HR – Employee Testing HR – Employee Testing & Selection& Selection

Tehzeeb Sakina AmirTehzeeb Sakina Amir

HRM-session 6HRM-session 6

Spring 2011-MBASpring 2011-MBA

The other side of the table!

Main contents Main contents

Developing & using application formsDeveloping & using application forms

Basic Testing ConceptsBasic Testing Concepts

InterviewingInterviewing

Developing and Using Application Developing and Using Application FormsForms

PurposePurpose Judgments on basis of Judgments on basis of education & education &

experienceexperience Draw conclusions about applicant’s Draw conclusions about applicant’s progressprogress

and and growthgrowth Draw tentative conclusions about applicant’s Draw tentative conclusions about applicant’s

stabilitystability based on previous work records based on previous work records Use the data in the application and Use the data in the application and predict the predict the

successsuccess possibility of the applicant on the job possibility of the applicant on the job

Developing and Using Application Developing and Using Application FormsForms

TypesTypes Different forms for Different forms for different postsdifferent posts Must provide information on prior job Must provide information on prior job

assignment, skills, achievements, and end assignment, skills, achievements, and end with acknowledgmentwith acknowledgment

Beware of Beware of Equal Employment lawsEqual Employment laws while while developing formdeveloping form

It should be It should be concise yet comprehensiveconcise yet comprehensive

TestingTesting

Basic Testing ConceptsBasic Testing Concepts

TestTest A test is a A test is a sample of a person’s behaviorsample of a person’s behavior A test must be A test must be reliablereliable and and validvalid As job demand increases employers tend to As job demand increases employers tend to

rely more on testing proceduresrely more on testing procedures For all level of employeesFor all level of employees To find good employees and also to screen To find good employees and also to screen

out bad onesout bad ones Test results often followed by interviewsTest results often followed by interviews

Basic Testing ConceptsBasic Testing Concepts ReliabilityReliability

Consistency of scores Consistency of scores obtained by the same obtained by the same person when retested with person when retested with the same test or with the same test or with alternate forms of the same alternate forms of the same test.test.

Forms to measureForms to measure reliabilityreliability

Test-retest reliabilityTest-retest reliability Equivalent form reliabilityEquivalent form reliability Internal consistencyInternal consistency

ValidityValidity The accuracy with which a The accuracy with which a

test measures what it test measures what it intends to measureintends to measure

Criterion ValidityCriterion Validity - based - based on showing that scores on showing that scores on the test (predictors) on the test (predictors) are related to job are related to job performance (criterion)performance (criterion)

Content ValidityContent Validity – that – that contains a fair sample of contains a fair sample of the tasks and skills the tasks and skills actually needed for the actually needed for the job in question.job in question.

Validation processValidation processcriterion validitycriterion validity

Step 1Step 1 -- AnalyzeAnalyze the job (JDs become the job (JDs become predictors & define success on the job)predictors & define success on the job)

Step 2Step 2 -- ChooseChoose the Test the Test Step 3Step 3 -- AdministerAdminister the Test the Test

Concurrent validationConcurrent validation Predictive validationPredictive validation

Step 4Step 4 -- RelateRelate test scores and Criteria test scores and Criteria Step 5Step 5 -- Cross validate & RevalidateCross validate & Revalidate

Validation processValidation processContent validityContent validity

Content validity emphasize Content validity emphasize judgmentjudgment Start with Start with JA to identify work behaviorJA to identify work behavior

requiredrequired Combine Combine several samples of those behaviorsseveral samples of those behaviors

into a testinto a test

Testing Program GuidelinesTesting Program Guidelines

Use tests as Use tests as supplementssupplements ValidateValidate the tests the tests MonitorMonitor testing/selection program testing/selection program Keep Keep accurateaccurate records records Use a Use a certifiedcertified psychologist psychologist Manage test Manage test conditionsconditions RevalidateRevalidate periodically periodically

