SELECTION METHODS

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SELECTION METHODS
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How Do We Know If Our Tests Work?

• Reliability Measures consistently and
  accurately
• Validity Measures what is intended
• Utility Improves success of employee

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WHAT IS RELIABILITY?

• It is important to have an accurate, consistent,
  and error-free measure
• A thermometer is Accurate if the actual body
  temperature (98.6F) and what is registered on the
  thermometer (98.6F) are the same
• A thermometer is Consistent if, for multiple
  measures of body temperature, what is registered
  on the thermometer (99F) is the same each time
  (NOTE a measure can be consistent and
  inaccurate, but not the other way around!)

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WHAT IS VALIDITY?

• CONTENT VALIDITY--the job content (e.g., tasks,
  behaviors, or other observable factors) measured
  by the test
• CONSTRUCT VALIDITY--what traits or
  characteristics (i.e., unobservable factors, aka
  constructs) are measured by the test
• CRITERION VALIDITY--whether the test actually
  predicts performance on the job (i.e., the test
  is the predictor, and performance is the
  criterion)

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Predictor Cutoff
Successful
25
25
Criterion Cutoff
25
25
Unsuccessful
Accept
Reject
TEST WITH R (validity) 0
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Predictor Cutoff
Successful
80
Criterion Cutoff
80
Unsuccessful
Accept
Reject
TEST WITH R (validity) .50
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SELECTION METHODS

• In this session well cover
• Application Blanks
• Reference Background Checks
• Selection Interviews
• Other Pre-employment tests

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GUIDELINES FOR APPLICATION BLANKS

• Use different blanks for different jobs
• Use only questions that are job-related, i.e.
  necessary for the safe and effective operation of
  the business
• The lower the job level, the less detailed the
  application should be
• Should be easy to read and understand
• Should include place for applicant to sign
  verifying accuracy

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REFERENCE AND BACKGROUND CHECKS

• Made by calling, visiting, or writing to
  individuals whose names are provided by the
  applicant
• References assume that past performance is a
  valid predictor of future performance
• Rarely are valid predictors of performance
• Most organizations are hesitant to give
  references because of defamation suits

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REFERENCE AND BACKGROUND CHECKS

• References can be made better (more valid)
• When immediate supervisor does them
• When the old and new jobs are similar
• When they ask about KSAs only
• By obtaining written permission from applicant
  and recording refs in writing
• But...What About Negligent Hiring versus
  Defamation of Character?

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SELECTION INTERVIEWS

• Used to sell applicants to the organization and
  to measure their KSAs
• Most used selection device, but usually not valid
  because of the variety of KSAs measured
• Legal challenges have involved disparate
  treatment and impact, because of inconsistent
  administration and scoring or rater biases
• Unstructured interviews are generally the most
  problematic for validity

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IMPROVING INTERVIEWS

• Restrict evaluation to feasible KSAs
• Use multiple interviewers, if possible
• Train the interviewers
• Use only job-related questions or situations
  based on job analysis information
• Standardize the format and the scoring
• Use a Structured or Semi-Structured format

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Other Pre-Employment Tests

• Mental ability and achievement tests
• Drug tests
• Honesty/Integrity tests
• Personality tests
• Work sample tests
• Assessment centers

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Bottom Line.

• Test what is relevant for the job in question
  (Job Related)
• Make sure that the test
• Measures the aspect consistently (Reliable)
• Measures the aspect you want to measure (Valid)
• Use more than one test to improve prediction of
  overall successful performance (Utility)