Recruitment Management-Ch 7 Selection Tests.

Learning Objectives

Outline the importance of Selection
Methods.
Explain Reliability & Validity.
Discuss various Selection Methods
Evaluate various Selection Methods

Chapter Seven Selection Tests 1

Structure
1. Introduction
2. Methods of Employee Selection
1. Ability Tests
2. Personality Tests
3. Projective Tests
4. Inventories
5. Group Situational Test
6. Personal Interviews
7. Assessment Centres
3. Summary


7.1 Introduction
The importance of selecting people who meet
the requirements of the job description
and person specification does not need to
be stressed.
Mistakes in selection can have a very
serious consequence affecting peers,
subordinates and clients.
Employee selectors have the vital task of
identifying the right candidate , but the
task is fraught with problems to which
there are no answers nor easy answers.
Selectors are expected to identify ‘perfect’
candidate within time frame of 60
minutes! [allowed for interview]

7.2 Reliability & Validity
Effective selection process calls for :-
* Clear and comprehensive definitions of
the criteria for effective performance by
job analysis.
* Awareness of the range of potential
selection methods, their potential value
and predictive capabilities.
* Thorough training of all employees
involved in the selection process to
ensure that they possess the required
skills.
* A follow up system to check how well
the predictions made in the selection
process have turned out in the practice.


There are fundamental
requirements a selection
method needs to satisfy
to be effective –
they are :
The conditions of reliability
and validity.


Reliability
A reliable method is one which ensures that
results are consistent and do not vary
with time, circumstances or subjects.
[e.g. a weighing scale].
However, since selection methods are
conducted by humans and the standards may
vary among different selectors and even
with the same selector, over a period of
time, fluctuations will arise in
interpretation of data and assessment.


Validity.
A valid method is one that truly measures
what it purports to measure, for e.g. a
measuring tape.
Criterion related validity is the extent to
which the test measures, what it is
supposed to measure.
Content related validity is the extent to
which the content domain is tested.
Construct related validity explores the
independence and presence of the
psychological construct or trait, and the
validity of test in finding this.


Validity.
Three aspects of validity:
1. What are the criteria for successful
performance and are they being assessed
in the selection process?
2. Are the criteria being used, valid and
reliable measures of behaviour ,
experience, personality which predict the
performance of candidates?
3. Do the tests actually predict what they
are purported to predict?


Validity.
Three answers to these questions are:
1. Agree in advance the desirable range of
attributes or competencies required for
successful job performance.
2. Operationalize them so that they can be
tested.
3. Select, after adequate research , the
test or methods that will accurately
predict the possession of these
attributes or competencies.


7.3 Methods of Employee Selection
1] Ability Tests
A] Achievement.
B] Aptitude.
2] Personality Tests
A] Projective Tests
B] Inventories
3] Group Situational Tests
4] Work Simulation Tests
5] Personal Interviews
6] Assessment Centres


7.3 Methods of Employee Selection
7.3.1 Ability Tests

Ability tests of achievement are tests that
are designed to test the competencies the
candidate may possess relative to the job
[e.g. skills in programming, web
designing, knowledge of the law etc.]

Ability tests of aptitude are tests that are
designed to predict a candidate’s latent
potential which can be developed to meet
the requirements of the job through class
room and on-the-job training.


7.3.1 Ability Tests

Sometimes multiple ability tests are
administered to increase the efficacy of
the selection method. These tests are
common at entry level jobs, but some
organizations administer these across
management levels. While administering
them for senior level positions the
company policy must be well explained to
the candidates.
The tests chosen should meet the reliable
and validity criteria. It should be
ensured that these ability tests relate
to the success of the job.


7.3.2 Personality Tests

Personality traits have an important effect
on job performance , especially in job
that involves team work and management,
where judgment and influence on and
relationships with others are crucial.

A candidate who is outgoing and extrovert
may be an ideal for sales task but not
suitable for desk bound or data collating
job.


7.3.2 Personality Tests

Before choosing any test, it must be ensured
that that these tests are reliable and
valid , and will test the attributes that
are crucial to the job. It is assumed
that a candidate cannot fudge such tests
unlike data in the CV.

Administering these tests is a task for a
specialist and recruitment manager may
not be able to administer and interpret
the tests.


7.3.3 Projective Tests
In this type of personality test, the
candidate is expected to respond freely &
spontaneously to different visual
stimuli.
The most famous among these tests are
Rorschach Ink-Blot test, wherein the
candidate is expected to respond to
inkblot shapes and
Thematic Appreciation Test wherein the
candidate is expected to respond to a
series of pictures.


7.3.4 Inventories

In this method, the candidate is expected to
respond to questionnaires concerned with
their views on certain subjects and
situations.
A few inventories are designed to be
administered and analyzed by anyone,
using the instructions and the key; but
normally these require assistance from
well trained specialists.
A few known tests are Cattel[16PF], Eyesenk
and Saville, Hordsworth [the occupational
personality questionnaire, OPQ].


7.3.5 Group Situational Tests

In this method, a group of candidates is
observed by the selectors over a period
of time as they perform a variety of
tasks as a team, with or without a
leader.
The tests are designed to reveal personality
traits, ability to work in a team,
interpersonal skills, leadership skills
etc.
Since the test is conducted under artificial
circumstances and results measured by
personal , subjective interpretations of
human behaviour, the method is not fully
reliable and valid.


7.3.6 Personal Interviews

After the candidates’ credentials are
verified the selection process is
completed by holding personal interview
to test job related competencies [in
functional interview] & soft skills and
personality fitment [in HR interview].
In a time crunched world Telephonic
Interviews and Video Conferencing are
increasing in popularity. Added benefit
is they are cost efficient , especially
for “out of city” candidates.


7.3.6 Assessment Centres

Of all selection techniques, assessment
centers have the highest predictive
validity. They are a combination of
various selection tests that are
administered over a full day and include
assessment by senior line managers,
informal discussions, psychometric and
other psychological tests conducted by
experts.
The option is cost effective if there is a
large repeat demand for the job.


7.4 Summary
In the absence of a systematic approach to
Selection, it becomes more like a
lottery. Interviewers should also know
that there would be very few job
applicants who can meet the standards
prescribed in the job description and the
person specification. The task is to
assess the candidate’s potential to meet
the prescribed performance criteria.
As discussed there is no single method of
selection that passes the test of
reliability & validity. A combination of
methods suited for the organization and
the job would be the optimum method.


This brings us to the end of our session # 07

Nest we move to session # 08

There we shall learn
“ The Selection Interview”
Chapter Eight

Good Luck !


Recruitment Management-Ch 7 Selection Tests.

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