HR

19 Assessing External Candidates

Outline

Facebook's Hiring Process The Firm's External Assessment Goals

Maximizing Fit Assessing Accurately Maximizing the Firm ' s Return on Its Investment in Its Assessment System Generating Positive Stakeholder Reactions Supporting the Firm ' s Talent Philosophy and Human Resource Strategy Establishing and Reinfo rcing the Firm 's Employer Image Identifying New Hires ' Developmental Needs Assessing Ethically Complying with the Law

External Assessment Methods Screening Assessment Methods Develop Your Skills: 011/i11e Resume Tips Evaluative Assessment Methods Contingent Assessment Methods

Using Multiple Methods Reducing Adverse Impact Assessment Plans Facebook's Hiring Process Summary

LEARNING OBJECTIVES After st11dyi11g this chapter, you should be able to:

Identify different external assessment goals. Describe what is meant by an assessment plan. Describe different assessment methods and how each is best used. Discuss how 10 evaluate external assessment methods. Identify ways to reduce the adverse impact of an assessment method.

237

238 Ch:ipter 9 • Asses.sing E.\:tcmal Candidates

Facebook's Hiring Process

Online social mL-di:i company Faccbook n,-cogni zcs the imponance or hiring top talem, es its tec hnical posi1ions including sofl"'arc engineers and product man~gci:s, , The company is 111.lL-d 3 iop plocc to \\ ork and rccdws h.und~ ~ or thousands of_ ap~l1cat1ons each year for incs.1 Consistent "'ith its cntrcprcncunal spmt and nm orgamzat1onal structure, Face self-starters \\ho don't need a lo! of di ri..-ction. Because employees arc ex pected to work in t Ooks f0r workskills are alsoi mponant.1 earns,tcarn.

The mosl successful employees undc_rstand Face~ook~s product and the company's Vision com pany knows that appl ic~ts with e~tabh shcd and active Faccbook accounts tend to be &OOd fi~ 1bt engi neers \\ ho have interesting, \\ orkmg products or apps the~ can demonstrate also tend to be •lrld hires.3 The company wants to hire people who can .take~ real impact. solve challengi ng Problems 80od help 1o make the \\ Orld more open and ,·onnectcd. lmagme that Facebook asks you for adv" •tnd to best evaluate its applicants for both job and cultur-.11 fit. After studying this chapter. }'Ou s~:: how ---

After strategic planning. writi_ng a job description an? pcrson_spccification, sourci ng Candida and recruiting. the nc~t ste p 1~ the ~taffing process is_ a~sessmg the degrc~ to which job Candles, d:11cs possess the required quahficauons and charactenst1cs to perform the Job well. The f 1· this chapter is on the assessment of external job candidates-the next chapter covers the ocusof ment o f internal job candidates. assess.

Why is assessment so imponant? Even if a firm 's appl icant poo l contains some 1 who would make great hires. if the firm's assessment system can't identi fy them, they Wi7 c

become employees. For example, in 2012 when Delta Airlines rece ived 100,000 applications ; ot 1,000 night attendan t jobs, including 22.~ applications for 300 posi tions in one week, it had or assess a large number of people to determine who to hire .5 The goal of assessment is to idcnti~ the job candidates who would make good hires. and to screen ou1 people who would make !)O(X' hires. RadioShack fou nd that using well -designed assessment tools in hiring for its hourly posi- Lions increased revenue by approxi mately $ 10 per hour per employee. With an hourly workfoo:e of over 1.000 associates. this translated into a S 10 million an nual reve nue increase.6

A poor assessment sys tem is little better than picking job applicants at random and giv- ing them job offers. By contrast. a we ll-designed assessment system can increase the number or good hires and reduce the number of bad hires an organi zation makes. What difference does this make to organizalions? For jobs in which there is a meaning ful performance difference between high and low performers, identifying and hiring the best candidates can dramatically increase produclivity and performance. Consider computer programmers-the performance of star pro- grammers can be eight to ten times greater than the perfo rmance of average programmers.7

To im prove hiring speed. reduce turnover, and improve performance among its hourly workers Burger King requires all j ob seekers to apply onl inc and complete a 100-i tem behavioral assessment tool w idenlify applicants high in customer serv ice ski ll s and reliability.8 Eyeglass company Luxotlica Group gives all of its retail associate job candidates a 20-minute prchirc assessment 1es1 that costs about $10. New hire s scoring in the top quartile on the test sell an average of $14 more per hour than those scori ng in the bottom q uartile, returning the company's investment in the test in the associates· first hours on the job.9

In add iti on to identi fying the job candidates who fit the person specilica1ion for the job, the assess ment system should al so evaluate candidates ' fit with the organi zation's culture and business strategy. Th is allows a finn to ide nt ify those people best able to do the job and help the company execute its business strategy. For example, a candidate who meets a job's technical requiremen ts will likely be a bad hire for a company pursuing an in novation st rategy if she or he is ri sk averse and not creati ve.

Sunglass Hut was facing high turnover due to its use of kiosk s1ores. where an associa~c oft en works al one. To try to reduce turnover, it added assessment questions about whether candi· dates like 10 work on their o wn and their fit with the compa ny 's culture . New hires now stay on the job twice as long and turnover fell from 110 to 73 percent. 10

Depending on their business strategy and compctilivc advan tage , as we ll as their talent philosophy and culture, di ffe rent companies value differe nt charac teri stics for s imilar jobs. f or

Chapter 9 • Assessing External Candidates 239

• • 1 rctail store such as Wal-Mart Lhat relics on low cost and high efficiency may look ~,J1:1fi~~ie'ncy-oricntc~ candidates whom_ it can _hi~e at a relatively low cost. A high-end retail (i'r ~. such as Ti ffany s _that pu~sues a d1ffercn 11 at1on strategy based on high-qu:ili ty custo?1er )ll'r\c niay prefer to hire ca_ndtdates_ who exce l at customer relations and intcrpe ~sonal sk1 1\s , scr\ l if~ higher salary is rcqui r~d to hire them. Th~ choice of which candidates to hire should be c, cn who is likely to expe ne nce the greatest Job success and who can best meet the overall

