Human Resource Management

Seventeenth Edition

Employee Testing and

Selection

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Learning Objectives (1 of 2)
6.1 Answer the question: Why is it important to test and
select employees?
6.2 Explain what is meant by reliability and validity.

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Learning Objectives (2 of 2)
6.3 List and briefly describe the basic categories of
selection tests, with examples.
6.4 Explain how to use two work simulations for selection.
6.5 Describe four ways to improve an employer’s
background checking process.

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Learning Objective 6.1: Answer the
Question: Why Is It Important to Test
and Select Employees?

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Why Employee Selection Is Important
• Person and job/organization fit
• Performance
• Cost
• Equal rights
• Legal obligations

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Learning Objective 6.2: Explain What
Is Meant by Reliability and Validity.

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The Basics of Testing and Selecting
Employees
• Reliability
• Validity

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Test Reliability
• Reliability is a selection tool’s first requirement. It is
defined as the consistency of scores obtained by the
same person when retested with the identical tests or
with alternate forms of the same test.

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What Can Cause a Test to Be Unreliable?
• Physical conditions
• Differences in the test taker
• Differences in test administration
• The questions may do a poor job of sampling the material

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Reliability Coefficient
Figure 6-1 Test Score Correlation Examples

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Test Validity
• Validity is the accuracy with which a test (or selection
tool) measures what it purports to measure or fulfills the
function it was designed to fill.

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How to Demonstrate Validity
1. Criterion Validity
2. Content Validity
3. Construct Validity

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Evidence-Based HR: How to Validate a
Test (1 of 2)
Step 1: Analyze the Job
Step 2: Choose the Test
Step 3: Administer the Test
Step 4: Relate Your Test Scores and Criteria
Step 5: Cross-Validate and Revalidate

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Evidence-Based HR: How to Validate a
Test (2 of 2)
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 high
performer and those scoring between 57 and 64 have a 97% chance.
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Bias
• Employers should redouble their efforts to ensure that the
tests they’re using aren’t producing biased decisions.

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Utility Analysis
• Answering the question, “Does it pay to use the test?”
requires utility analysis.
• Shows the degree to which use of a selection measure
improves the quality of individuals selected over what
would have happened if the measure had not been used.

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HR as a Profit Center

Using Tests to Cut Cost and Boost Profits

Let’s talk about it…

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Validity Generalization
• Validity generalization “refers to the degree to which
evidence of a measure’s validity obtained in one situation
can be generalized to another situation without further
study.”

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Know Your Employment Law (1 of 2)

Testing and Equal Employment Opportunity

An adverse impact claim

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Test Taker’s Individual Rights and Test
Security
• The American Psychological Association’s (APA)
standard for educational and psychological tests
• The Federal Privacy Act

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How Do Employers Use Tests at Work?
• About 80% of the biggest U.S. employers now use testing
• Not just for lower-level workers

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Learning Objective 6.3: List and Briefly
Describe the Basic Categories of
Selection Tests, with Examples.

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Types of Tests (1 of 2)
• Tests of cognitive abilities
– Intelligence tests (IQ)
– Specific cognitive abilities
• Tests of motor and physical abilities
• Measuring personality
• Interest inventories
• Achievement tests

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Improving Performance: HR Practices
Around the Globe

Testing for Assignments Abroad

Let’s talk about it…

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Types of Tests (2 of 2)
• Computerized and online testing
• Analytics
• Machine learning
• Algorithms
• Legal concerns with AI

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Learning Objective 6.4: Explain How to
Use Two Work Simulations for Selection.

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Work Samples and Simulations
• With work samples, you present examinees with
situations representative of the job for which they’re
applying, and evaluate their responses
• Work sampling technique

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Using Work Sampling for Employee
Selection (1 of 2)
• Basic procedure
• Situational judgment tests
• Management assessment centers
• Situational testing
• Video-based situational testing

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Using Work Sampling for Employee
Selection (2 of 2)
• The Miniature Job Training and Evaluation Approach
• Realistic Job Previews
• Choosing a Selection Method

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Diversity Counts

How the U.S. Army Removes Bias from Its

Officer Selection Process

Let’s take a look…

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HR Tools for Line Managers and Small
Businesses

Employee Testing and Selection

Let’s talk about it…

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Learning Objective 6.5: Describe Four
Ways to Improve an Employer’s
Background Checking Process.

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Background Investigations and Other
Selection Method
• Background investigations
• Reference checks
• Pre-employment information services
• Honesty testing
• Substance abuse screening

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Why Perform Background Investigations
and Reference Checks?
• Avoid hiring mistakes
– Verify information
– Uncover damaging information
• What to check
– Verify applicant’s background information
– References

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Know Your Employment Law (2 of 2)

Giving References

Let’s take a look…

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Social Media
• Potential problems
– EEO law
– Not job performance–related
– Illegal in at least 27 states

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Using Preemployment Information
Services
• Authorizing background reports
– Disclosure and authorization
– Certification
– Providing copies of reports
– Notice after adverse action

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Steps for Making the Background Check
More Valuable
• Statement authorizing a background check
• Phone references
• Attentiveness to red flags
• Compare the application to the resume
• Ask open-ended questions
• Ask references to suggest other references
• Aim for “360” reference checking

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