Construct validity Copyright © 2015 Pearson Education, Inc. 6 -8

Evidence-Based HR: How to Validate a Test • Analyze • Choose • Administer 4

Evidence-Based HR: How to Validate a Test • Analyze • Choose • Administer 4 - • Relate • Cross-validate Copyright © 2015 Pearson Education, Inc. 6 -9

Evidence-Based HR: Test Validation Issues • • Who scores the test? Bias Utility analysis

Evidence-Based HR: Test Validation Issues • • Who scores the test? Bias Utility analysis 4 Validity generalization Copyright © 2015 Pearson Education, Inc. 6 -10

Review • Reliability = consistency • Validity = 4 - measuring what you intend

Review • Reliability = consistency • Validity = 4 - measuring what you intend to measure Copyright © 2015 Pearson Education, Inc. 6 -11

Review • Statistical analysis • Use professionals • Rights and security 4 - •

Review • Statistical analysis • Use professionals • Rights and security 4 - • Privacy • Tests at work • Computerized, online testing Copyright © 2015 Pearson Education, Inc. 6 -12

List and briefly describe the basic categories of selection tests, with 4 -examples. Copyright

List and briefly describe the basic categories of selection tests, with 4 -examples. Copyright © 2015 Pearson Education, Inc. 6 -13

Types of Tests • Cognitive abilities o Intelligence tests o Specific cognitive abilities 4

Types of Tests • Cognitive abilities o Intelligence tests o Specific cognitive abilities 4 - • Motor & physical abilities • Measuring personality • Interest inventories • Achievement tests Copyright © 2015 Pearson Education, Inc. 6 -14

What do personality tests measure? • The “Big Five” • Predicting performance 4 -

What do personality tests measure? • The “Big Five” • Predicting performance 4 - • Caveats Copyright © 2015 Pearson Education, Inc. 6 -15

Review • Cognitive abilities o IQ o Specific mental abilities • Motor skills •

Review • Cognitive abilities o IQ o Specific mental abilities • Motor skills • Personality • • • 4 - • • Interests Achievement “Big 5” Predicting Caveats o Interpretation o Legal issues o Disputing value Copyright © 2015 Pearson Education, Inc. 6 -16

Explain how to use two work simulations for 4 selection. Copyright © 2015 Pearson

Explain how to use two work simulations for 4 selection. Copyright © 2015 Pearson Education, Inc. 6 -17

Work Samples and Simulations • Basic procedure • Situational judgment tests 4 - •

Work Samples and Simulations • Basic procedure • Situational judgment tests 4 - • Management assessment centers • Situational testing Copyright © 2015 Pearson Education, Inc. 6 -18

IMPROVING PERFORMANCE: HR Practices Around the Globe • 1100 BC the Chinese government was

IMPROVING PERFORMANCE: HR Practices Around the Globe • 1100 BC the Chinese government was testing civil service candidates • China uses assessment centers to 4 select employees • Private employers use personnel tests, in-basket tests, and leaderless group discussions Copyright © 2015 Pearson Education, Inc. 6 -19

Work samples and simulations • Computerized multimedia assessment • Miniature job training 4 -

Work samples and simulations • Computerized multimedia assessment • Miniature job training 4 - and evaluation • Realistic job previews • Choosing a selection method Copyright © 2015 Pearson Education, Inc. 6 -20

Review • Situational • Miniature job judgment • Assessment centers training • Realistic job

Review • Situational • Miniature job judgment • Assessment centers training • Realistic job 4 - previews • Situational testing • Choose a selection • Computers method Copyright © 2015 Pearson Education, Inc. 6 -21

Describe four ways to improve an employer’s background 4 checking process. Copyright © 2015

Describe four ways to improve an employer’s background 4 checking process. Copyright © 2015 Pearson Education, Inc. 6 -22

Background Investigations • Why perform checks? • Effectiveness • Legal dangers 4 - o

Background Investigations • Why perform checks? • Effectiveness • Legal dangers 4 - o Defamation o Privacy • How to check Copyright © 2015 Pearson Education, Inc. 6 -23

IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs • Make the Background Check

IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs • Make the Background Check More Valuable o Use a statement 4 -to authorize a background check o Compare the application to the résumé o Write open-ended questions Copyright © 2015 Pearson Education, Inc. 6 -24

Background Investigations • Applicants’ social postings • Pre-employment information services 4 - • The

Background Investigations • Applicants’ social postings • Pre-employment information services 4 - • The polygraph and honesty testing o Paper-and-Pencil Honesty Tests • Graphology Copyright © 2015 Pearson Education, Inc. 6 -25

IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs • Testing for Honesty o

IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs • Testing for Honesty o Question o Listen 4 o Credit, employment and reference check o Test o Policies Copyright © 2015 Pearson Education, Inc. 6 -26

Background Investigations • “Human lie detectors” • Physical exams • Substance abuse screening 4

Background Investigations • “Human lie detectors” • Physical exams • Substance abuse screening 4 o Some Practical Considerations • Complying with immigration law o Proof of Eligibility Copyright © 2015 Pearson Education, Inc. 6 -27

Review • Why perform checks? • Effectiveness • Legal dangers • How to check

Review • Why perform checks? • Effectiveness • Legal dangers • How to check 4 - • Social postings • Information services Copyright © 2015 Pearson Education, Inc. 6 -28

Review • Honesty testing • Graphology • “Human lie 4 - detectors” • Physicals/drugs

Review • Honesty testing • Graphology • “Human lie 4 - detectors” • Physicals/drugs • Immigration • HRIS Copyright © 2015 Pearson Education, Inc. 6 -29