~:;1ls fo r the positi on, including job performance, promotability, and the cost of the total h rJs p:ickage. ~ 11,a h..: Corporation, an independent oil company, has outperformed its peers by cullival•

,. :Uit:~c supponing fost deci sion making and risk ta~ing. Because n..:w hires _i m_po~ant in 1"=--~t:iining this culture . Apache lo~ks {fr external candidates who have sh_own m1uat1ve m_get- m:u ·ccts donc at other companies. Investme nt management linn Bndgewater AssocHJ.tes ~ing i;;~ ntcrcsted in candidates· values, followed by their abili ties, and least interested in their 1~::i!>C skills. 12 Internet co~p?ny Yahoo! looks for _rca:1 smart, passionate people who have r viction. courage, and a w1 ll_mgncss to take ~ome n~k. . . , con If a company wants to give employees a lot of independence and d1scret1on once they ~c

by designin g rigorous :issessment processes that employees can later have this houch companies· primary hi ri ng goal is usua.lly job performance, some compa- So~thwcst Airlines. subscribe to the phi losophy that what people know is less

irnPortant than who the~ arc. Thc~e fi nns believe that th~ primary goal of assessment is to fi nd , 0

le with the right nund-set, atlltudc, and personal attn~ulcs. . . . p,.: p Real estate services company Planned Cos., a prov ider of Janitors, maintenance ~~r~ers,

n conc ierges. and sec urity guards, believes its hire-for-attitude approach has mm1m1zed doo~:r ~nd improved client retention ralc s. As CEO Robert Franci s said, "You take inhere ntly ;:~ivc individuals and .. then provide the necessary training. In our work, employees need to be ·on· d~~!: s: ~1c:;:~:~s tend to become more complex the more critical a job is to the fi rm and ihc more complex the required competencies arc. If a job is difficult to dowel!, then it is c;en more • portant to recruit strategicall y, assess job candidates carefully, and choose new hires wisely. im Different assessment methods are useful for assessing different job candidate character- istics. In this chapter, fi rst we discuss the different types of goals that exist fo r external cand!· date assessment and then describe a variety of commonly used assessment methods and thetr strengths and weaknesses. F inally, we discuss ways of evaluating external assessment methods. After rcading this chapter. you should have a good understanding of the external assessment process and how to best use different external assessment methods.

THE FIRM'S EXTERNAL ASSESSMENT GOALS As we have explained, the primary goal of job candidate assessment is to idcntiry the job can- did:ncs who will be the best hires in tenns of meeti ng the organization' s staffing goals. which usually includes performing al a high level and enhancing strategy execution. Identifyi ng the job candu.la tcs who would be 1hc worst hires is al so important, as not hiring poor performers can be C\en more important and valuable than hiring good performers. There arc a variety of other im• portant goals organizations have whe n assessing external job cand idates, and we discuss several of them next.

Maximizing Fit

Why arc some very talented people considered undesirable hi res despite their high level o f skill? The answer lies in the many ways in which people need to lit with an employment opportunity to OC a success fu l match . One goal of assessment is to max imize the degree to which the person lits the organ ization, work group, and job. Next, we describe each of these dimensions o f fit in greaterdetai! .16

THE PERSON-JOB FIT Person-job fit is the fit between a person 's abili ties and the demands of lhci~b and the fit between a person' s desires and motivations and the aurib~1es

1 and re~vards of

a Job. Effecti ve staffing enhances the degree to which an em ployee meets a Job s requirements

PERSO.V-JOB FIT tlit fit betwrrn a ptrsun 's ab1/11res a11d rl,e demwuis uf 1hr Job a11d t/ie fit ber"ren u ~ rsu11 's desires wrd mu u,mwn ~ cmd 11,r u11rib111es and rrnllrds of " Job

240 Chapicr 9 • A,,,.,e;,.s,ng E., 1cm.:1J CanJ.id.lt~'»

PERSO.\"-GROt'P HT

:ind the d~•gr1."C to ,1 hu:h the job !ll<'CIS the md1\•1dual"s needs. 16 Because the most 1

1ng outcome is usually the new h1n:' :. JOl:i p('rfonnanCl'. p,:n,on-Job fit is the mu:.t .:;tllffin£ effons. From the org:miLauon·s p('rsp,:cllvc. if II hai, nn open ing f~r 1f the nc\\ hm.· is not an effecti\e nccount~~I, then the slaffi ng effort cannot be c c~-ssful. n:gardlcss of how many other pos111ve s1affing o~tcomcs arc achieved. In that ill\' £fU"ln£ rJpidly. the scop(' of any Job expands quickly. To prepare for thi to hire p..--opk 1\ ho ill\' ··ovcrqual1fied'" for the position they arc being rccrui tcds, hanJk rhc e.,pandmg job du11c~. and who arc ~1kcly to be promoted multiple times 19

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and ind.t\•1dually based mcnt pay 1s not likely to be ti good fit \\ 1th a job b.::r.scd on group rewards. Sinularly, an mda\ 1dual 11 ho d~s not enJoy working wi1h people plact:d in a customer service pos1ti~n. Research suggests that person-Job fi t leads performance. sa1.1sfacuon, organizational commi1mcnt, and intent to stay with the ompan~-

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Person~grou~ li t (or pcrw~-tcam fit) 1s the match between an md1vidual and hiss~/~P0ttant. group, mcludmg the supervisor. Good pcrson•group fit means that an individual fi r 110rt go.:!ls, work styles, and skills of CO\\ orkcrs. Person-group fi t recognizes that in many~~itb the personal m1eract1ons with group members and ll·ammates ~re 1mponan1 in gelling thew •nter. Emplo)~·es must also be able to work cffecth•ely with their supcn ll>Or. Pcrson-grou fi ~done.

