employment testing & selection-hrm

8/7/2019 Employment Testing & Selection-HRM

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61 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

EMPLOYEE TESTINGEMPLOYEE TESTING

AND SELECTIONAND SELECTION


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SelectionSelection

Personnel Selection isPersonnel Selection isthe methodicalthe methodicalplacement of individualsplacement of individualsinto jobsinto jobs


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Why Careful Selection is ImportantWhy Careful Selection is Important

Organizational

Performance

Legal

Obligations(e.g.

Wal-mart, sales

execuitves

records)

The Importance of

Selecting the Right

Employees

Costs of

Recruiting and

Hiring (e.g. Pepsi)


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The Selection ProcessThe Selection Process

1

2

3

4

5

Steps in Selection:

Selection tests

Preliminary Interview (Courtesy interviews)

Employment interview

Reference and background checks (gaining additionalinformation

Selection Decision

6 Physical Examination

8

7 Job Offer

Contract of employment


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Basic Testing ConceptsBasic Testing Concepts

Test ReliabilityTest Reliability

Consistency of scores obtained by the same personConsistency of scores obtained by the same personwhen retested with identical or equivalent tests.when retested with identical or equivalent tests.

Are test results stable over time?Are test results stable over time?Retest estimate and equivalent test estimateRetest estimate and equivalent test estimate

Test ValidityTest Validity

Indicates whether a test is measuring what it isIndicates whether a test is measuring what it issupposed to be measuring.supposed to be measuring.

Does the test actually measure what it is intended toDoes the test actually measure what it is intended to

measure?measure?


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Types of ValidityTypes of Validity

Criterion

Validity

(Predictors tocriterion)

Content

Validity (test :a

fair sample oftasks)

Test

Validity


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How to Validate a TestHow to Validate 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 Tests: concurrent or predictive validation

2

3

4

Cross-Validate the test : repeat Steps 3 and 4 with adifferent sample

5


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Examples of Web Sites Offering Information on Tests or

Testing Programs

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

www.ets.org/testcoll

Provides information on over 20,000 tests. http://ericae.net/

Provides technical information about all types ofemployment and nonemployment tests.

www.mafoi.com/aspx/common/assessments.aspxOne of the Indian agencies that provide testingservices for employers according to internationalstandards.


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Sample Test

.


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Types ofTestsTypes ofTests

Cognitive

(Mental)

Abilities:

Intelligencetests

SpecificCognitive

abilities

Achievement:

Typing test

Editing of article

Motor andPhysical

Abilities

Personality

tests

What Tests

Measure


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Clerical test batteries (Intelligence tests)Clerical test batteries (Intelligence tests)

Editing and Proofing :Editing and Proofing :

Sample ItemSample Item

S1. Several customer will be in the office today.S1. Several customer will be in the office today.

oo customerscustomers



oo NO CHANGENO CHANGE



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ContdContd....

MathW

ord Problems :MathW

ord Problems :Sample ItemSample Item

S1. Bob Smith was expected to spend $25.00 for officeS1. Bob Smith was expected to spend $25.00 for officesupplies last month. Pens are $2.50 per dozen, boxessupplies last month. Pens are $2.50 per dozen, boxesof paper clips are $5.00 per dozen, and note pads areof paper clips are $5.00 per dozen, and note pads are$1.00 each. IfBob purchased two dozen pens, one$1.00 each. IfBob purchased two dozen pens, onedozen boxes of paper clips, and five note pads lastdozen boxes of paper clips, and five note pads lastmonth, how much did he spend?month, how much did he spend?

$10.00$10.00

$15.00$15.00

$35.00$35.00

$40.00$40.00

NONE OF THE ABOVENONE OF THE ABOVE612 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.


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FollowingWritten Instructions:FollowingWritten Instructions:

Sample Item Rules for Selecting a Rental Car The threeSample Item Rules for Selecting a Rental Car The threetypes of cars available for rental are compact, midtypes of cars available for rental are compact, mid--size,size,

and fulland full--size. Listed below are the rules for decidingsize. Listed below are the rules for decidingwhich type of car should be rented.which type of car should be rented.

Compact or midCompact or mid--size cars should be rented when only onesize cars should be rented when only oneor two people will be riding.or two people will be riding.

