Selection Test : Advantages and Potential Problems
- Advantages of selection tests the reason organizations use tests is to identify attitudes and job related skills that interviews cant recognize.Research indicates that customized tests can be reliable and accurate means to predict on the job performance.Also , the cost of employment testing is small comparison to ultimate hiring costs , and a succesfull program will bolster a firm's bottom line
- Potential problems using selection tests selection tests may accurately predict an applicant's ability to perform the job , but they are less successful in indicating the extent to which the individual willl be motivated to perform it.test anxiety can also be problem . Applicants often become quite anxious when confronting yet another hurdle that might eliminate them from consideration . the administrator's reassuring manner and well organized testing operation should serve to reduce this threat.Actually ,although a great deal of anxiety is detrimental to test performance , a slight degree is helpful .
Characteristic of Properly Designed Selection Tests
- Standardization = uniformity of the procedures and conditions related to admnistering tests.For example , the content of instructions provided and the time allowed must be the same , and the physical environtment must be similar.If one person takes a test in a room with jackhammers operating just outside and another takes it in a more tranquil environtment differences in test results are likely
- Objectivity = condition that achieved when everyone scoring a given test obtains the same results.Multiple choice and true false tests are objecive.The person taking the test either chooses the correct answer or not
- Norm = frame of references for comparing an applicant's performance with that of others.Specifically , a norm reflects the distribution of many scores obtained by people similar to the applicants beng tested. A score by itself is insignificant . it becomes meaningful only when compared with other applicant's scores.
- Reliability = extent to which a selection test provides consistent results.examples if a person scores a 130 on a certain intelligance test this week and retakes the test next week and scores an 80 , the reliability would likely be low . If a test has a low reliability , its validity as a predictor will also be low.
- Validity = extent to which a test measures what it claims to measure. Validity commonly reported as a correlation coefficient,summarizes the relationship between two variables.for example , these variables may be the score on a selection testand some measures of employee performance.A coefficient of 0 shows no relationship , whereas coefficient of either +/- 1.0 indicate a perfect relationship , one positive and the other negative.If a job perfirmaance tests has a high positive correlation coefficient , most prospective employee who score high on the test will probably later prove to be high performers
Types of Validation Studies
- Criterion relation validity = test validation method that compares the scores on selection tests to some aspect of job performance determined , for example , by performance appraisal.
- Content Validity = test validation method whereby a person performs certain tasks that are required by the job or completes a paper and pencil test that measures a relevant job knowledge - Construct Validity = test validation method that determines whether a test measures certain constructs , or traits , that job analysisfinds to be important in performing a job
Types of Employment Tests
- Cognitive aptitude tests = test that determine general reasoning ability , memory , vocabulary , verbal fluency , and numerical ability
- Psychomotor abilities tests = tests that measures strength , coordination , and dexterity.
- Job knowledge tests = tests designed to measures a candidate's knowledge of the duties of the job for which he or she is applying. - Work sample tests = tests that require an applicant to perform a task or set of tasks representative of the job.
- Vocational interest tests = tests that indicate the occupation a person is most interested in and the one likely to provide satisfaction
- Generic testing = tests given to identify predispositions , to inherited , diseases , including cancer , heart disease , neurological disorders , and congenital diseases.
- Graphoanalysis = the use of handwriting analysis as a selection factor.
- Polygraph Tests = polygraph or lie detector test used to verify background information.One purpose of the polygraph was to confirm or refute the information contained in the application blank
- Online Testing =
- Assessment centers = selection techniques that requires individuals to perfrom activities similar to those they might encounter in an actual job. Employment Interview goal oriented conversation in which an interviewer and an applicant exchange information
- Interview planning interview planning is essential to effective employment interview.A primary consideration should be the speed in which occurs the process occurs. - Content of the interview
• Occupational Experience
The interviewer wil explore the candidate’s knowledge , skills , abilities , and willingness to handle responsibility .
• Academic Achievement
• Interpersonal Skills
• Personal Qualities
• Organizational Fit
Management’s perception of the degree to which the prospective employee will fit in with the firm’s culture or value system - Candidate’s Role and Expectations
While the interviewer will provide information about the company , it is still important that candidates do their homework , including checking the library and the firms website.These sites often provide a history of the company and a description of its products and customers. Job seeker have other goals ( expectations ) that may include the following :
• To be listened to and understood
• To have ample opportunity to present their qualifications
• To be treated fairly and respect
• To gather information about the job and the company
• To make an informed decision concerning the desirability of the job
General Types of Interviews - Unstructured ( Nondirective ) Interview Interview in which the job applicant is asked probing , open-ended questions.Questions such as “tell me about yourself” ; “ what is your greatest weakness ? “ ; “ how will our company benefit by having you as an employee ? ” might be asked . This type of interview is comprehensive , and the interviewer encourages the applicant to do much of the talking. - Structured ( Directive or patterned ) Interview Interviewer asks each applicant for a particular job the same series of job related questions. The purpose for using this structured interview is increases reliability and accuracy by reducing the subjectivity and inconsistency of unstructured interviews.A structured job interview typically contains four types of questions :
• Situational questions
Are those that pose a typical job situation to determine what the applicant did in a similar situation
• Job-knowledge questions
These questions may relate to basic educational skills or complex scientific or managerial skills
• Job-sample simulations questions
• Worker requirements questions
- Behavioral Interview Structured interview where applicants are asked to relate actual incidents from their past relevant to the target job.