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impron-djob sa.t1sfocuon. organiLaLional commitmen t, and in1cn1 to stay with the e! 11

c~lo Because team "·ork. commumca11on, and interpersonal competencies can :;pany,

1

cal to 1cam pcrfonnancc as team members' abi lity to perform core job duties, person. 85

t'f\[l. can be panicularly m1ponant 1\hl.'n hmng for tca~-oricntcd work env1ronmcnts.22 A~?1 Wearhouse, CEO Gcor,gc Zimmer rewan..ls team se ll mg because shoppers wam IO have a n s total store e.,pcriencc. The company takes team selling so seriously that it even terminru:Sllwe its mosl success ful sakspeopk because he focused only on his own sales fig ures. After fi _one or 53.lcspcrson. the storc·s total sales , _olume increased s1gn ifica ntly.!J Individual charact~~!: :~;: :r :;s~::~7:!s gi:;,:P~en~;~1:~na1rc"~\:~::,;.f i!~~~~~;:::s::~ls that eomplcmeot

THE PERSON-ORGANIZATl?N FIT Person-organization fit is the fit between an individual 's val ues. behcfs. and persona/11y and the \·alucs, norm~, and culture of the organization.2A Rescartb

~;!~~:~~::,' ;/moc;;t:~:~\~~~~~~~:i::~; :i'1~tl~:s~: m;~:/~1c;::°,;~e~s~~es:::~:ti~ on emp!~y~es' atti~udes and "ct1izenship behaviors"'- behaviors people engage in that go: yond their Job requirements, such as hclping others or talkmg positi vely about the finn.25 Some orga.ni1.a1ional values and nonns 1mponant for person-organization fit include integrity, fair- ness, work ethic, competitiveness, cooperativeness. and compassion for one's customers and fellow employees. Dcspirc the potent ial overlap between person-Job and person-organi.t.at.ion fit, research suggests that pcoplc can experience difTeri ng degrees of fil with their jobs ve13us Lhc organizations for whom they work. "6 When a metal-stamping plant started hiring based on can• didates' fit with basic corporaie values insteud of lifting and integri ty test scores, it dramatically reduced scrap ratcs, injuries, abscnteei~m. and turno,,er.27

How can pcrson-orgamL.:llion fit be ma.,irnized'! One good way is 10 identify those appli- cant quahficanons, competend cs, and trai ts that relate to 1hc organization's stra tegy, values, and " ork processes. lndi\'iduals whose work styles are inconsis tcnl wi th the organizntion's culture, business strategy, and work processes arc not likely 10 bc as success ful as individuals who are good fits in these ways. For example, even if Juan is technically well qu;1lJfied as II biomedical researcher. if he 3\'oids risk. is indecisive. and tends to ruminate over a decision, he may be un• successful in an innovau ve_- fast•paced, and forward-looking organ ilation.

Adobe S} stcms President and CEO Shantanu Narayen 1ries lO hire people who share lhe company·s fu ndamcnral val ues. He states. " Unless people really internali ze and believe in the core \alues of the company, they' re unlikely 10 he successful." 211 Deloitte Consulli ng constan tly pays a1tention lo hiring the nghr fi t because it is very expensive lo recruit and because it is cvtn

Chapter 9 • Assc~~ing Ex1crnal Candidate~ 241

,r.: <(l) II) to tr:1in new employees . To i~entify fit, Detome uses behavmral mterviews and case ~\,uons to a.~~css mtegn ly, collaborau?n ski lls, and 1hc :ib1li ty 1o 1hmk logically and solve ~li c!ll) Delo111c also recruits people with non1rad 1t1onal mnJors and backgrounds who display r~,~~uics and compc1enc1:s tha_t arc consistent w11h its cullure.29 l,lfl Rathl'r than C\'aluaung fl ight attendant candidates for a fi xed set of ski lls or expcncnces,

ih"cst Airlines looks for the energy, humor, team spint, and se lf-confidence that matches its S~~;i!, cn·u11,c. cust~r~er-focuscd culturc.30 Job candidates don't just inter'\'iew for njob, they 1' 111 011- and the aud111 on sians the mom:nt they call for nn app l1ca1ion. In fnct, candidates arc J.,J c\alua1cd c,·cn when they do not thmk that 1hey arc being assessed. When a recruit calls. t,c;~!rc~ jot dow n an~•tlung ~cmorable about the con\'ersation, good or bad. Recruits fl own : , f; r interviews ret·e1vc s~c1~t tickets that o.len gale agents, flight allcnd~nts, and othe~ :~

1 in front

01'".·man)' as 50 other recruits, mnnagcrs w111ch the audience IIS closely as the speaker to sec :~:•1, ~•nthus1astically supponing their potential C?\\orkers. Unsel fi sh people who will suppori

1~·it 1~~;~t::~ ~: :~~;~is;~~oh ::~1~;~::~:a~i~:s"3~1 the applican ts who seem bored or di,t~t nc,1 hire must be able an~ wi ll ing lo adapt 10 the ~ompany by learning, ncrotiating, en- .]Cll llg, and maint~i ning the behaviors_ appropnatc to the company's cnv1ronmcnt.3 To succcs~- full i adapt, new lu res must be open minded, have sufficient information about the orgamzauon s c,\~, wtions and ~tand~s-and thcJr own perfonnancc m hght of those standards-and the l~J hl) 10 learn new behaviors and h_a?1ts.

I! 1s imponant to note that hm ng for any type of fi t docs not mean hiring those whom "e al\' most comfortable with, which can lead to dysfunclional stereotyping and d1scnmmat- int againl>I those different from ourselves \\ ho may offer a great dcnl to the success of the finn . on,' company that as~csscs and selects employees based on their fi t with the organi1a11on and ,is corr ,alucs is Johnson & Johnson (J&J). J&J's crcdoJ.I clearly spells out its values: customer

11 clJ-bcing, employee wcll•bcing, community well-being, nnd shareholder wcll-bcmg, in that

()fl]c•r J&J recruits, hires. and evaluates employees against their credo, which is central 10 J&J" s :~~;;::~~~~sa~~~~l~:;~~ ~1rt1 Larsen, J&J's chainno.n and CEO, a11ribu1cs the majonty of J&J"s

THE PERSON-VOCATION FIT Person•\'OClition fil is the fit between a person's 1mcres[<;, ah1l1 - ll('S, l'alues, and personality and his or her chosen occupation, regardless of lhc pcrson's em- ployer 36 For example, a social individual who dislikes detail v.ork and \\Orkmg with numbers 11,(,uld be a poor fit with the accounting vocation.