FullFull--size cars must be rented when three to five people willsize cars must be rented when three to five people willbe riding.be riding.

Compact cars should only be used when traveling less thanCompact cars should only be used when traveling less than25 miles.25 miles.

MidMid--size cars should be used when traveling more than 25size cars should be used when traveling more than 25miles.miles.

FullFull--size cars may be rented when traveling long or shortsize cars may be rented when traveling long or shortdistances.distances.

S1. Two people traveling 20 milesS1. Two people traveling 20 miles

S2. Four people traveling 15 milesS2. Four people traveling 15 miles


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Type of Question Applicant Might Expect on a Test of

Mechanical Comprehension


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Sample Picture Card from Thematic Apperception Test

.


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Work Samples and SimulationsWork Samples and Simulations

Work Samples:

Cashier

Hotel Mgt.

trainee

Miniature Job

Training and

Evaluation

(e.g. Honda in

Alabama U.S.)

ManagementAssessment

Centers

Video-BasedSituational

Testing

Measuring Work

Performance Directly


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videovideo-- based situational testingbased situational testing

( A manager is upset about the condition of the dept. and takes it out( A manager is upset about the condition of the dept. and takes it outone of the dept.s employees)one of the dept.s employees)

Manager: well, Im glad you are here.Manager: well, Im glad you are here.

Associate: Oh? Why is that?Associate: Oh? Why is that?

M: Look at this place, thats why? Its so messy, I was on leave. YouM: Look at this place, thats why? Its so messy, I was on leave. You

should know better.should know better.A: But I left the office early yesterdayA: But I left the office early yesterday

M: May be. But there have been plenty of times before when youveM: May be. But there have been plenty of times before when youve

left this dept. in messleft this dept. in mess..( The scenario stops here)( The scenario stops here)

If you were this associate, what would you do?If you were this associate, what would you do?

a)a) Straighten up the dept, and try to reason with the manager laterStraighten up the dept, and try to reason with the manager later

b)b) Suggest to the manager that he talk with the other associatesSuggest to the manager that he talk with the other associateswho made the messwho made the mess

c)c) Take it up with the managers bossTake it up with the managers boss


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Handwriting Exhibit Used by Graphologist


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Background Investigations andBackground Investigations andReference ChecksReference Checks

Investigations and ChecksInvestigations and Checks

Reference checksReference checks

Background employmentBackground employment checks(applicants current orchecks(applicants current or

former position, salary, technical competenceformer position, salary, technical competence))Criminal recordsCriminal records

Driving recordsDriving records

Credit checks(pay slip for loan deduction, tax returnCredit checks(pay slip for loan deduction, tax return

forms)forms)

Why?Why?

To verify factual information provided by applicants.To verify factual information provided by applicants.

To uncover damaging information.To uncover damaging information.


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FIGURE 68

Reference

Checking

Form


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Background Investigations andBackground Investigations andReference Checks (contd)Reference Checks (contd)

Former Employers

Current Supervisors

Written References

Social Networking Sites

Sources of

Information


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Making Background Checks More UsefulMaking Background Checks More Useful

1.1. Include on the application form a statement forInclude on the application form a statement forapplicants to sign explicitly authorizing aapplicants to sign explicitly authorizing abackground check.background check.

2.2. Use telephone references if possible.Use telephone references if possible.3.3. Use references provided by the candidate asUse references provided by the candidate as

a source for other references.a source for other references.

4.4. Ask openAsk open--ended questions to elicit moreended questions to elicit moreinformation from references.information from references.


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Selection Decision : View of line managersSelection Decision : View of line managers

Physical ExaminationPhysical Examination

Job Offer : OfferJob Offer : Offer letter,Letterletter,Letter of Appointmentof Appointment

Contract of Employment : It includes;Contract of Employment : It includes;

Job title, duties, date of joining, salary, methodJob title, duties, date of joining, salary, methodof payment, working hours, holidays, noticeof payment, working hours, holidays, notice

periodperiodBond Scheme ofWipro to prevent Job hopping :Bond Scheme ofWipro to prevent Job hopping :

75000 for 15 months (75000+ interest +6000 is75000 for 15 months (75000+ interest +6000 isreturn amt. after 15 months)return amt. after 15 months)

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