Test taker’s rights and Test Test taker’s rights and Test SecuritySecurity

Test takers’ Test takers’ rights to privacy and informationrights to privacy and information under APA:under APA: ConfidentialityConfidentiality of test scores of test scores Informed consentInformed consent Only Only qualified peoplequalified people interpret the results interpret the results FairnessFairness of the test of the test RespectRespect & concern for others & concern for others Welfare / Welfare / Avoiding harmAvoiding harm ObsoleteObsolete tests tests EthicalEthical violations violations

Some testsSome tests

MMPIMMPI – personality test – personality test WonderlicWonderlic Personnel Test Personnel Test NumericalNumerical ability test ability test Reading Reading comprehensioncomprehension test test ClericalClerical checks checks In-basketIn-basket technique technique ComputerizedComputerized and Online testing and Online testing

Quick pre-screeningQuick pre-screening

Types of TestsTypes of Tests

Tests of Tests of Cognitive AbilitiesCognitive Abilities Tests of Tests of motor & physical abilitiesmotor & physical abilities Personality & InterestsPersonality & Interests Tests Tests Achievement Achievement TestsTests

Types of TestsTypes of Tests

Tests of Cognitive AbilitiesTests of Cognitive Abilities Intelligence TestsIntelligence Tests (IQ tests – multiple abilities: (IQ tests – multiple abilities:

memory, vocabulary, verbal fluency, memory, vocabulary, verbal fluency, numerical ability)numerical ability)

Specific Cognitive AbilitiesSpecific Cognitive Abilities – aptitude tests like – aptitude tests like Test of Mechanical ComprehensionTest of Mechanical Comprehension

Tests of Motor & Physical AbilitiesTests of Motor & Physical Abilities Finger dexterity, manual dexterity, reaction Finger dexterity, manual dexterity, reaction

time tests. The Crawford Small Parts Dexterity time tests. The Crawford Small Parts Dexterity Test, Stromberg Dexterity Test, Purdue Peg Test, Stromberg Dexterity Test, Purdue Peg Board TestBoard Test

Personality TestsPersonality Tests Personality & Interest TestPersonality & Interest Test – measure traits like – measure traits like

stability, introversion, motivation etc. stability, introversion, motivation etc. Projective testsProjective tests are used – Rorschach, TAT, Make- are used – Rorschach, TAT, Make-

a-Picture-Story, Forer Structured Sentence a-Picture-Story, Forer Structured Sentence Completion TestCompletion Test

The The ‘Big Five’‘Big Five’ (Extraversion, emotional stability, (Extraversion, emotional stability, agreeableness, conscientiousness and openness to agreeableness, conscientiousness and openness to experienceexperience

Effectiveness of personality testsEffectiveness of personality tests Interest InventoriesInterest Inventories – a personal development & – a personal development &

selection device that compares the person’s current selection device that compares the person’s current interests with those now in various occupations to interests with those now in various occupations to determine the preferred occupation for the individualdetermine the preferred occupation for the individual

Achievement TestsAchievement Tests

Measure to Measure to what extent learningwhat extent learning has taken has taken place – academic tests, job knowledge place – academic tests, job knowledge tests etctests etc

Achievement tests also Achievement tests also measure individual measure individual abilitiesabilities for e.g. typing test for e.g. typing test

Work Samples & SimulationsWork Samples & Simulations

Actual job tasks used in testing applicants’ performance Actual job tasks used in testing applicants’ performance – Work Samples– Work Samples

Work Sampling Technique – a testing method based on Work Sampling Technique – a testing method based on measuring performance on actual basic job tasksmeasuring performance on actual basic job tasks

Advantages:Advantages: Actual job tasks – no fakingActual job tasks – no faking Fair proceduresFair procedures No invasion in privacyNo invasion in privacy Better validityBetter validity

ProcedureProcedure – selection of task, observer monitors – selection of task, observer monitors performance, indicates how well person has performedperformance, indicates how well person has performed

Management Assessment CentersManagement Assessment Centers

A simulation in which management candidates are asked A simulation in which management candidates are asked to perform realistic tasks in hypothetical situations and to perform realistic tasks in hypothetical situations and are scored on their performance. are scored on their performance.

