UNIT -6

Testing
 A test is a standardised, objective measure of a
person’s behaviour, performance or attitude. It is
standardised because the way the test is carried
out, the environment in which the test is
administered and the way the individual scores are
calculated – are uniformly applied
 Testing appeals to employers because it has the
potential to reduce the number of employees who
steal, use drugs, lie, and fail to perform up to
standards.
Possible Tests Used for Selection
Mechanical Mental Physical
ability test ability test ability test

Clerical Personality
ability test Tests assessment
test

Shorthand Computer
test Typing
proficiency
test test
Advantages of Test:
 (i) Proper Assessment:
 Tests provide a basis for finding out the suitability of
candidates for various jobs.
 The mental capability, aptitude, liking and interests of the
candidates enable the selectors to find out whether a person
is suitable for the job for which he is a candidate.
 (ii) Objective Assessment:
 Tests provide better objective criteria than any other
method. Subjectivity of every type is almost eliminated.
 (iii) Uniform Basis:
 Tests provide a uniform basis for comparing the
performance of applicants.
 (iv) Selection of Better Persons:
 The aptitude, temperament and adjustability of
candidates are determined with the help of tests.
This enables their placement on the jobs where
they will be most suitable. It will also improve their
efficiency and job satisfaction.
 (v) Labour Turnover Reduced:
 Proper selection of persons will also reduce labour
turnover. Tests are helpful in finding out the
suitability of persons for the jobs. When a person
gets a job according to his temperament and
interest he would not leave it.
Disadvantages of Tests:
 (i) Unreliable:
 The inferences drawn from the tests may not be correct in certain cases.
The skill and ability of a candidate may not be properly judged with the
help of tests.
 (ii) Wrong Use:
 Those persons who are conducting these tests may be biased towards
certain persons. This will falsify the results of tests. Tests may also give
unreliable results if used by incompetent persons.
 (iii) Fear of Exposure:
 Some persons may not submit to the tests for fear of exposure. They may
be competent but may not like to be assessed through the tests.
 The enterprise may be deprived of the services of such personnel who are
not willing to appear for the tests but are otherwise suitable for the
concern.
 Ability Tests
Measure what a person has learned up to that
point in time (achievement)
Measure one’s innate potential capacity
(aptitude)
Up to 50% of companies use some ability
testing
 Ability Tests
Mental (Cognitive) Ability Tests
Mechanical Ability Tests
Clerical Ability Tests
Physical Ability Tests
 Mental Ability Tests

- Main purpose: to determine one’s level of

“g” or aptitudes depending on setting
- Measure aptitudes relevant to the job
- Short , group administration
- Excellent predictor of job and training
performance
 Typical Cognitive Abilities
Memory Span Conceptual
Numerical Fluency Classification
Verbal General Reasoning
Comprehension Intuitive Reasoning
Visualization Logical Evaluation
Figural Identification Ordering
Mechanical Ability
 Advantages of Cognitive Ability Tests
 Efficient
 Useful across all jobs
 Excellent levels of reliability and validity (.40 - .50)
 Highest levels than any other tests
 Estimated validity:
 .58 for professional/managerial jobs
 .56 for technical jobs
 .40 for semi-skilled jobs
 .23 for unskilled jobs
 More complex job = higher validity
 Disadvantages of Cognitive Ability Tests
Lead to more adverse impact
May lack face validity
Questions aren’t necessarily related to job
May predict short-term performance better
than long-term
can do vs. will do
 Frequently Used General Mechanical Ability Tests

Bennett Mechanical Comprehension Tests

Mac Quarrie Test for Mechanical Ability
What they generally measure:
Spatial visualization
Perceptual speed and accuracy
Mechanical information
 Tests of Mechanical Comprehension
- better than “g” for blue-collar jobs
- Good face validity
- Criterion validity for mech. job performance
- E.g., Bennett Mechanical Comprehension Test
- 68 items
- 30 minutes
- Principles of physics & mechanics
- Operations of common machines, tools, & vehicles
- High internal consistency
- Good criterion validity w/ job proficiency & training
 Clerical Ability Tests
Predominately measures perceptual speed
and accuracy in processing verbal and
numerical data

Examples:
Minnesota Clerical Test
Office Skills Test
 Clerical Tests
- 2/3 of companies use written tests to hire & promote
- 60-80% of tests are clerical
- Specific vs. general
- E.g., Minnesota Clerical Test
- 2 subtests: number comparison & name comparison
- Long lists of pairs of numbers/names (decide if same)
- Strict time limit
- Reliable & valid for perceptual speed & accuracy
- Good face validity
 Physical Ability Tests
 Most measure muscular strength, cardiovascular
endurance, and movement quality
 Areas of concern:
 Female applicants
 Disabled applicants
 Reduction of
work-related injuries
 Assessment Center
A procedure for measuring performance with a group of
individuals (usually 12 to 24) that uses a series of
devices, many of which are verbal performance tests
 Behavioral Dimensions Frequently
Measured in Assessment Centers
 Oral Communication  Decisiveness

