1. Copyright © 2004 South-Western. All rights reserved.5–1 Employment Tests Employment Test  An objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

2. Copyright © 2004 South-Western. All rights reserved.5–2 Percentage of Job Skills Testing in Selected Industries Figure 5.8 TEST ALL JOB ONLY SELECT INDUSTRYAPPLICANTSJOB CATEGORIES Manufacturing7%49% Financial Services4%68% Wholesale and Retail0%53% Business and Professional Services2%57% Other Services6%63% Source: American Management Association: “Job Skills Testing Questionnaire,” 1998.

3. Copyright © 2004 South-Western. All rights reserved.5–3 Classification of Employment Tests Cognitive Ability Tests  Aptitude tests  Measures of a person’s capacity to learn or acquire skills.  Achievement tests  Measures of what a person knows or can do right now. Validity relates more to general intelligence which is considered a good predictor of performance.

4. Copyright © 2004 South-Western. All rights reserved.5–4 Is That Your Final Answer? Figure 5.9 Verbal 1. What is the meaning of the word “surreptitious”? a. covertc. lively b. windingd. sweet 2. How is the noun clause used in the following sentence? “I hope that I can learn this game.” a. subjectc. direct object b. predicate nominative d. object of the preposition Quantitative 3. Divide 50 by 0.5 and add 5. What is the result? a. 25c. 95 b. 30d. 105 4. What is the value of 1442? a. 12c. 288 b. 72d. 20736 Answers: 1a, 2c, 3d, 4d

5. Copyright © 2004 South-Western. All rights reserved.5–5 Classification of Employment Tests Personality and Interest Inventories  “Big Five” personality factors:  Extroversion, agreeableness, conscientiousness, neuroticism, openness to experience. WI limits usage because some are considered a pre-employment medical exam Low predictive validity

6. Copyright © 2004 South-Western. All rights reserved.5–6 CPI Personality Facets and Sample Items Agreeableness  Trust—I believe people are usually honest with me. Conscientiousness  Attention to detail—I like to complete every detail of tasks according to the work plans. Extroversion  Adaptability—For me, change is exciting. Neuroticism  Self-confidence—I am confident about my skills and abilities. Openness to Experience  Independence—I tend to work on projects alone, even if others volunteer to help me. Figure 5.10 Source: Mark J. Schmit, Jenifer A. Kihm, and Chet Robie, “Development of a Global Measure of Personality,” Personnel Psychology 53, no. 1 (Spring 2000): 153–93.

7. Copyright © 2004 South-Western. All rights reserved.5–7 Classification of Employment Tests (cont’d) Physical Ability Tests  Assess physical abilities (i.e. lifting, running)  Must be related to the essential functions of the job.  Validated to prevent discrimination.

8. Job Knowledge Tests  An achievement test that measures a person’s level of understanding about a particular job. (i.e. civil service exam)  Generally high level of validity Work Sample Tests  Require the applicant to perform tasks that are actually a part of the work required on the job.  Generally high level of validity Copyright © 2004 South-Western. All rights reserved.5–8

9. Copyright © 2004 South-Western. All rights reserved.5–9 Employee Polygraph Protection Act (1988) Use of “lie detectors” is largely prohibited.  Gov’t exempted  Security services  Pharmaceutical manufacturers Act requires qualified examiners. Act requires disclosure of information where used. HRM 1

10. Integrity Tests  Integrity tests assess honesty, dependability, trustworthiness, reliability, and pro-social behavior.  Try to identify if people would be dishonest at work  Have shown validity in predicting disruptive behaviors such as theft, disciplinary issues and absenteeism  Criticized for hypothetical construction and dishonesty in responses Copyright © 2004 South-Western. All rights reserved.5–10

11. Copyright © 2004 South-Western. All rights reserved.5–11 Integrity Test Question Examples Figure 5.7 Note: The number of items in each category was 2, 8, 13, and 9 respectively. Source: Stephen Dwight and George Alliger, “Reactions to Overt Integrity Test Items,” Educational and Psychological Measurement 57, no. 6 (December 1977): 937–48, copyright © 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc.

12. EEOC Best Practices Employers should administer tests and other selection procedures without regard to race, color, national origin, sex, religion, age (40 or older), or disability. Employers should ensure that employment tests and other selection procedures are properly validated for the positions and purposes for which they are used. The test or selection procedure must be job-related and its results appropriate for the employer’s purpose. While a test vendor’s documentation supporting the validity of a test may be helpful, the employer is still responsible for ensuring that its tests are valid under UGESP. Copyright © 2004 South-Western. All rights reserved.5–12

13. If a selection procedure screens out a protected group, the employer should determine whether there is an equally effective alternative selection procedure that has less adverse impact and, if so, adopt the alternative procedure. For example, if the selection procedure is a test, the employer should determine whether another test would predict job performance but not disproportionately exclude the protected group. To ensure that a test or selection procedure remains predictive of success in a job, employers should keep abreast of changes in job requirements and should update the test specifications or selection procedures accordingly.