It involves testing and the use of It involves testing and the use of management gamesmanagement games; Includes; Includes• ‘‘The in-basket’The in-basket’• ‘‘Leaderless group discussion’Leaderless group discussion’• Management gamesManagement games• Individual presentationsIndividual presentations• Objective testsObjective tests• The interviewThe interview

Expensive, time consumingExpensive, time consuming but result is substantial but result is substantial contribution to future success or failurecontribution to future success or failure

Video-based Situational TestingVideo-based Situational Testing

Situational Test –Situational Test – a test that require a test that require examinees to respond to situations examinees to respond to situations representative of the job.representative of the job.

Video-based presents online or PC based Video-based presents online or PC based video scenarios, each followed by MCQsvideo scenarios, each followed by MCQs

The Miniature Job Training & The Miniature Job Training & EvaluationEvaluation

Miniature Job training & evaluation – Miniature Job training & evaluation – training candidates to perform several of training candidates to perform several of the job tasks and then evaluating the the job tasks and then evaluating the candidates performance prior to hire.candidates performance prior to hire. Based on the concept, that if the person can Based on the concept, that if the person can

learn & perform the sample task, will be able learn & perform the sample task, will be able to learn & perform the actual job itselfto learn & perform the actual job itself

Pros & ConsPros & Cons – high content validity but comes – high content validity but comes with a high pricewith a high price

Other Selection Tools Other Selection Tools 1.1. Background Investigations & reference Background Investigations & reference

checkingchecking2.2. Pre-employment information servicesPre-employment information services3.3. Honesty testingHonesty testing4.4. GraphologyGraphology5.5. Substance abuse testingSubstance abuse testing

Background investigationsBackground investigations Background investigations & reference checkingBackground investigations & reference checking

87%87% claim they check references claim they check references Aims isAims is

to verify factual information provided by the applicant to verify factual information provided by the applicant Uncover any damaging informationUncover any damaging information

Ways to checkWays to check – phone call, written requests, social – phone call, written requests, social networking sitesnetworking sites

Inexpensive & straightforward way to verify information Inexpensive & straightforward way to verify information providedprovided

Privacy & legal issuesPrivacy & legal issues Supervisors’ reluctanceSupervisors’ reluctance Employer guidelines Employer guidelines

Making checks more useful…..Making checks more useful…..

The Polygraph & Honesty TestingThe Polygraph & Honesty Testing

PolygraphPolygraph (lie-detector) for honesty testing (lie-detector) for honesty testing Law restricts its usageLaw restricts its usage

Accuracy questionsAccuracy questions….inhibits use of electrical or ….inhibits use of electrical or mechanical devices usagemechanical devices usage

Investigation Agencies can continue using it.Investigation Agencies can continue using it. Conditions to use:Conditions to use:

The employer must show that it suffered an economic loss or The employer must show that it suffered an economic loss or injuryinjury

Must show employee in question has access to the propertyMust show employee in question has access to the property Must have reasonable suspicionMust have reasonable suspicion Details of the investigation & questions must be told before Details of the investigation & questions must be told before

administering the testadministering the test Paper-pencil honesty tests – measure attitudes, ethics, Paper-pencil honesty tests – measure attitudes, ethics,

morals, etc. found validmorals, etc. found valid

GraphologyGraphology

Handwriting analysisHandwriting analysis to determine writer’s to determine writer’s basic personality traits – projective tests.basic personality traits – projective tests.

