Employee Testing and

Selection
 Why Careful Selection is Important

The Importance of Selecting

the Right Employees

Organizational Costs of recruiting Legal obligations

performance and hiring and liability
 Avoiding Negligent Hiring Claims

◉ Carefully scrutinize information on employment applications.

◉ Get written authorization for reference checks, and check references.
◉ Save all records and information about the applicant.
◉ Reject applicants for false statements or conviction records for
offenses related to the job.
◉ Balance the applicant’s privacy rights with others’ “need to know.”
◉ Take immediate disciplinary action if problems arise.
 Basic Testing Concepts

◉ Reliability
○ Describes the consistency of scores obtained by the same person
when retested with the identical or alternate forms of the same test.
○ Are test results stable over time? (f.e: SAT)
◉ Validity
○ Indicates whether a test is measuring what it is supposed to be
measuring.
○ Does the test actually measure what it is intended to measure?
 Types of Validity

Types of
Test Validity

Criterion validity Content validity

 Types of Validity

◉ Criterion validity
○ means demonstrating that those who do well on the test also do well
on the job, and that those who do poorly on the test do poorly on the
job.
○ In psychological measurement, a predictor is the measurement (in
this case, the test score) that you are trying to relate to a criterion,
such as performance on the job.
◉ Content Validity
○ Employers demonstrate the content validity of a test by showing that
the test constitutes a fair sample of the job’s content.
○ The basic procedure here is to identify job tasks that are critical to
performance, and then randomly select a sample of those tasks to test.
Evidence-Based HR: How to Validate a Test

Steps in Test Validation

1
Analyze the Job: predictors and criteria (Job
descriptions and specifications, skills and traits)

2 Choose the Tests: test battery or single test (Figure 6-2)

3 Administer the Test: concurrent or predictive validation

4 Relate Your Test Scores and Criteria: scores versus

actual performance (Figure 6-3)

5 Cross-Validate and Revalidate: repeat Steps 3 and 4

with a different sample
FIGURE 6–2 Examples of Web Sites Offering Information
on Tests or Testing Programs

• www.hr-guide.com/data/G371.htm
Provides general information and sources
for all types of employment tests
• http://ericae.net
Provides technical information on all types
of employment and nonemployment
• tests.www.ets.org/testcoll
Provides information on over 20,000 tests
• www.kaplan.com
Information from Kaplan test preparation
on how various admissions tests work
• www.assessments.biz
One of many firms offering employment tests
 FIGURE 6–3 Expectancy Chart

Note: This expectancy chart

shows the relation between
scores made on the
Minnesota Paper Form
Board and rated success of
junior draftspersons.
Example: Those who score between 37 and 44 have a
55% chance of being rated above average and those
scoring between 57 and 64 have a 97% chance.
TABLE 6–1 Testing Program Guidelines

1. Use tests as supplements.

2. Validate the tests.
3. Monitor your testing/selection program.
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.
 Test Takers’ Individual Rights and Test Security

◉ Under the American Psychological Association (APA)’s

standard for educational and psychological tests, test
takers have the following rights:
○ The right to the confidentiality of test results.
○ The right to informed consent regarding use of these results.
○ The right to expect that only people qualified to interpret the scores will
have access to them, or that sufficient information will accompany the
scores to ensure their appropriate interpretation.
○ The right to expect the test is fair to all. For example, no one taking it
should have prior access to the questions or answers.
 How Do Employers Use Tests at Work?

◉ Major Types of Tests

○ Basic skills tests (the ability to read instructions, write reports, and do
arithmetic adequate to perform common workplace tasks)
○ Job skills tests
○ Psychological tests

◉ Why Use Testing?

