After studying this chapter, you should be able to:
1.1. Explain what is meant by reliability and validity.Explain what is meant by reliability and validity.
2.2. Explain how you would go about validating a test.Explain how you would go about validating a test.
3.3. Cite and illustrate our testing guidelines. Cite and illustrate our testing guidelines.
4.4. Give examples of some of the ethical and legal Give examples of some of the ethical and legal considerations in testing.considerations in testing.
5.5. List eight tests you could use for employee selection, List eight tests you could use for employee selection, and how you would use them.and how you would use them.
6.6. Explain the key points to remember in conducting Explain the key points to remember in conducting background investigations.background investigations.
• Carefully scrutinize information on employment Carefully scrutinize information on employment applications.applications.
• Get written authorization for reference checks, and Get written authorization for reference checks, and check references.check references.
• Save all records and information about the applicant.Save all records and information about the applicant.
• Reject applicants for false statements or conviction Reject applicants for false statements or conviction records for offenses related to the job.records for offenses related to the job.
• Balance the applicant’s privacy rights with others’ “need Balance the applicant’s privacy rights with others’ “need to know.”to know.”
• Take immediate disciplinary action if problems arise.Take immediate disciplinary action if problems arise.
• ReliabilityReliability Consistency of scores obtained by the same person Consistency of scores obtained by the same person
when retested with identical or equivalent tests.when retested with identical or equivalent tests. Are test results stable over time?Are test results stable over time?
• ValidityValidity Indicates whether a test is measuring what it is Indicates whether a test is measuring what it is
supposed to be measuring.supposed to be measuring. Does the test actually measure what it is intended to Does the test actually measure what it is intended to
FIGURE 6–1 Sample Picture Card from Thematic Apperception Test
Source: Reprinted by permission of the publishers from Henry A. Murray, THEMATIC APPERCEPTION TEST, Plate 12F, Cambridge, Mass: Harvard University Press, 1943.
Test Takers’ Individual Rights and Test Takers’ Individual Rights and Test SecurityTest Security
• Under the APA’s standard for educational and Under the APA’s standard for educational and psychological tests, test takers have the right:psychological tests, test takers have the right: To privacy and information.To privacy and information.
To the confidentiality of test results.To the confidentiality of test results.
To informed consent regarding use of these results.To informed consent regarding use of these results.
To expect that only people qualified to interpret the To expect that only people qualified to interpret the scores will have access to them.scores will have access to them.
To expect the test is fair to all.To expect the test is fair to all.
1.1. Train supervisors regarding the importance of Train supervisors regarding the importance of employee confidentiality.employee confidentiality.
2.2. Adopt a “need to know” policy.Adopt a “need to know” policy.
3.3. Disclose procedures impacting confidentially of Disclose procedures impacting confidentially of information to employees.information to employees.
TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria
Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 17. Reprinted by permission of Society for Human Resource Management via Copyright Clearance Center.
Assessment Method Validity Adverse Impact
Costs (Develop/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 moderate
Low Low/low Less favorable
Biographical data inventories
Moderate Low to high for different types High/low Less favorable
Integrity tests Moderate to high
Low Low/low Less favorable
Structured interviews High Low High/high More favorable
Physical fitness tests Moderate to high
High (against females and older workers)
High/high More favorable
Situational judgment tests Moderate Moderate (against minorities) High/low More favorable
Work samples High Low High/high More favorable
Assessment centers Moderate to high
Low to moderate, depending on exercise
High/high More favorable
Physical ability tests Moderate to high
High (against females and older workers)
High/high More favorable
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 Background Investigations and Reference ChecksReference Checks
• Investigations and ChecksInvestigations and Checks Reference checksReference checks Background employment checksBackground employment checks Criminal recordsCriminal records Driving recordsDriving records Credit checksCredit checks
• Why?Why? To verify factual information provided by applicants.To verify factual information provided by applicants. To uncover damaging information.To uncover damaging information.
Making Background Checks More UsefulMaking Background Checks More Useful
1.1. Include on the application form a statement for Include on the application form a statement for applicants to sign explicitly authorizing a applicants to sign explicitly authorizing a background check.background check.
2.2. Use telephone references if possible.Use telephone references if possible.
3.3. Be persistent in obtaining information.Be persistent in obtaining information.
4.4. Use references provided by the candidate as Use references provided by the candidate as a source for other references.a source for other references.
5.5. Ask open-ended questions to elicit more Ask open-ended questions to elicit more information from references.information from references.
Suggestions for collecting background information include the following:
1. Check all applicable state laws.
2. Review the impact of federal equal employment laws.
3. Remember the Federal Fair Credit Reporting Act.
4. Do not obtain information that you’re not going to use.
5. Remember that using arrest information will be highly suspect.
6. Avoid blanket policies (such as “we hire no one with a record of workers’ compensation claims”).
7. Use information that is specific and job related.
8. Keep information confidential and up to date.
9. Never authorize an unreasonable investigation.
10. Make sure you always get at least two forms of identification from the applicant.
11. Always require applicants to fill out a job application.
12. Compare the application to the résumé (people tend to be more imaginative on their résumés than on their application forms, where they must certify the information).