Validity is highly suspiciousValidity is highly suspicious!! Analyze handwriting and discover needs, Analyze handwriting and discover needs,

desires, psychological makeupdesires, psychological makeup

Physical ExamsPhysical Exams

Medical examsMedical exams. Reasons can be:. Reasons can be: Applicant meets the Applicant meets the physical requirementphysical requirement of of

the jobthe job Check any Check any medical limitationsmedical limitations Record and baseline of Record and baseline of applicant’s general applicant’s general

healthhealth Reduce absenteeism & accident rate.Reduce absenteeism & accident rate. Detect Detect communicable diseasescommunicable diseases

Substance Abuse ScreeningSubstance Abuse Screening

Conduct drug screeningConduct drug screening Test for to-be-hired and current employees Test for to-be-hired and current employees

tootoo When there is a When there is a reasonreason – absenteeism, – absenteeism,

accident, chronic late coming accident, chronic late coming No drug test is fool-proofNo drug test is fool-proof – ethical & legal – ethical & legal

issuesissues If test comes If test comes positivepositive – do not hire / fire – do not hire / fire

existing employeeexisting employee

InterviewingInterviewingthe most important screening toolthe most important screening tool

TypesTypes

FactorsFactors

Guidelines Guidelines

Selection InterviewSelection Interview

A Selection Interview is designed to predict A Selection Interview is designed to predict future job performance on the basis of future job performance on the basis of

applicant’s oral responses to oral inquiries.applicant’s oral responses to oral inquiries. The most The most widely usedwidely used indispensable indispensable

management selection toolmanagement selection tool Use in Use in different settingsdifferent settings – selection, – selection,

appraisal, exit etcappraisal, exit etc

Types of InterviewsTypes of Interviews

Structured versus Unstructured InterviewsStructured versus Unstructured Interviews Structured interviewsStructured interviews – defined format, set of – defined format, set of

questions, list & rate possible answersquestions, list & rate possible answers• More reliable and valid – same set of questions to all More reliable and valid – same set of questions to all

applicantsapplicants• Less trained interviewers can do the jobLess trained interviewers can do the job• Reduces subjectivityReduces subjectivity• Do not provide opportunity to pursue points of interestDo not provide opportunity to pursue points of interest

Unstructured interviewsUnstructured interviews – no set format, open end – no set format, open end questions, pursue points of interest as they progress. questions, pursue points of interest as they progress.

• Not a general conversation Not a general conversation

Types of InterviewsTypes of Interviews

Interview Content (Types of Questions)Interview Content (Types of Questions) Situational InterviewSituational Interview – a series of job related – a series of job related

questions that focus on how the candidate would questions that focus on how the candidate would behave in a given situationbehave in a given situation

• ““suppose you were faced with…what would you do?’suppose you were faced with…what would you do?’ Behavioral Interview –Behavioral Interview – a series of job-related a series of job-related

questions that focus on how the candidate reacted to questions that focus on how the candidate reacted to actual situations in the pastactual situations in the past

• ““Can you think of a time when…..what did you do?”Can you think of a time when…..what did you do?”

Both can produce a lot of Both can produce a lot of tensiontension!!!!

Types of InterviewsTypes of Interviews

Interview Content (Types of Questions)Interview Content (Types of Questions) Job-related interviewJob-related interview – a series of job related – a series of job related

questions that focus on relevant past job related questions that focus on relevant past job related behaviorbehavior

• No hypothetical or actual situations but job-related questionsNo hypothetical or actual situations but job-related questions Stress Interview –Stress Interview – an interview in which the applicant an interview in which the applicant

is made uncomfortable by a series of often rude is made uncomfortable by a series of often rude questions. It helps identify hyper sensitive applicants questions. It helps identify hyper sensitive applicants and those with low or high stress tolerance leveland those with low or high stress tolerance level

• Asking Asking puzzle questionspuzzle questions

Administering the InterviewAdministering the Interview

Different ways:Different ways: One-on-one, panel interviewsOne-on-one, panel interviews Sequentially or all at onceSequentially or all at once Computerized or personallyComputerized or personally

Most interviews are Most interviews are one-on-one and one-on-one and sequentialsequential Unstructured sequential interviewUnstructured sequential interview Structured sequential interviewStructured sequential interview

Administering the InterviewAdministering the Interview

Panel Interview –Panel Interview – board interview – interview board interview – interview conducted by a team of interviewers (2-3), who conducted by a team of interviewers (2-3), who interview each candidate & then combine their interview each candidate & then combine their ratings.ratings.

