Employee Testing and Selection

● A reliable employment test will most likely yield consistent scores when a person
takes two alternate forms of the test
● Validity - refers to the accuracy with which a test fulfills the function for which it was
designed
● Selection tests should be used as supplements to other tools like interviews and
background checks.
● Motor ability -
● Physical abilities - test measuring finger dexterity and reaction time
● Big Five personality dimensions - OCEAN
● Miniature job training - refers to training
● candidates to perform several of the job's tasks and then assessing the candidates'
performance prior to hire
● primary reason that firms
● Uncover false information - conduct background investigations of job applicants
● Management assessment center - a multi-day simulation in which candidates perform
realistic tasks in hypothetical situations and are scored on their performance
Job Analysis and Talent Management Process
● In an effective talent management system, an employee's performance appraisal
would initiate training and development opportunities
● Effective talent management focuses on developing employee competencies that
align with strategic goals.
● Types of information will most likely be collected by a human resources specialist
through a job analysis:
○ Job description
○ Job specification
○ Job context
○ Work activities
○ Human behaviors
○ Performance standards
● Deciding how the gathered information will be used - first step in conducting
a job analysis
● typically addressed in job specifications:
○ Desired personality traits
○ Required education levels
○ Necessary experience
● Organizational chart - indicates the division of work within a firm and the lines of
authority and communication
● Using computerized systems to combine separate tasks - an example of
business
● process reengineering
● While performing the fifth step of a job analysis, it is essential to confirm the
validity of collected data with the worker
● Job rotation - refers to systematically moving workers from one job to another?
● Conducting the job analysis is not the sole responsibility of the HR specialist.
● Holding a group interview with a supervisor - when in need to gather job
analysis information from a large number of employees who perform similar work
● One of the problems with direct observation is reactivity which is when workers
alter their normal activities because they are being watched.
● Informal interviews do not provide quantitative job analysis information, which is
why they are frequently used by managers who need to determine the relative
worth of a job for pay purposes.
● Diaries - an approach to job analysis data collection wherein every activity in
which they participate at work along with the time it takes them to complete each
activity is recorded