Although indiv iduals usually choose a vocation long before applying 10 an organization, undcr.rnndi ng person-vocat ion fi t can still be usefu l in staffing. Companies that would like to J~1ch>p th'-'1r own future leaders, or smnllcr organizations that need employees to fi ll more than on¢ rok, may be able to use applicants' vocational interests to dctennine whether they would be J good r11. R..- tnini ng valued employees might be easier if an organization can match their in1er- c,1s \\ 1th a variety o f career opponunities within the company. Some people pursue two or more different 1ocations over the course of thc1r careers because they have diverse interests or be-cause till-} f'l'comc bored working m the same ,,ocation for a long pcriOO of ti me. Organizations may t-.:11~r rcl:un these valued career changers by undcrstandmg their vocational preferences and de- signing career tracks or cnrcer changes. If the measure is successful, valued employee<; who 11 ou!d 01herwi se be like ly to leave the orgnntzation to pursue a different type of vocation may be aMc 10 p1m uc multiple \"OCations without leaving the company.

Table 9-1 sum marizes these four different types of lit

COMPLEMENTARY AND SUPPLEMENTARY FIT There arc two ways people con lil m 10 an orgJn11a1ion or work group.37 Complemenca ry fit 1s when a person adds somelhing that is m1),1ng 1n the orga nization or \\Ork group by being different fro m the others, typically by hav- in~ dJfkrcnt skills or c1..pcni~c.38 A research and dc\·elopment organization looks for a com- plcmcncary 111 when, for example, it seeks scientists with new bm:kgrounds and ski ll s to work 11 11h c.,i,11ng scie ntists 10 develop a new li ne of prOOucti, . As J. J. Allaire , fo under, chaim1an.

PERSON-VOCATION FIT 1/,r fi • bnwu n a ~rson 's 1111r rhl), ab, /111; ,, m/.,u, ,md p<'rJmwluy and his llr /u r d w st,i ,,rr up,,ti" " · r,gordl;H 0/1l,r pnwn ·.• rmployrr

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lalll Dim•nsions of Fit Type of fit Person-Job Fit~e poteo11al of an 1ndiv,dual to meet the needs of a p. rt1C\Jlar Job ;,nd the potential of the Job to meet the needs of the individual Pff$on-Group Fit: the match between individuals and the•r work groups, indudmg the ir supeMsors

Person-OrganizationFit: the f,t between an 1nd1vidual'svalues, beliefs, and personality and the values, norms, and t\Jlture oftheorgan,lat1on Per$on-Vocation Fit: the fo between anind1vidual's 1nte1ests, ab1l1t1es, values, and persona lrty and his or her occupation

Possible Dimensions of Fit

Intelligence Job-related skills and competencies Jobkno.vledge Previous eKpenence

~:;::~: s~~::ted to perlorm,ng Job ta~

members Preference for team-based worl( Commun1cat1onsk,lls Personal,ty related to work.ing Well With

0 ~

Alignment between one's personal ~a~~';:"ons and the organklation's purpose

Goals Aptitudes Interests Personal values long-term goals

and cxccuti\'C vice president of products at Allaire Corporouon, said, "It's tempting not to h people who compensaie for your weakne~sc~-because ) OU don' t \\ant to admit that any. B~t ... you' ve got to under.tand the strengths and 1\eaknesses of your entire grou;·:d~~c accordmgly."39 re

Supplement.ary lit occu~11·hcnapcrsonhas charac1eristics thataresimilartothosc alrudy e.,;1st m the organ1Lation.-lO Supplement~ fit can be 1mJX)n:mt when a firm needs Um rtplace a departing cusmmcr scr.·1cc n:prescntam·c wuh another person who can perform : job similarly to the other customer ser.·1cc rcprc<.en1amcs. ln th1s casc. the organ1zation"'antsto h1recustomer scrv1ccreprescntat1\cs w11h~mulars l,,.1ll s and characterisucs.

Both complementary and suppkmcn1ary fi t arc imJX)nant as together they help to en that new hire_s will not only lit in with the work group and orga_niLation but also bring news: and perspectives that will enhance the work group's and orgamzation's performance. s

Assessing Accurately

Another _goal of external assessment S)'Stcms 1s that they bc val id, or that they accurately idcnllfy the candidates who would be the bc~t or l'. Or<.t employees. l11e wider the spread of talent 10 a:i applicant pool, the gn:atcr the pressure on the assc~sment system to weed out the bad fits and identify the good ones.

Another way to expre~~ thi~ 1di:a 1s to 1hmk about the possible outcomes of an as.s«s- ment cffon. Candidates are ellhL' r hired or not hired, and wi ll be either good performers or poor performers on the job. As shown in Figure 9-1, tnring people who become good per- formers generates /rut posm 1·n . Nm hinng people who l'.-Ould ha\'e been poor performers produces trut 11rgati~ts. Both of the,e outcomes arc desirable and are goals of the staffing cffon. The 1wo possible undesirable outcomes are not hinng people who would ha\C bttn good per~o_rmers, gcnerat ing falsr 111gatfrn, or hiring people who perform poorly, generating foist poSUl\'ts. (Recall that we fi rs t discussed false negat i\"CS and positives in Chapter 8.) No assessment system 1s perfect, but more va lid ru.scS\mcnt systems do a bct1er JOb than less valid onesof.idcnufyi ng both the most and lca~1 desirable lures fro m the pool of job candidates and gtnera11ng high numbtrs of true JX)Sihvc and true negative hiring outcomes.