Method of Interviewing
- One on One Interview The applicant meets one-on-one with an interviewer - Group Interview Meeting in which several job applicants interact in the presence of one or more company representatives. - Board or Panel Interview An interview approach in which several of the firm’s representative interview a candidate at the same time - Multiple Interview
At times the applicants are interviewd by peers , subordinates , and supervisors.Using multiple interviewers not only leads to better hiring decisions , it also begins the transitions process. - Stress Interview
Form of interview in which the interviewer intentionally creates anxiety.The interviewer deliberately makes the candidates uncomfortable by asking blunt and often discourteous questions.The purpose is to determine the applicant’s tolerance for stress that may accompany the job. - Realistic Job Preview
Method of conveying both positive and negative job information to an applicant in an unbiased manner
Potential Interviewing Problems
- Inappropriate questions - Premature judgements - Interviewer domination - Permitting non-job-related information - Contrast effect - Lack of training - Nonverbal communication
Concluding the Interview when the interviewer has obtained the necessary information and answered the applicant’s questions , he or she should conclude the interview . Management must then determined whether the candidate is suitable for the open position and organization . If the conclusion is positive , the process continues. If there appears to be no match , the candidate is no longer considered.
Preemployment Screeening : Background Investigations Background investigations primarily seek data from various sources , including professional references . References checks are validation from those who know applicants that provide additional insight into the information furnished by the applicant and allow verification of its accuracy
Preemployment Screening : Reference Checks Information from individuals who know the applicant that provide additional insight into the information furnished by the applicant and verification of its accuracy
Negligent Hiring Negligant hiring is the liability an employer incurs when it fails to conduct a reasonable investigations of an applicant’s background , and then assigns a potentially dangerous person to a position where he or she can inflict harm.
Negligent Referral Negligant referral may occur when a former employer fails to offer a warning about particulary problem with a past employee.
Continuous Background Investigation
Employee background checks are not just for preemployment any more, the techniques and attitudes companies employ to maintain a law abiding workforce is being upgraded to meet real-world requirements.
Few employers are screening their employees on an ongoing basis. Perhaps they assume that if an employee did not engage in criminal activity before hiring, it will not happen in the future.
Selection Decision The final choice is made from among those still in the running after reference checks, selection tests, background investigations, and interview information have been evaluated. The person who makes the final selection is the manager who will be responsible for the new employee’s performance. Medical Examination
The basic purpose of the medical examination is to determine whether an applicant is physically capable of performing the work. The Uniform Guidelines state that these examination can be used to reject applicants only when the results show that job performance would be adversely affected.
Notification of Candidates
Management should notify both successful and unsuccessful candidates of selection decision as soon as possible. Employers may reject applicants at any time during the selection process.
Hiring Temporary Executives
Hiring executives on a temporary basis has increasingly become a popular practice with some companies. Individuals who have proven their ability as a top-level manager are entering this new arena. Bringing in an interim executive is a tactical approach that is sometimes used to run a department, a division, or even the whole company.
Global Staffing
The recruitment, retention, and utilization of global talent are essential elements of modern-day corporate success. Although expatriate failure or underperformance costs are difficult to quantify, most executives agree losses are substantial, affecting up to 40 percent of all expatriate assignments.
Types of Global Staff Members Global staff members may be selected from among three different types: expatriates, host-country nationals, and third-country nationals.
• Approaches to Global Staffing
Using three basis types of global staff, there are four major approaches to global staffing: ethnocentric, polycentric, regiocentric, and geocentric staffing. These reflect how the organization develops its human resource policies and the preferred types of employees for the different positions.
• Background Investigation Conducting background investigations when working in the global environment is equally, or even more, important but differences across cultures and countries often put up barriers to overcome. Each country has its own laws customs, and procedures for background screening.
Metrics for Evaluating Recruitment/Selection Effectiveness
Metrics available to assess HR efficiency are numerous and comprehensive set of metrics can be produced to evaluate elements of the recruitment and selection process. Some include recruiting costs, selection rate, yield rate, cost/benefit of recruitment sources and methods, and time required to hire.
• Recruiting costs In determining the recruiting cost per hire, the total recruiting expense must first be calculated. Then, the cost per hire may be determined by dividing the recruiting expenses by the number of recruits hired.
• Selection Rate The number of applicants hired from a group of candidates expressed as a percentage is the selection rate. Certainly, the selection rate is affected by the condition of the economy.
• Acceptance Rate The acceptance rate is the percent of those who have been offered the job who accept the job offer.
• Yield Rate A yield rate is the percentage of applicants from a particular source and method that make it to the next stage of the selection process.
• Cost/benefit of Recruitment Sources and Methods Each organization should maintain employment records and conduct it own research in order to determine which recruitment sources and methods are most suitable under various circumstance. For each method, there is a cost attached to it. Likewise, for each method, there should be a benefit attached.
• Time Requires to Hire The time required to fill an opening is critical for several reason. First, if the position is unfilled, others must take up the slack or productivity ell decline. Also, the longer it takes to fill a position, the more likely it is that the desirable candidates will be off the market. If the process drags on too long, the best candidates will be working for another, more efficient employers.
