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Introduction
Hundreds of tests are available to help employers in making decisions. In the section on
Information to Consider When Creating or Purchasing a Test there is a discussion of what one
needs to consider in choosing what test to use. In this section, general types of tests are
described and their general pros and cons related. Tests discussed in this section are ones for
which some general evidence of validity has been provided. A test is valid if the inferences made
based on the test score are accurate (e.g., if we are correct in concluding that how well the
individual does on the test tells us how well he/she will perform on the job). Some tests, such as
graphology and polygraphs, have little evidence of validity for employment decision-making
purposes and thus are not discussed here. All of the tests discussed here have been demonstrated
to relate to one or more critical employment outcomes.
Before deciding that a particular type of test is what you want, however, you should first
establish a) does testing make sense (see section on Employment Testing Overview) and b) what
it is you want to assess (see section on Establishing an Effective Employee Testing Program).
The determination of what it is you want to measure with the test should precede the
determination of how you are going to measure it.
1. Assessment Centers
Assessment centers can be designed to measure many different types of job related skills and
abilities, but are often used to assess interpersonal skills, communication skills, planning and
organizing, and analytical skills. The assessment center typically consists of exercises that
reflect job content and types of problems faced on the job. For example, individuals might
be evaluated on their ability to make a sales presentation or on their behavior in a simulated
meeting. In addition to these simulation exercises, assessment centers often include other
kinds of tests such as cognitive ability tests, personality inventories, and job knowledge
tests. The assessment center typically uses multiple raters who are trained to observe,
classify, and evaluate behaviors. At the end of the assessment center, the raters meet to make
overall judgments about peoples performance in the center.
Advantages
Disadvantages
2. Biographical Data
The content of biographical data instruments varies widely, and may include such areas as leadership,
teamwork skills, specific job knowledge and specific skills (e.g., knowledge of certain software,
specific mechanical tool use), interpersonal skills, extraversion, creativity, etc. Biographical data
typically uses questions about education, training, work experience, and interests to predict success
on the job. Some biographical data instruments also ask about an individuals attitudes, personal
assessments of skills, and personality.
Advantages
Disadvantages
Disadvantages
4. Integrity Tests
Integrity tests assess attitudes and experiences related to a persons honesty, dependability, trustworthiness,
reliability, and pro-social behavior. These tests typically ask direct questions about previous experiences
related to ethics and integrity OR ask questions about preferences and interests from which inferences are
drawn about future behavior in these areas. Integrity tests are used to identify individuals who are likely
to engage in inappropriate, dishonest, and antisocial behavior at work.
Advantages
Disadvantages
value.
5. Interviews
Interviews vary greatly in their content, but are often used to assess such things as
interpersonal skills, communication skills, and teamwork skills, and can be used to assess job
knowledge. Well-designed interviews typically use a standard set of questions to evaluate
knowledge, skills, abilities, and other qualities required for the job. The interview is the most
commonly used type of test. Employers generally conduct interviews either face-to-face or
by phone. (For more information on this topic, see the article entitled, Effective Employee
Interviews).
Advantages
Disadvantages
administration time.
Disadvantages
7. Personality Tests
Some commonly measured personality traits in work settings are extraversion, conscientiousness,
openness to new experiences, optimism, agreeableness, service orientation, stress tolerance, emotional
stability, and initiative or proactivity. Personality tests typically measure traits related to behavior at
work, interpersonal interactions, and satisfaction with different aspects of work. Personality tests are
often used to assess whether individuals have the potential to be successful in jobs where performance
requires a great deal of interpersonal interaction or work in team settings.
Advantages
Disadvantages
Disadvantages
Disadvantages
GMA (a.k.a., cognitive ability or g) is possibly the single most effective tool for selection. In
fact, this approach is effective at predicting future performance in every type of job, at all job
levels (from entry-level to CEO) and in every industry. GMA can be assessed in a variety of
ways, from 30 minute paper and pencil tests like the Wonderlic, to more expensive online
computer adaptive tests. Both computer and paper & pencil tests are equally valid, allowing
organizations to select the approach that fits best.
OUTCOMES
1. Cognitive ability is
universally related to
performance across all jobs
and levels, from
manufacturing to executive
directing, agriculture to
zoology
2. GMA tests need little to no
customization when used for
different jobs
REQUIREMENTS
1. It is very important
to track
demographics,
scores, and hiring
decisions because
GMA tests can have
an adverse impact
on the selection of
certain groups.
Adverse Impact
occurs when a
selection procedure
leads to substantial
disadvantage for
members of a
minority group.
2. STRUCTURED INTERVIEWS
These are not your standard interviews that start with So tell me about yourself In
structured or behaviorally-based interviews, applicants are asked a series of specific,
predetermined, job-related questions while their responses are scored using detailed criteria
(often presented in a scoring guide that provides detailed descriptions on what constitutes each
rating). An interview panel approach is often used, where 2-3 trained managers ask the
questions and score each response separately. After the interview, their ratings are compared to
determine the consistency or interrater reliability. When responses are scored inconsistently,
interviewers discuss their rationale and come to consensus.
OUTCOMES
1. Structured interviews
are extremely good at
predicting performance when
applied properly
2. Scoring guides reduce the
effects of personal
biases from interviewing
managers
3. Applicants can be evaluated
on organizational/cultural
and job specific dimensions
4. Existing competencies can
be integrated into structured
interviews
5. They can be used for any
type of job and at any job
level
6. They easily replace regular
interviews as the final
selection hurdle (and are
almost 2x better at helping
select high performers!)
REQUIREMENTS
1. Developing interview
questions and scoring
guidelines requires
the guidance of a
selection expert (e.g.,
conduct job analyses,
interview current job
incumbents to identify
critical incidents)
2. Interviewing managers
must have a firm
understanding of the
process of structured
interviewing, which
may require a 1/2 day
training
OUTCOMES
1. Among manageriallevel positions, SJTs are more
accurate than any other
method for predicting future
performance
2. It can be given as a paper
and pencil or computer test
and is relatively easy to
administer
3. Responses give you a good
idea of how applicants would
respond in a variety of
situations
4. Responses can
provide targeted interview
questions (for applicants)
5. Results can identify areas for
growth &
development (when given to
current employees)
REQUIREMENTS
1. Because SJTs must be
designed in-house
through conducting a
thorough job analysis,
they can be costly and
time consuming to
create
2. SJTs usually cannot be
applied universally
they are often specific
to one job (e.g., an SJT
developed for a branch
manager would not be
valid for other
positions)