○ Increased work demands = more testing
○ Screen out bad or dishonest employees
○ Reduce turnover by personality profiling
FIGURE 6–4 Sample Test
 Computerized and Online Testing

◉ Online tests
○ Telephone prescreening
○ Offline computer tests
○ Virtual “inbox” tests
○ Online problem-solving tests
◉ Types of Tests
○ Specialized work sample tests
○ Numerical ability tests
○ Reading comprehension tests
○ Clerical comparing and checking tests
 Types of Tests

What Different Tests Measure

Cognitive Motor and Personality Current

abilities physical abilities and interests achievement
 Types of Tests

◉ Cognitive abilities
○ include tests of general reasoning ability (intelligence) and tests of specific
mental abilities like memory and inductive reasoning.
◉ Motor and Physical abilities
○ Tests of motor and physical abilities measure motor abilities, such as finger
dexterity, manual dexterity, and reaction time.
◉ Personality and interests
○ Personality tests measure basic aspects of an applicant’s personality, such as
introversion, stability, and motivation.
◉ Current achievement
○ Achievement tests measure what someone has learned.
○ Most of the tests you take in school are achievement tests. They measure
your “job knowledge” in areas like economics, marketing, or human
resources.
FIGURE 6–5 Type of Question Applicant Might Expect
on a Test of Mechanical Comprehension
FIGURE 6–5 Type of Question Applicant Might Expect
on a Test of Mechanical Comprehension
 The “Big Five”

Extraversion

Emotional stability/
Conscientiousness
Neuroticism

Openness to
Agreeableness
experience
 The “Big Five”

◉ Extraversion
○ Represents a tendency to be sociable, assertive, active and to
experience positive effects such as energy.
◉ Neuroticism
○ Represents a tendency to exhibit poor emotional adjustment and
experience negative effects, such as insecurity and hostility.
◉ Openness to experience
○ The disposition to be imaginative, nonconforming, unconventional
and autonomous.
◉ Agreeableness
○ The tendency to be trusting, compliant, caring, and gentle.
◉ Conscientiousness
○ Included two related facets: achievement and dependability.
 Work Samples and Simulations

Measuring Work Performance

Directly

Management Video-based Miniature job

Work
assessment situational training and
samples
centers testing evaluation
 Work Samples and Simulations

◉ Work samples
○ examinees are presented with situations representative of the job for
which they’re applying, and are evaluated on their responses.
■ F. E: for a cashier, counting money; for a clerical position, a
typing test
◉ Management Assessment centers
○ A two- to three- day simulation in which 10 to 12 candidates perform
realistic management tasks.
■ F. E: making presentations
 Work Samples and Simulations

◉ Video- based situational testing

○ Presents the candidate with several online or PC- based videos
scenarios, each followed by multiple choice question.
◉ Miniature job training and evaluation
○ Means training candidates to perform several of job’s tasks, and then
evaluating the candidates’ performance prior to hire.
Work Samples and Simulations
 TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria

Costs (Develop/
Assessment Method Validity Adverse Impact Administer) Applicant Reactions
Cognitive ability tests High High (against minorities) Low/low Somewhat favorable

Job knowledge test High High (against minorities) Low/low More favorable

Personality tests Low to Low Low/low Less favorable

moderate

Biographical data Moderate Low to high for different High/low Less favorable
inventories types

Integrity tests Moderate to Low Low/low Less favorable

high

Structured interviews High Low High/high More favorable

Physical fitness tests Moderate to High (against females High/high More favorable
high and older workers)

Situational judgment tests Moderate Moderate (against High/low More favorable

minorities)

Work samples High Low High/high More favorable

Assessment centers Moderate to Low to moderate, High/high More favorable

high depending on exercise

Physical ability tests Moderate to High (against females High/high More favorable
high and older workers)

Note: There was limited research evidence available on applicant reactions to situational judgment
tests and physical ability tests. However, because these tests tend to appear very relevant to the
job, it is likely that applicant reactions to them would be favorable.
 Background Investigations and
Other Selection Methods

◉ Investigations and Checks

○ Reference checks %87
○ Background employment checks %69
○ Criminal records %61
○ Driving records %56
○ Credit checks %35
◉ Why?
○ To verify factual information provided by applicants
○ To uncover damaging information
 Background Investigations and Reference Checks