13. Particularly for executive candidates, include background checks of such things as involvement in lawsuits, and of articles about the candidate in local or national newspapers.
14. Separate the tasks of (1) hiring and (2) doing the background check (a recruiter or supervisor anxious to hire someone may cut corners when investigating the candidate’s background).
Source: Adapted from Jeffrey M. Hahn, “Pre-Employment Services: Employers Beware?” Employee Relations Law Journal 17, no. 1 (Summer 1991), pp. 45–69; and Shari Caudron, “Who Are You Really Hiring?”, Workforce, 81, no. 12 (November 2002), pp. 28–32.
The Polygraph and Honesty TestingThe Polygraph and Honesty Testing
• Employee Polygraph Protection Act of 1988Employee Polygraph Protection Act of 1988 Generally prohibits polygraph examinations by all Generally prohibits polygraph examinations by all
private employers unless:private employers unless: The employer has suffered an economic loss or injury.The employer has suffered an economic loss or injury. The employee in question had access to the property.The employee in question had access to the property. There is a reasonable prior suspicion.There is a reasonable prior suspicion. The employee is told the details of the investigation, as well The employee is told the details of the investigation, as well
as questions to be asked on the polygraph test itself.as questions to be asked on the polygraph test itself.
Exceptions:Exceptions: Private security employeesPrivate security employees Employees with access to drugsEmployees with access to drugs National defense and security (FBI, DOE, and DOJ)National defense and security (FBI, DOE, and DOJ)
Honesty Testing Programs: Honesty Testing Programs: What Employers Can DoWhat Employers Can Do
• Antitheft Screening Procedure:Antitheft Screening Procedure: Ask blunt questions.Ask blunt questions. Listen, rather than talk.Listen, rather than talk. Do a credit check.Do a credit check. Check all employment and personal references.Check all employment and personal references. Use paper-and-pencil honesty tests and Use paper-and-pencil honesty tests and
psychological tests.psychological tests. Test for drugs.Test for drugs. Establish a search-and-seizure policy and conduct Establish a search-and-seizure policy and conduct
FIGURE 6–9 Handwriting Exhibit Used by Graphologist
Source: Kathryn Sackhein, Handwriting Analysis and the Employee Selection Process (New York: Quorum Books, 1990), p. 45. Reproduced with permission of Greenwood Publishing Group, Inc.
• Reasons for preemployment medical Reasons for preemployment medical examinations:examinations: To verify that the applicant meets the physical To verify that the applicant meets the physical
requirements of the position.requirements of the position.
To discover any medical limitations to be taken into To discover any medical limitations to be taken into account in placing the applicant.account in placing the applicant.
To establish a record and baseline of the applicant’s To establish a record and baseline of the applicant’s health for future insurance or compensation claims.health for future insurance or compensation claims.
To reduce absenteeism and accidents.To reduce absenteeism and accidents.
To detect communicable diseases that may be To detect communicable diseases that may be unknown to the applicant.unknown to the applicant.
• Types of ScreeningTypes of Screening Before formal hiringBefore formal hiring After a work accidentAfter a work accident Presence of obvious behavioral symptomsPresence of obvious behavioral symptoms Random or periodic basisRandom or periodic basis Transfer or promotion to new positionTransfer or promotion to new position
• Types of TestsTypes of Tests UrinalysisUrinalysis Hair follicle testingHair follicle testing
FIGURE 6–10 Procedure in Complying with Immigration Law
1. Hire only citizens and aliens lawfully authorized to work in the United States.
2. Advise all new job applicants of your policy.
3. Require all new employees to complete and sign the verification form (the “I-9 form”) designated by the Immigration and Naturalization Service (INS) to certify that they are eligible for employment.
4. Examine documentation presented by new employees, record information about the documents on the verification form, and sign the form.
5. Retain the form for three years or for one year past the employment of the individual, whichever is longer.
6. If requested, present the form for inspection by INS or Department of Labor officers. No reporting is required.
Improving Productivity Through HRIS: Comprehensive Improving Productivity Through HRIS: Comprehensive Automated Applicant Tracking and Screening SystemsAutomated Applicant Tracking and Screening Systems
“Knock out” applicants who do not meet job requirements
FIGURE 6–11 Checklist: What to Look for in an Applicant Tracking System (ATS)
The employer thinking of adopting an ATS should seek one that meets several minimum functionality requirements. Among other things, the ATS should be:
• Easy to use.
• Capable of being integrated into the company’s existing HRIS platform, so that, for instance, data on a newly hired candidate can flow seamlessly into the HRIS payroll system.
• Able to capture, track, and report applicant EEO data.
• Able to provide employee selection performance metrics reports, including “time to fill,” “cost to hire,” and “applicant source statistics.”
• Able to facilitate scheduling and tracking of candidate interviews, email communications, and completed forms, including job offers.
• Able to provide automated screening and ranking of candidates based upon job skill profiles.
• Able to provide an internal job posting service that supports applications from current employees and employee referral programs.
• Able to cross-post jobs to commercial job boards such as www.monster.com.
• Able to integrate the ATS job board with your company’s own Web site, for instance, by linking it to your site’s “careers” section.
• Able to provide for requisition creation and signoff approvals.
