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Testing and Selection Chapter
Testing and Selection Chapter
6-1. Careful employee selection is important for several reasons. Your own performance
always depends on your subordinates; it is costly to recruit and hire employees; and
mismanaging the hiring process has various legal implications including equal employment,
negligent hiring, and defamation.
6-2. Whether you are administering tests or making decisions based on test results, managers
need to understand several basic testing concepts. Reliability refers to a test’s consistency,
while validity tells you whether the test is measuring what you think it’s supposed to be
measuring. Criterion validity means demonstrating that those who do well on the test also do
well on the job while content validity means showing that the test constitutes a fair sample of
the job’s content. Validating a test involves analyzing the job, choosing the tests,
administering the test, relating your test scores and criteria, and cross-validating and
revalidating. Test takers have rights to privacy and feedback as well as to confidentiality.
6-3. Whether they are administered via paper and pencil, by computer, or online, we
discussed several main types of tests. Tests of cognitive abilities measure things like
reasoning ability and include intelligence tests and tests of specific cognitive abilities such as
mechanical comprehension. There are also tests of motor and physical abilities, and measures
of personality and interests. With respect to personality, psychologists often focus on the “big
five” personality dimensions: extroversion, emotional stability/neuroticism, agreeableness,
conscientiousness, and openness to experience. Achievement tests measure what someone has
learned.
6-4. With work samples and simulations, you present examinees with situations
representative of the jobs for which they are applying. One example is the management
assessment center, a 2- to 3-day simulation in which 10 to 12 candidates perform realistic
management tasks under the observation of experts who appraise each candidate’s leadership
potential. Video-based situational testing and the miniature job training and evaluation
approach are two other examples.
6-5. Testing is only part of an employer’s selection process; you also want to conduct
background investigations and other selection procedures.
The main point of doing a background check is to verify the applicant’s information
and to uncover potentially damaging information. However, care must be taken,
particularly when giving a reference, that the employee is not defamed and that his or
her privacy rights are maintained.
Given former employers’ reluctance to provide a comprehensive report, those
checking references need to do several things. Make sure the applicant explicitly
authorizes a background check, use a checklist or form for obtaining telephone
references, and be persistent and attentive to potential red flags.
Given the growing popularity of computerized employment background databases,
many or most employers use preemployment information services to obtain
background information.
For many types of jobs, honesty testing is essential, and paper-and-pencil tests have
proven useful.
Most employers also require that new hires, before actually coming on board, take
physical exams and substance abuse screening. It’s essential to comply with
immigration law, in particular by having the candidate complete an I-9 Employment
Eligibility Verification Form and submit proof of eligibility.
6-1. What is the difference between reliability and validity?
Reliability and validity are essential concepts in research and assessment methods,
particularly in the field of human resources. They both contribute to the quality and accuracy
of measurements and evaluations, but they focus on different aspects:
Reliability: Reliability refers to the consistency and stability of measurements over time or
across different contexts. In the context of HR, it means that if a measurement, such as a test
or assessment, is reliable, it should yield consistent results when administered multiple times
or by different individuals. High reliability indicates that the measurement is dependable and
not greatly influenced by random factors.
Validity: Validity, on the other hand, is concerned with the accuracy and appropriateness of a
measurement in capturing what it intends to measure. In HR, a valid assessment accurately
measures the specific skills, qualities, or attributes relevant to the job or trait being assessed.
Validity ensures that the measurement tool measures what it is supposed to measure, avoiding
biases or distortions.
6-2. Should other (non-HR) departments be allowed to help with the recruitment of
candidates? Why or why not? Discuss the pros and cons of this.
Pros:
Specialized Knowledge: Non-HR departments possess specific insights about the required
skills and competencies for their respective areas, which can lead to more targeted candidate
evaluation.
Diverse Perspectives: Different departments can bring diverse viewpoints, helping to select
candidates who fit well within the broader organizational context.
Reduced Bias: Involving multiple departments can mitigate biases that might arise from a
single department's perspective.
Engagement: Involvement in recruitment fosters a sense of ownership and engagement
among various teams, potentially leading to higher cooperation and integration.
Cons:
Time and Resources: Involving multiple departments can extend the recruitment timeline and
require additional resources for coordination.
Conflict: Differences in opinions among departments can lead to conflicts and difficulties in
reaching a consensus on candidate selection.
Lack of Expertise: Non-HR departments might lack proper training in recruitment techniques,
potentially leading to less effective candidate evaluations.