Former Employers

Current Supervisors

Sources of Commercial Credit

Information Rating Companies

Written References

Social Networking Sites

Written References (Reference Checking Form)
 Limitations on Background Investigations and Reference Checks

Legal Issues:
Defamation

Background
Employer Legal Issues:
Guidelines
Investigations and Privacy
Reference Checks

Supervisor
Reluctance
 Making Background Checks More Useful

1. Include on the application form a statement for applicants to sign

explicitly authorizing a background check.
2. Use telephone references if possible.
3. Be persistent in obtaining information.
4. Compare the submitted résumé to the application.
5. Ask open-ended questions to elicit more information from
references. (How much structure does the applicant need in his/her
work?)
6. Use references provided by the candidate as a source for other
references.
 The Polygraph and Honesty Testing

◉ Polygraph (or lie detector) is a device that measures

physiological changes like increased perspiration.
◉ The assumption is that such changes reflect changes in
emotional state that accompany lying.
○ Paper and pencil honesty tests
■ Psychological tests designed to predict job applicants’ proneness
to dishonesty and other forms of counter productivity.
■ Most of these tests measure attitudes regarding things like
tolerance of others who steal, acceptance of rationalizations for
theft.
 Honesty Testing Programs:
What Employers Can Do

◉ Antitheft Screening Procedure:

○ Ask blunt questions.
■ Have you ever stolen anything from an employer?
■ Have you ever been fired or asked to leave a job?
○ Listen, rather than talk.
○ Do a credit check.
○ Check all employment and personal references.
○ Use paper-and-pencil honesty tests and psychological tests.
○ Test for drugs.
○ Establish a search-and-seizure policy and conduct searches.
 Graphology

◉ Graphology refers to the use of handwriting analysis to

determine the writer’s basic personality traits.
◉ Graphology has some resemblance to projective
personality tests, although graphology’s validity is
highly suspect.
FIGURE 6–9 “The Uptight Personality”
 Physical Examinations

◉ Reasons for preemployment medical examinations:

○ To verify that the applicant meets the physical requirements of the
position.
○ To discover any medical limitations to be taken into account in
placing the applicant.
○ To establish a record and baseline of the applicant’s health for future
insurance or compensation claims.
○ To reduce absenteeism and accidents.
○ To detect communicable diseases that may be unknown to the
applicant.
 Substance Abuse Screening

◉ Types of Screening
○ Before formal hiring
○ After a work accident
○ Presence of obvious behavioral symptoms
○ Random or periodic basis
○ Transfer or promotion to new position
◉ Types of Tests
○ Urinalysis
○ Hair follicle testing
 Assignment

◉ Anda akan bekerja untuk PT Mondelez sebagai posisi

MT (management trainee). Anda diminta untuk
memberikan opini serta solusi terkait dengan rencana
Mondelez untuk menghapuskan salah satu produknya di
Indonesia, yaitu Toblerone karena dianggap kurang
memberikan keuntungan kepada perusahaan dan
perusahaan lebih berfokus ke penjualan Cadbury.

4–37
 Assignment

◉ Buatlah usulan sederhana kepada pihak Mondelez

terhadap proses tes dan seleksi yang harus dilakukan
untuk mendapatkan calon pegawai di posisi MT
sehingga Mondelez mampu mendapatkan calon pegawai
yang kompeten dan berikan alasannya mengapa
Mondelez harus melakukan proses tes dan seleksi
tersebut

4–38
 Assignment

◉ Lakukan analisis pekerjaan terhadap posisi MT

◉ Buat deskripsi dan spesifikasi pada posisi tersebut
◉ Buat usulan proses tes dan seleksi yang dapat dilakukan
oleh Mondelez untuk memperoleh pegawai di posisi
tersebut

4–39
 Thanks!

ANY QUESTIONS?

You can find me at:

cesya.rizkika.fe@um.ac.id

40