• Ask follow-up questions, more meaningful responsesAsk follow-up questions, more meaningful responses• Quick way – all at once rather than sequentialQuick way – all at once rather than sequential• Structured panel interview are more validStructured panel interview are more valid

Mass Interview –Mass Interview – a panel interviews several a panel interviews several candidates simultaneously.candidates simultaneously.

• Ask follow-up questions, more meaningful responsesAsk follow-up questions, more meaningful responses• Quick way – all at once rather than sequentialQuick way – all at once rather than sequential

Administering the InterviewAdministering the Interview

Phone & Video Interviews –Phone & Video Interviews – more accurate, more accurate, spontaneous, more focused responsesspontaneous, more focused responses Video conference interviewsVideo conference interviews Geographically dispersed candidatesGeographically dispersed candidates

Computerized Interviews –Computerized Interviews – an interview in which an interview in which candidate’s oral and/or computerized replies are candidate’s oral and/or computerized replies are obtained through computer in response to obtained through computer in response to computerized oral, visual or written questionscomputerized oral, visual or written questions Series of questions/situations followed by MCQsSeries of questions/situations followed by MCQs Quick, responses are more honestQuick, responses are more honest Impersonal feeling can come & effect the intervieweeImpersonal feeling can come & effect the interviewee

Factors effecting the InterviewsFactors effecting the Interviews

First Impression –First Impression – Snap judgments Snap judgments Misunderstanding the jobMisunderstanding the job Candidate-Order (Contrast) errorCandidate-Order (Contrast) error and and

Pressure to HirePressure to Hire Non verbal behavior & Impression Non verbal behavior & Impression

ManagementManagement Effect of Effect of personal characteristics:personal characteristics:

attractiveness, gender, background etcattractiveness, gender, background etc InterviewerInterviewer Behavior Behavior

Designing effective interviewsDesigning effective interviews

The Structured Situational Interview –The Structured Situational Interview – Step 1 – Step 1 – Job AnalysisJob Analysis Step 2 – Step 2 – RateRate the job’s the job’s main dutiesmain duties Create Interview Create Interview QuestionsQuestions Create Create Benchmark answersBenchmark answers Appoint Interview PanelAppoint Interview Panel & & ConductConduct interview interview

Conducting effective interviewsConducting effective interviews

Put people at ease and not off-guardPut people at ease and not off-guard Mostly unstructured interviews are used with some Mostly unstructured interviews are used with some

guidelines:guidelines: Base questions on Base questions on actual job dutiesactual job duties Use Use job knowledgejob knowledge, situational or behavioral questions to , situational or behavioral questions to

evaluate responsesevaluate responses TrainTrain interviewers interviewers Use Use same questionssame questions with all candidates with all candidates Use Use descriptive rating scaledescriptive rating scale (excellent, good, fair, poor) (excellent, good, fair, poor) Use Use multiple interviewersmultiple interviewers Use a Use a standardized interview formstandardized interview form ControlControl the interview the interview Take Take brief notes duringbrief notes during interview to avoid ‘the recency effect’ interview to avoid ‘the recency effect’

Prepare for the interviewPrepare for the interview Plan interview in a Plan interview in a separate roomseparate room with minimum with minimum

interruptions/intrusionsinterruptions/intrusions Prior to interview, Prior to interview, review CVsreview CVs, take notes, take notes Don’t go Don’t go unpreparedunprepared…waste of time & effort…waste of time & effort Job knowledge, skills and abilities required by Job knowledge, skills and abilities required by

the job should be very the job should be very clearclear Establish Establish rapportrapport.. put them at ease.. put them at ease AskAsk questions questions CloseClose the interview the interview ReviewReview the interview the interview