Inconsistent Standards: Different departments might use varying criteria for evaluating
candidates, leading to inconsistency in selection.
6-3. Why is it important to conduct preemployment background investigations? How
Preemployment background investigations are crucial to ensure the integrity and suitability of
potential candidates. They help verify the accuracy of information provided by candidates
and protect the organization from potential risks. The investigations can include criminal
records checks, educational and employment history verification, reference checks, and credit
checks where applicable.
These investigations are important because they:
Mitigate Risks: They help identify individuals with a history of unethical behavior or
criminal activity, minimizing the potential for harm to the organization and its employees.
Ensure Qualifications: Background checks validate the educational and professional claims of
candidates, ensuring that they possess the necessary skills and qualifications.
Maintain Trust: Conducting thorough background checks instills confidence in stakeholders
that the organization is diligent in its hiring process.
To conduct preemployment background investigations:
Criminal Record Checks: Collaborate with law enforcement agencies or third-party
background screening firms to verify criminal history.
Education and Employment Verification: Contact educational institutions and previous
employers to verify claimed credentials and work history.
Reference Checks: Contact provided references to gain insights into the candidate's character,
work ethic, and suitability for the role.
6-4. Explain how you would get around the problem of former employers being
It can be challenging to obtain negative references due to various reasons, such as legal
concerns and professional courtesy. To overcome this issue, consider the following
approaches:
Anonymous Surveys: Provide a structured anonymous survey to former colleagues or
supervisors, allowing them to share candid feedback without fear of reprisal.
Legal Compliance: Ensure that the reference request process adheres to relevant laws and
regulations, encouraging more honest feedback.
Third-Party Verification: Use independent third-party reference verification services that can
collect feedback without disclosing the source to the candidate.
6-5. How can employers protect themselves against negligent hiring claims?
Employers can take several measures to safeguard against negligent hiring claims:
Thorough Screening: Conduct comprehensive background checks, reference checks, and
skills assessments to ensure candidates are qualified and suitable.
Clear Job Descriptions: Clearly define job expectations and requirements to avoid hiring
individuals who lack the necessary skills or qualifications.
Documented Process: Maintain records of the entire hiring process, including evaluations,
interviews, and reference checks, to demonstrate due diligence.
Training: Train HR staff and hiring managers in proper interview techniques and legal
requirements to avoid biases and ensure fair evaluations.
Consistent Policies: Implement consistent hiring policies and standards across all candidates
to demonstrate fairness.
Legal Counsel: Consult legal experts to ensure compliance with employment laws and
regulations, reducing the risk of liability.
Ethical Behavior Inquiry: Include questions about candidates' ethical values and
views on insider trading, corporate transparency, and confidentiality. Ask how they
would handle situations involving confidential information and conflicts of interest.
Past Incidents Disclosure: Inquire if candidates have ever been involved in any legal
or ethical violations, including insider trading, and if so, ask for details and the steps
they took to address the situation.
Background Checks:
Situational Judgment Test (SJT): This test presents candidates with realistic workplace
scenarios and asks them to select the most appropriate course of action. SJTs assess
problem-solving skills, customer service orientation, and decision-making under
pressure.
Interpersonal Skills Assessment: Given the emphasis on guest service and people-
oriented behavior, an assessment focusing on candidates' ability to interact,
communicate, and empathize with guests and colleagues could be valuable.
Cultural Fit Assessment: This assessment evaluates how well candidates align with
the company's values and culture. It helps ensure that selected employees will thrive
within the Hotel Paris's service-oriented environment.
Control Group: Implement the testing program for a selected group of employees
while keeping another group unchanged. Compare the performance metrics between
the two groups over a defined period to determine if the testing group shows
significant improvements.
Before-and-After Analysis: Analyze the performance metrics of the hotel before and
after the implementation of the testing program. If the performance indicators exhibit
a noticeable positive shift after the testing program's introduction, it would indicate a
potential causal relationship.
Feedback and Survey Data: Gather feedback from employees who underwent the
testing process. Assess their perceptions of the program's impact on their job
behaviors, skills, and overall performance. Positive feedback can provide qualitative
evidence of the program's efficacy.
Correlation Analysis: Conduct statistical analysis to examine the relationship between
testing scores and performance metrics. If higher testing scores consistently correlate
with improved performance, it strengthens the case for the testing program's
effectiveness.
By employing these methods, Lisa can establish a more robust link between the testing
program and the observed improvements, enhancing her confidence in the program's
contribution to the hotel's enhanced employee capabilities and overall performance.