_. In some jobs.one type of error can be more 1mponan! than the other type. For example. false positives are panicularly expensive forh1gh,nsk 1obs lil..e pilots or ,urgcon5. False negati\'CS,Otl the other hand, arc parucularJy cos tly m l11gh!y compctiti'"e jobs or markets in which losing some- one good lo a competilor not only .,,,,akens a firm's market position but considerably strengtliem

Chapter 9 • As~ssing External D.ndidates 243

PoorPtrkirmu Good Pcrformu

ll irtd raM PositiH Trut Po:i11nc

Not!l1ral Trut Ne11mr Fal!tNiptl\t

I FIGURE 9-1 Ponlblt Assessment Outcomes

,uuon·s. When a top scientist chooses to Join a compcwor. not only does the company not 11':~~•~hc top talent, us competitor 1s s1.rengthened as "ell . After m1emat1onal soccer star David JCll_ ~h.'.lfll came to 1hc United States to play for the LA. Galaxy. tus former Real Madnd soccer

\ 1 3 substantial amount of re\'enue from his jersey sales alonc. 4 1 False negatives can also be ~~\~ic 11 ticn a member of a protected class 1s not hired, sues, and wins a b1g

4 ~nlcmcnL

p,; Accurate 11ssessmcnts arc also affected by JOb cand1dmes' mo11va11on. • Due to nunonty l,2r»uP members' awareness of subgroup differences on standardized tests, the administration • ployment tests can produce a stereotype threat that creates frustration among mmonty

~r;~:kcrs and ultimately 101,1,er test .scores due to lowered expectations and effort 43 Together, sefactorscan lead tod1fferenccsmsubgroup testperformanccthatarcnotduetod1fferenccs

Ille~ o"kdge or ability.4~ One ~,udy found that greater anxiety and lower motivation predicted '.~rn:an Americans' mcreascd likelihood ofw1lhdrawmg from a job selection proccss.45

MaKimizing the Firm's Return on Its Investment in Its Assessment System

~nother 1mponant goal is m:uunming the firm's return on 1b 1mcstmen1 in its 1LSscssmcnt ~ys-;~m Toe gl'l!ater the rctum on the in\·estment in an assessment method, the greater the as~ssmcnt rrn:mod·s \·alue. One assessment method may be slightly superior to:i.nothcr m 1dcnt1fymg the best ca.'ldidltes.bu1 1fi ts c05tcxcccds1hegam10 thcorganizationofhiringth~shghtlybet1ercand1- J:ne,. then the other method may be the better choice. Although some manage~ arc more innu- (occd by the simple correlation between predictor and cntenon, Table 9-2 presents a basic fomiula {~rcakulat ing the retum on mvestrnenl ofan assessment method compared to hmng randomly.

Imm Return on Investment Formulas46 Economic value of improved perfomm1ce • (Nn x Tx ,.., x Z~ -{N. x C, x SR) s~v,ngs fro m avo,d,ng bad hires • {Nn x HA x CBI-fl - (N, x CJ

ROI • Economic value of improved performance + Savings from avoiding bad hires Whe·e

N. • Number of people hired T • Average number of years employees stay ,n the position

r 01 • Correlation between assessment method and Job perlormance (the amount of ,mprovement in JOb performance from using the assessment method)

Z1 • Dol',ar value of improved Job perform;,nce using the new assessment method (default value• 40percentofaveragebasesalary)

N, - Number of 10b candidates assessed C,• Cost per assessment SR • Selection ratio (the number of cand,dates assessed before mak.ing a hinng dec,s ,on}

'"iA • Percentage of bad h,res avoided (default value 5 percent) CBH - Average cost of a b;,d hire {default value $7 ,500) /?01 • Dollar return on the assessment method investment

ST£H£0 n'PE THRF.AT

" ~"" '"""f «obi:ra"/'d,jfrrnrus o,i J/(JJ)d,mk td rn1s rrtausfn,nr,won am.,mg mmoriry 1t i1wkn s 1111d ulllmt1ttly/owU /O l j(Ort<

244 Ch.ifCtt9 • fa tm121 C'311Jid.Jte-s

1be m um on m1t~tment fonnu!l prc.stnied m Table 9-2 n:n«ts both lhc ofhmng t-.:ncremployC'Cs and the eronom1c gain of not hmng lO\\cr-pcrfornung can n.-suh from usmg an assessment method 1crsus hinng mndoml) .

1be value of rrtain1ng 1op pcrfom1ers should be el'idtnc from the l)renously formula. The longer good performers stay \\llh your company, the greater the rctl'llhl~ romj)3ny' s mves1ment m them. Bcc:iusc research has shown peoplt \\ ho have~ 0G lilt elwiged jobs in the past :in: more hkely 10 do so m the future, some compan!CS co::illt1ltly quen1 job changes without e1·1dence of profe~~1onal advaoctment as a negaUl'c Ider fit,. tunng dem1on One survey of more than 1,400 chief financial officers found that r: ~ 10

of them, the length of umc a job Clllldidate has spent with pre,•1ous employers was an f:ic1or m making hmng dec1.s1ons.~1 Because so many factors mfl ucoce JOb ten~ im~ cauuoo \\hen us.mg cand1dat.c.s' pre1·10us JOb tenure to predict lhc1r hlely future job ;c:~ ld11Jt

'The .sa1·mgs from a,01ding bad hires reflects the fact that bad hlI'C.s can ICIUalJy organizauon money 1be return on m1·cs1m<'m from a new assessment method 15 00s! lbt economic l'alue of 1mpro,,ec1 performance lllld the s.a\'\ngs from a1oidmg bad hires. sum oflbt

Although suffing should be seen as an 1nve!>tment rather than a cost. cos, 15 still im for many companies that simply don't hJ1•e the money to invest m more upcnsive S)'lite if they arc more accurate at idenuf) mg the bes1 new hires. Nonetheless, the formula pro~en \\ay 1ocsumatc the ROI of any newassessmen1 method. We \\Ould like 10 noie that some 1

agers are kss conl'1nced by ROI formula~ and are more stro.ngly mfluenccd by the~ bc:1wecn the assessment methods and the cn1cnon (1umo1·cr, Job performance, and 50 on).