14. Employers should ensure that tests and selection procedures are not adopted casually by managers who know little about these processes. A test or selection procedure can be an effective management tool, but no test or selection procedure should be implemented without an understanding of its effectiveness and limitations for the organization, its appropriateness for a specific job, and whether it can be appropriately administered and scored. Copyright © 2004 South-Western. All rights reserved.5–14

15. Microsoft Interview Questions http://www.sellsbrothers.com/fun/msiview/default.aspx?content=question.htmhttp://www.sellsbrothers.com/fun/msiview/default.aspx?content=question.htm http://en.wikipedia.org/wiki/Microsoft_interview Copyright © 2004 South-Western. All rights reserved.5–15

16. Copyright © 2004 South-Western. All rights reserved.5–16 Interviewing Methods Nondirective Interview  The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks.  So tell me about yourself?  What is your vision for the company? Structured Interview  An interview in which a set of standardized questions having an established set of answers is used.

17. Copyright © 2004 South-Western. All rights reserved.5–17 Interviewing Methods (cont’d) Situational Interview  An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it.  It is the night before your scheduled vacation. You are all packed and ready to go. Just before you get into bed, you receive a phone call from the plant. A problem has arisen that only you can handle. You are asked to come in to take care of things. What would you do in this situation?

18. Behavioral Description Interview (BDI)  An interview in which an applicant is asked questions about what he or she actually did in a given situation.  Give an example of a time when you provided directions to another employee.  Tell about a method you’ve used to solve conflict. Panel Interview  An interview in which a board of interviewers questions and observes a single candidate. Copyright © 2004 South-Western. All rights reserved.5–18

19. Copyright © 2004 South-Western. All rights reserved.5–19 Interviewing Methods (cont’d) Computer Interview  Using a computer program that requires candidates to answer a series of questions tailored to the job. Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses. Video interviews  Using video conference technologies to evaluate job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

20. Background/Reference checking Range of activities designed to verify information provided by applicant Can include:  Telephone calls to check references  Medical exams/Drug tests  Verification of licenses, degrees Copyright © 2004 South-Western. All rights reserved.5–20

21. Copyright © 2004 South-Western. All rights reserved.5–21 How HR Uses Background Investigations Figure 5.6 Source: Society for Human Resource Management (SHRM). Percentage of respondents conducting the following checks: Contact references provided by candidate75% Verify schools attended and degrees earned62% Contact people suggested by references42% Check driving records41% Verify reference letters provided by candidate30% Run credit checks25%

22. 2009 CareerBuilder Survey 45% of employers reported they use social networking sites to research job candidates Of those who conduct online searches/background checks of job candidates:  29% use Facebook  26% use LinkedIn  21% use MySpace  11% search blogs  7% follow candidates on Twitter. http://oregonbusinessreport.com/2009/08/45-employers-use- facebook-twitter-to-screen-job-candidates/ 5–22

23. Copyright © 2004 South-Western. All rights reserved.5–23 Background Investigations Checking References  Letters of reference  Mail and telephone checks  Specific job-related information  Family Educational Rights Privacy Act of 1974 (FERPA)  Requires signed requests for reference letters and signed consent to background checks.  Applies to both educational and private employers.  Failure to Check References  Negligent hiring liabilities

24. Massachusetts Or v. Edwards (62 Mass.App.Ct. 475 (2004)): The estate of an apartment tenant’s murdered child brought a wrongful death action against the landlord, alleging that the landlord acted negligently in entrusting apartment keys to a casual custodial worker who raped and murdered a child in a vacant apartment unit. The employer should have at least conducted a background check before giving him keys to the apartment building, the court held, considering it knew that the employee (1) was a jobless, homeless drifter with an alcohol addiction probably compounded by a drug habit, (2) was charged with “car theft” requiring repeated court appearances, (3) had to submit to examination in a hospital for mental competency, and (4) had to attend to “probation.” Copyright © 2004 South-Western. All rights reserved.5–24

25. Copyright © 2004 South-Western. All rights reserved.5–25 References  Always obtain a waiver (Ex: http://www.dining.uconn.edu/docs/employment_ waiver.pdf ) http://www.dining.uconn.edu/docs/employment_ waiver.pdf  Check at least three references  Ask for different types of references  Ask about past job performance  Stay within the most recent 5-7 years  Avoid personal references  Verify licenses and degrees  Check by telephone and document information and provider of information

26. Copyright © 2004 South-Western. All rights reserved.5–26 Reference Questions Ask open-ended questions about job performance Use qualified people Avoid discriminatory questions like age, race, sex, religion, marital status, national origin, etc. It is the applicant’s responsibility to provide names

27. Copyright © 2004 South-Western. All rights reserved.5–27 Background Investigations (cont’d) Organizations using credit reports must:  Advise and receive written consent from applicants if a report will be requested.  Provide a written certification to the consumer reporting agency as to the purpose of the report.  Provide applicants a copy of the consumer report as well as a summary of their rights under the CCRRA.  Must provide an adverse-action notice a person if that person is not hired and contact information related to the reporting agency.

