6–1

WHERE WE ARE NOW…

6–2
LEARNING OUTCOMES

1. Explain what is meant by reliability and validity.

2. Explain how you would go about validating a test.
3. Cite and illustrate testing guidelines.
4. Give examples of some of the ethical and legal
considerations in testing.
5. List different tests you could use for employee
selection and how you would use them.
6. Give two examples of work sample/simulation tests.
7. Explain the key points to remember in conducting
background investigations.

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 Why Careful Selection is Important

The Importance of Selecting

the Right Employees

Organizational Costs of recruiting Legal obligations

performance and hiring and liability

Negligent hiring
Hiring workers with questionable background without proper safeguard.

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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.
• Take immediate disciplinary action if problems arise.

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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?
• 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?

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 Types of Validity
Types of
Test Validity

Criterion validity Content 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.
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. 6–7
Evidence-Based HR: How to Validate a Test

Steps in Test Validation

1 Analyze the Job: predictors and criteria

2 Choose the Tests: test battery or single test

3 Administer the Test: concurrent or predictive validation

4 Relate Your Test Scores and Criteria: scores versus

actual performance

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

with a different sample

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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

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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.

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How Do Employers Use Tests at Work?
• Major Types of Tests
➢ Basic skills tests

➢ Job skills tests

➢ Psychological tests

• Why Use Testing?

➢ Increased work demands = more testing

➢ Screen out bad or dishonest employees

➢ Reduce turnover by personality profiling

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FIGURE 6–4 Sample Test

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 Types of Tests

What Different Tests Measure

Cognitive Motor and Personality Current

abilities physical abilities and interests achievement

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FIGURE 6–5 Type of Question Applicant Might Expect
on a Test of Mechanical Comprehension

6–14
 The “Big Five”

Extraversion

Emotional stability/
Conscientiousness
Neuroticism

Openness to
Agreeableness
experience

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Background Investigations and
Other Selection Methods
• Investigations and Checks
➢ Reference checks
➢ Background employment checks
➢ Criminal records
➢ Driving records

• Why?
➢ To verify factual information provided by applicants
➢ To uncover damaging information

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Background Investigations and
Reference Checks

Former Employers

Current Supervisors

Sources of Commercial Credit

Information Rating Companies

Written References

Social Networking Sites

6–17
Honesty Testing Programs:
What Employers Can Do

• Antitheft Screening Procedure:

➢ Ask blunt questions.
➢ 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.

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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.

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 Improving Productivity Through HRIS:
Using Automated Applicant Tracking and
Screening Systems (ATS)

Benefits of Applicant
Tracking Systems

“Knock out” Allows employers to

Can match “hidden
applicants who extensively test and
talents” of applicants
do not meet job screen applicants
to available openings
requirements online

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