Generating Positive Stakeholder Reactions

Meeting the _nceds of different stakeholders m the staffi~g procc_ss 1s anmhcr assessment toal. Recru11S. ~mn~ manafers. and n:cru11crs should alt tic sa tisfied_ with the processes and outcomes involved m usmg an assessment method . For example. rcqumng hmng managers 10 take lint hoursou1ofthc1rbusydaywm'.cr-1eweachJobcandidatcmight notbcpracticalorc\cnpcg. siblc. Recnntcrs may feel that domg 20-m1nu1c phone m1erv1cws to prcscrcen each job applicart , IS too burdensome, and applicants may feel 1hJ11hn:c scparntc v1s1ts for d1ffercntasscssmeou~ excc~Si\'c, So,_ahhoush an assessment method might be \alid and 1denl1fy the best and i1r1ntjob canduia.1es.1f11docsno1alsomee1thenccdsofthefim1·s stakcholdcrs,i t 1s not aseffecti\-e1S• could be. When Google's research determmcd chat condocting more than four interviews added lmk value 10 the quality ofh1rc. 11 \las able 10 shonen its hiring process dramacically.49

Some organiuuons 1mol\'c cu,1omers and external st;tl..eholders in the hiring process. N« on!y canthis bu1ld1rUS1:1ndcuh11a1cloyal1y,buts1al:cholderscan provideusefulinpu1ia10dJc c, aluauon of c!llld1d.'.lles. Cand1dJ1es for posmons at Orlando's Nemours ChJldn:n's Hospnal 1ft 1merv1e\\ed by parents \\ho arc members of its Family Adv1~ry Council. The hospital takes the counc1l 's 1nputscnously,hiringonech1cfadmm1s1r:mvcofficrrbascdon thecounc1l's c0Dlll)rnts:14

An assessment mctllod's speed, u5,3b1h1y, and ab1hty to predic t Job success all infl~nce the eascofge1ting pcoplcm1hcorg11J11Lauon 1ouscit com:c1lyand consis1ently. Tra1ningre- CT\Jiter.;andhinng managers 1nlhe useofthc1cchn1queandi1sbcncfi1s. asscssmg andrc"'ardml themforus1ngnco1TCctlyandconsis1cntly.andha11nganassessment systcmexpcrt pcreei1-ed a:.crcd1blcandcompetenta,:11 lablctohclp"hcnn,·cdcd can 1ncrcascthe adopuonandthecor• rcct and cons1slen! U.\.C uf nc\\ assc~ mcm method,

It 15 also 1mponan1 to remember that rea,11ons 10 the ,:inie staffing process will differ across cuhun:\ . When KPMG opened a h1nng ccnll'r in India, when: 1hcrc 1s an ongomg b.ltdc for top taknc. applican ts \\ ouldn '1 ; uckaround forits lcngthyhiring proccss. Assoon astlle company took the ad \ JCC of local c.,pens anJ changed the proccs, 10 h<: more consistent "'i lh local norms 11mstantly becamc mon:cffec t11e.51

Chapter 9 • As~Jsin~ fatcmal Candidltes 245

s1,1 pporting t he Firm's Talent Philosophy and Human Resource strategy

~,.,~~r s;.:111°1~;"a;~~;:~::tnJ ;:~;1~:~~::~e:r~r!~;~~a;:~~~~a~:ean~~:~:;~ 1~:~: .a::1~ ~ 1ni,·r-·1c" s mlo the 11.5,;e\smcnt process and de1clop a compn:hensne careers ,ec11on : 11' ~OOI~:~; l~a~~l~~te~,;:~

1 1: ~rs:~;I:~; ~~:nl:C:::a: ::~~~:;O~~r~:

">jll:nt;iiahk and obJecti,·e, and descntics 1hc sc,cn core competenc1cs •~ 115scsr.cs 10 1!1,·c up--

;h~Jnl~ ~nn:~:;1:d;;:s 0 ~ h::~cw~;~~cgn: t~';:u; ~;.~~;;

5 ;and1date assessment

:minute candidates' opponun1ucs to meet \11th a vanc1y of the lim1's repn:wnta111es 10 Jn,IJ.11\Jt,outdiffcrc nt JOb,. Anorgamiauon that \lams people 1ocontnbu1c 01·crlong.1crm c:i le . ~MulJ c\'aluate JOb cand1d:itcs m terms of 1hc1r long-term career potcnual I\ 1th in 1he com- ~ . rJihcr than cvalua1c thcm Just ~or thc cu1TCnt opcn posmon. In th1s casc. 1den11fymg thc r:retc"c1cs. style), and traits rcqu1n:d for career advancement "'uhin the company 1s ah,o 'le,Jnt If an organ1iat1on docs no1 p!llll to promote from within, its recrui tment profile and :«emng er11rna , houldfocusonlyonthcopcn pos1tion.

Establishing and Re inforcing the Fi rm' s Employe r Image ,1.n,:,thcrgoalof cxternal ass.essmenlcllllbe toestab\1sh andma1n1a1n anorgan1tat1on'scmplo)Cr irnl~~: ~:~:1: : ~:h:~r;n~n:~oas~~sn;;n~ :;::~~:v:i~;:;:a~~~:~:~~~::n;~~;C~ l~~t ;~;,uon~ that requi re ~rcanvity. E_1cry mterac11on Job applicants ha,c "1th a firm estabhshcs

:~,:~:~';: :\~:s~ccn7l~1;;1~rf~%:g1~ec;:~;~:~:~d ~:a~:~ goals of the assessment pro-

identifying New Hires' Developmental Needs A»essrnenttcsts canalso 1dcnufyncwh1res' dc\ elopmental nccds. lfatopcandidatc' s assc~•· ir.e nt scores show th:it her organ1za11on and time manafement ski lls are good but her cus1omcr ,t11icc slills n.-ed funhcr dcvelopment. posth1rc 1.numng can 1mprol'e these skill s Some assc~~- 11:cni mclhods c1en 1dcn11fy app lican1S' preferred learmngst) leS, \\ h1chcan dccn:asc thc1r tr:11n- ingumc, impro,c the effectil'cncss of thc1r trommg. and mcrease their relenllon.~3