28. Copyright © 2004 South-Western. All rights reserved.5–28 Background Investigations (cont’d) Graphology  The use of a sample of an applicant’s handwriting to make an employment decision. ExampleExample Medical Examinations  Given last as they can be costly.  Ensure that the health of an applicant is adequate to meet the job requirements.  Provides a baseline for subsequent examinations  ADA requires all exams be job-related and conducted after an employment offer is made.

29. Copyright © 2004 South-Western. All rights reserved.5–29 Drug Testing Drug-Free Workplace Act of 1988  Testing for illegal drugs is required for applicants and employees of federal contractors. Effects of Testing  Applicants testing positive are generally not hired.  Current employees testing positive are referred to employee assistance programs for rehabilitation.

30. Copyright © 2004 South-Western. All rights reserved.5–30 Drug Testing Provider of service should have a process in place Should provide chain of custody arrangements Should have a listing of substances that you are screening Should have an ability to retest for a positive result with a more discriminating test $30 - 48 per test for urine testing $50-70 for hair follicle testing

31. Copyright © 2004 South-Western. All rights reserved.5–31 Background Check Overview Get a waiver Verify past employment Complete a drug screen Conduct a reference check Check for criminal convictions that would be relevant

32. Copyright © 2004 South-Western. All rights reserved.5–32 Wisconsin Background Checking Sites Criminal history. The Wisconsin Department of Justice (DOJ), Crime Investigation Bureau, will provide criminal background information upon receipt of a completed request form and fee. The form can be obtained at http://www.doj.state.wi.us/dles/cib/ (2 nd bullet) http://www.doj.state.wi.us/dles/cib/

33. Copyright © 2004 South-Western. All rights reserved.5–33 Wisconsin Consolidated Court Automation Program (CCAP) provides criminal and civil record information by providing access to circuit court records. http://wcca.wicourts.gov/index.xsl http://wcca.wicourts.gov/index.xsl Driving history. Obtain a copy of an applicant’s driving history. Request form: http://www.dot.wisconsin.gov/drivers/records.htm http://www.dot.wisconsin.gov/drivers/records.htm Professional license and credential history and status. Verify the status of an applicant’s Wisconsin license through the Wisconsin Department of Regulation and Licensing at http://drl.wi.gov/http://drl.wi.gov/

34. Copyright © 2004 South-Western. All rights reserved.5–34 Steps in the Selection Process Figure 5.2 Note: Steps may vary. An applicant may be rejected after any step in the process. Completion of application Initial interview in HR department Employment testing (aptitude, achievement) Background investigation Preliminary selection in HR department Supervisor/team interview Medical exam/drug test Hiring decision

35. Which instructor would you hire? Person A has over 20 years of excellent industry experience (progressive, mgmt level at several large companies) Person is extremely knowledgeable and holds extra certifications Impeccable work record Sample lecture is dry, boring, academic Demeanor described as intimidating, unfriendly, professional Person B has several years of experience (entry-mid level supervisor of small company) Not terribly knowledgeable about some areas Good work record but unemployed for 2-3 months at this time Excellent sample lecture Demeanor described as friendly, funny, outgoing

36. Copyright © 2004 South-Western. All rights reserved.5–36 Reaching a Selection Decision Selection Considerations:  Are individuals to be hired according to their highest potential or according to the needs of the organization?  At what grade or wage level to start the individual?  Should selection be for employee- job match, or should advancement potential be considered?  Should those not qualified but qualifiable be considered?  Should overqualified individuals be considered?  What effect will a decision have on meeting affirmative action plans and diversity considerations?

37. Copyright © 2004 South-Western. All rights reserved.5–37 “Can-Do”and “Will-Do”Factors in Selection Decisions Figure 5.12 “Can Do” ______________________________ Knowledge Knowledge Skills Skills Abilities Abilities “Can Do” ______________________________ Knowledge Knowledge Skills Skills Abilities Abilities “Will Do” ______________________________ Personality Personality Values Values Motivation Motivation “Will Do” ______________________________ Personality Personality Values Values Motivation Motivation Job Performance

38. Copyright © 2004 South-Western. All rights reserved.5–38 Selection Decision Models Compensatory Model  Permits a high score in one area to make up for a low score in another area. Multiple Cutoff Model  Requires an applicant to achieve a minimum level of proficiency on all selection dimensions. Multiple Hurdle Model  Only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process.

39. Copyright © 2004 South-Western. All rights reserved.5–39 Selection Process (cont’d) Cutoff Score  The point in a distribution of scores above which a person is considered and below which a person is rejected. Selection Ratio  The number of applicants compared with the number of people to be hired.

40. Copyright © 2004 South-Western. All rights reserved.5–40 Selection Process (cont’d) Final Decision  Selection of applicant by departmental or immediate supervisor to fill vacancy.  Notification of selection and job offer by the human resources department.