 Initiative
 Planning and
Organizing
 Tolerance for stress

 Delegation  Adaptability

 Control and Monitoring  Tenacity

Interview process
Planning the
interview
Getting
started
Examining the 5
interview areas
Examining the strengths &
weaknesses
Listening to what is
being said
Digging for Behavioural gold
Probing for specifics, spotting
the patterns
Allowing candidates to ask
questions
Explaining the procedure,
decision
 Planning the interview
 How many rounds
 Who, where, when, what information
 Getting started
 Warm up
 Take 10% of the time
 Make candidate feel comfortable.
 Be on time
 Be friendly
 Introduce yourself
 Explain the structure of interview
 Examining the 5 interview areas
 1. Education
 2.Work history
 3. Career goals and aspirations
 4. This specific opportunity
 5. Personal life and hobbies
 Examining the strengths & weaknesses
 Start with the strengths
 Convert the questions in to positive for weakness
 Listening to what are being said
 Reflective listening
 Repeating or rehearsing
 Paraphrasing
 Reflection of the feelings
 Digging for Behavioural gold
 Probing for specifics, spotting the patterns
 Allowing candidates to ask questions
 Explaining the procedure
 Make decision
Tips for conducting interviews
 Control the situation it is your show
 Don’t buy first impressions. You may miss the real person
 Help the candidate to feel at ease
 Spend more time in listening and talking. Get the candidate
to do 80% of the talk.
 Have purpose for every question
 Take notes
 Don’t make assumptions . Look for the repeat patterns of
behaviour to draw the conclusions
 Be systematic and query on some general questions
Reference checking
&
Appointment orders
 Contacting previous employers of a job applicants to
determine his or her job history. Reference check may also
include checking with school(s) or college(s) attended by
the applicant to verify educational qualifications.
Why a reference check?
 There are two main reasons to go through this process;
 To verify information presented as facts on the resume and
to assess personality traits and work ethic. "With past
performance, you want to ensure there are no lies on the
resume
 Reference checking ensures the most qualified person who
is also a good match for the position. Reference checks can
avoid costs associated with failed probation periods and
poor performance, which can damage your image or
reputation.
Purpose
 Verification of information given by job applicant
 Serves as a predictor of job success
 Checks the omission of the information
 Character and interpersonal competencies
 Willingness of the past or current employer to rehire the
applicant
 What is Back Door Reference Checking?
 Back door reference checking is when an employer checks
with people you don’t list as a reference. Those people could
be former colleagues or managers or other sources.
Components Previous
Criminal work
antecedents behaviour

Character
Reference Education
checking qualifications

Experience
Community
Age
certificates
Character
 Verification of :
 Relations of the referee to the applicant
 Length of relation
 Applicant’s character assessment
 Recommendation for particular position
 Contact details of the referee.
Methods of reference checking
 Internet based reference checking
 Telephone reference
 Written reference
 Educational institutions
 Personal reference
Guidelines for reference checking
 Data should address KSA
 Uniform guidelines
 Written permission to contact references
 Documentation in writing is essential
 Complete reference information
 Focus on education and experience
 Verification by the employer.
Job Offer Letter
 A job offer letter is a document provided by the employer to
the employee providing an offer for a job to the employee on
selection through recruitment.
 The job offer letter lists all the terms and conditions of the
job including the job description, job position and grade,
compensation and benefit details, commencement date of
employment, etc.
 All these parameters are the ones that have been agreed
upon by both the employee and the employer during
negotiations. The offer letter also stands as the proof of
confirmation of all the agreed parameters.
 The employee is supposed to sign a copy of the offer letter
and return to the employer as a sign of acceptance of the job
offer.
 Offer letters and employment contracts

 One is a letter of intent, the other is a binding agreement

between two parties who have exchanged (something).
 Employment Contracts
 Employment contracts spell out an employer's expectations
in much greater detail than offer letters do.
 Employment contracts are typically reserved for
management, executives and other high-level employees
because these employees typically have access to
proprietary information such as client lists and business
strategies.
 Types of Job Offers
 Companies may also make job offers via email or in writing,
depending on company policy and how the company
handles hiring.
 If the offer is made via phone or email, it will most likely be
followed by a formal job offer letter which confirms the
details of the offer of employment including some or all of
the following: job description, salary, benefits, paid time
off, work schedule, reporting structure,
 Appointment letter

 The letter written by the employer requesting the selected

candidates to join in a specific position is known as
appointment letter.

 Appointment letter must give a full disclosure of the terms

and conditions from the employer’s side. Because, the
candidate will join only when those term and conditions are
acceptable to him
An ideal appointment letter should contain the following contents:
 Name and address of the organization (employer)
 Name and address of the applicant
 Name of the position
 Duties and responsibilities of the job
 Conditions of job: whether permanent or temporary, office time,
 Monthly salary
 Time length of the contract
 Date of joining
 Documents to be submitted during joining
 Security requirements
 Terms of probation
 Post probationary period
 Commitment or declaration
 Provision regarding termination
 Delivery and retrieving the acknowledgement copy
 Medical Examination
 Acceptance of offer for joining
 Formalities on the joining day
 PATIENCE
CONFIDENCE
COMMITTEMENT

RESPECT FOR THE SYSYTEM

RESPECT FOR ELDERS