Auusing Ethically Ethic, is an 1mponant issue in staffing, and parucularly 1n assessment. The entire selecuon pro- rt>s needs 10 be managed cth1eal!y. 1bc people admm1stcnng an as!.essmcnt need 10 be properly irai ncJ and appropria tely qualified. and apphcants' pnvacy needs to be protected at ul! limes fu e.\an1plc, firms need to th ink through the ethics of using assessment methods apphcants find 1m;isi,c. mcludmg mtcgnty tests and gcncuc tests Managmg the process ethically also imolves r,rb1mng h) r,md1dates how any !CSl results \\Ill be used and how their pnl'IICY \\tll bi: pro- t«-led. Jnd commun1ca1ing I\ 1th them \\hen you prom1~e )OU \I ill

Complying with the Law ~~JI '"ucs loom 1:irge \\hen II comes to assessment. Thu,, complll1c, hJ•c good reason 10 ['OIW 1hcm,cll cc; agamq po1cn\1al charges of hmng d1scnmmat10n. In add1 t1 on to the nC£k u,c ru\>h,·11y 1,,:nc1:1ted b) a la1\ sun, plamtiffsarcof1cnsucccs~ful 3nd courta\\anlS regularly n,~ mtu th~ hundreds of thousands of dollars. One landmark case m 1h1s urea b GriggJ 1•. DN(e Pc11 rr Cumpm1y. In t!us case. the Supreme Coun found that under Tille VII of the C1111 R1ghL, ,\c1 of 196.l. if an emplo)mcnt test disparately impacts ethnic mmonty groups, 1he fim1 mu\t &mon,tr:11cth:111hctcst i- "reasonabl) rcfoted"totheJOb for "h1eh the test 1srcqu1red. Crcd11 d1ecl,. 1-JClground checks, and cosmme ab1h1y tests arc among the m~ t li lc \y as,c,smcnt melhWS 1n rc~uh1n d1,panitc1mpac1

l·ollo"ms the Uniform Guideli ne~ on Emplo)ec Selecuon Procedures (UGESP),ss " hich ~t 1ntroJuccd m ChJptcr 3, and conductmg fai r. consistent. and objccu,c asS('S\mcnt, an! 11n• r--11an 11o kgnl comphonce. Wcd1scuss thc~ nr , t.

I

246 Chtptcr9 • ~n,E.1.1emalCandilbtcs

sc-.a.w, G ,lSSESS.\IE . .VT .\IETl/00S

-11oodJ WU,ia,rowa poolofJ<,b ¥Pbra~a d,,..n1o a Jmallu v ,,.,p of }<H)<""4uJ.Jtn

UNIFORM GUIDELINES ON EMPLOYEE SELECTION PROCEDURES As Cbapter 3, the UGESP ass1s1 orgamLat1ons m com~lymg v.11~ rc~uircmc n1s of ~=c 1~ 11 hlb111ng race, color, re\1g1on, sex, and national ongm d1smmmat1on in hinng ftll- v1dmg a framework for determining the proper use of t Under Tille VII, the UGESP apply to most pnvate employers with at most labor organizauons. apprrnticesh1p comm1ttccs, and employment agencies· local go,·emmenlS with al !cast 15 employees. Through Executive Order I 1246, : to Sllle l'-1 tofcdcmlgo,·emmentcontrac-torsandsubcontractors.5(; • Yllso111p1}

Here arc some sample UGESP guidelines that pertain to candidate assessmcnt;H

• A test of knowledge and ab1!1lics may be used if it measures a representative :::~1::fj~~~s, or ab1l1t1es that arc necessary to performance of the job and ~ ~

• Knowledge must be defined in terms of behavior and must be pan of 3 bod mfonnauon that 1s actually used in and necessary for required, observable joby ~f

• Ab1hlies must be defined 1n terms of observable aspects of Job behavior and ha\lOll neceswy for the pcrfom1ance of 1mponant work behaviors. Any selection ptOocd shOUkJ be sunngan ability should closely approlLJm:llean observable '>\ Ofk behavior. urernea.

• To the extent that the setting and manner of the admmistrnt1on of the selection fail 1oresemblctheworks1tuauon,thclcss \1l..cly11is thatthe sclcc1ionproced l)roeed~ tent valid, and the grtater the need for other 11ahd1ty c111dcncc. urc 15 COIi-

The cnure UGESP arc available onhne? and staffing specialists should dcvcl ough kno-... lcdge of this document. The Prinriplt s for tht Va/idntion and Ust if 1: 1 tbcr- Stlu tion Proctdurt s59 and the Standards for Educa1io11a/ and Psycholosical Tts,:g60t= ::i:t~=:~ts that pro\ 1de Mandard~ and !)u1dehncs for developing and using ,·anous Ii-

FAIR, CONSISTENT, AND OBJECTIVE ASSESSMENTS Good hi.nng prac1ices com~aU plicants usmg the same fa.ir. consistent, and obJCCtive mfonnallon predicli\'C of job~ A: fa~.sc . or contradictory reason gJ\cn for not h1 nng someone can be considered I pttlCll fu d1scnmmal!on. For example, if an cmplo)cr states that an apphcant was nol hired bec1111t ci msuffic1cntcxpcnencc,but lhc succcssfulc11nd1datc has lcssellpcricnce, thccontradicuoncubc interpreted a pretcll t for discnmmation.

One employment law ex pen goes so far as to advise companies to drop the use o{ vapr terms such as btsrfit '>\hen documenung 11,hy someone was hired because the ambigu11.y makes 1tmorcd1fficulttorccons1ruet thc sc lcc110nproccss a!Mlexplain-... hy thccandidatcwas cho5tn.'1 Recruiters and hmng manage~ should be able to il/11cula1c ohjccti\·e, neutral reasons forrcJCCIIDi or hinng any applicant. The required qual1ficauons must make sense to the EEOC and 1is staie- lc\cl tqu1valcnlS whoarc lookmg for II s1mplc, fa1r process that tre11lS a1l applicanlS the same

Consistently 11.J:'.Plicd, ohJec11~c asscs,mcn1 methods based on bona fide occupational q~- ficali~ns (BFOQ) dcnved fro m a JOb am1Jysis arc best for legal cornphancc. SubJCCUVC asscssmem cntena that mvol\c spcculauon about the types of employees customc~ prefer 10 deal ,;i,1th a- how a candidate is likely to perform on the Job are not advisable. Although 111s not illegal to rc,ect somconcbascd on subJCCU\C Cva.luat1ons and sp..-cula110n, subJcctiveevalualionsand spccul~ arc prccul'j(lrs 10_ stereotypmg. Of course. this can quickly gel cmployc~ into legal trouble.62

Fa.ir,cons1stcnt, and obJecti\c assessments result m the bcs1 quali1ycmployccs a.s111ell P&G bche,es that II makes Jts best htres and creates a competitive talcnl ad11antagc when JI llSfi an asscssmcntproccss 1hat isobJcct1~candfair, 1scomprchenm·c.is cmc1cnt, andfocuses on fac tors tha1 pred ict Joh performance as dctcrmmcd b) thorough research and Job analysis.63

EXTERNAL ASSESSMENT METHODS

T)-pi~ally,Jobcandidatcs are asscsscd inwaves. Whcn pcoplcfirstapply foraJ Ob, thcy arcJ(Jb appl,ca/1/t and arc evaluated agams, the mm1mum acceptable cntena for the JOb, such as rcle,-anl education and skill~. The PUJPOSC of these screening assessmtnl mt thods is to narrow a pool of JOb applicants down to a smaller group of Job ra1id1datt .~. The Job candidates arc then ll5~

Chapter 9 , Asscssing ExtcmalCand1da1cs 2 47

llllf.llll!II A Comparison of Some Commonly Used External Assessment Methods R1lativ1 Costs66

Average Applicant (Development/ Adverse _us, ument Method Val!dity64• Reactions65 Adminlstn1tion) Impact Usability

~ n\el1 cogrut,ve ab1l1ty tests

~tegrity tests

.37 Difficult

Jobk~owtedge tests ~,ie rence checks siuat,oni l Judgmen\ tests

StrJctu•ed mterv,ews ~•structured ,nterv,ews fer1onahty testm9

5:>data G,~ hology we ghted appl1cat,on forms

Smul111ons Worl<samples

51

41

.48

.26

.34

.51- .63

2~.38 - .13- .33

35 02 .50

54 54

Good Htgtv'H,gh Low Good Low/low High Low l ow/low Low Good H,gtv'Low low Good Low/low low Good H1gt-Jlow Low Good H1gh/H,9h M,xed

OK low/H,gh M,~ed

Good High/Low Low Good High/Low L= L= H,gh/H,gh Low

Good High/Low Low Good H,gh/H,gh Low Good H19t-JH1gh Low

•,~hl"J" ' tI= r:111~c from - I to l, ,.,lh n~IM<'r, doser10 - I or rc fl«li n&bcl1erpml,ct1011of.)llbperfOfT111D(:e

Easy Easy Easy Easy Moderate Moderate

Easy Easy Easy

L= Easy Difficult Difficult

li"VAf.UATf\ 1E ASSESS.IIHNT ,\tl,T tlODS 11

more depth usmg 1!\"ll lunt ive OSM'SSment methods that evaluate the pool or Job candidates to &imnmc \\horn to hire. Job offc~ mo.y be made contingent on passing conlingent assessmenl mdhods. Conungent asscssmcnlS are used when the firm has 1dcn11ficd whom it \\ anlS to hire. mt1hod11NJ1 n-·tJIWlit ,1., pool 0/Job

th " ( Jl randldmt11od11tnt1int"hoM1llbt ~f:1:;!~~~t:1~~1h1~1~;,

11 :::: :t ~;s; : ~r

1 c:t\~~c~t j~c~~:u~~::·ad;~~~:~• h,,,J

A!..1e,,mcnis te nd 10 get more detailed and rigorous as people move from being Job applicants to r«t11mgJoboffers.

TJblc 9-3 ~ummanzcs the general cffcctiven~s of many possible assessment methods used h1rn,iJ1.:1on-thc-job performancc(,·al idity),applicant react1ons, the rclati vccost oflhc methods c«llp~d to other assessment methods, ad,·crsc impact, and case of use. The values presented are t)p;caloflhosc foundinorganizalions, buttheCJ111Ct valid1ty,cos1,andndvcrsc 1mpactwillvary from _t0b to JOb and from company to company. Thus, we advise you to c~crcisc caution when i.sing 1hl:~ \ 3lucs. D11Terenccs in the quality of an assessment method's development, thc degree of Ir.lining u~rs rcccwe, and how consistently Lhc rnols lllt used can all influence Lhc costs and 1JI.J11y 1,f any :llo-.c:,.i,mcnt method as well as its ad,·crsc ,mpacl and applicant reactions to 1l.

Although \IC group the following external assessment methods mto screening, cvaluat1\e, lr.d .:ontmgcnt catcgoncs based on how lhey arc typically used. 111~ possible to use any screen· 1~g or naluatl\'C assessment method at any time during lhc lunng process. Con11ngcn1 assess- m.:nt me thods. of cour;,c, must be administered aficr a contingent Job offer 1s extended.

Screening Assessm e nt Methods

RhUM~S AND COVER LEmRS Although hltlc research ex,sts on the \"ahd11y or adverse lm· 11,l,: l of u,mg r6 umCS as an assessment method, iisum6 and cover lc11crs h:l\ e historically been 1 "'1'<' p;111 of the hiring process. Applicants ,oluntccr infonna1ion about themselves and their 1~1crN in the po~ition in a cover lcllcr, and provide a rtsumt! summarizing thei r relevant educa- liOn Jn..J \\ork and nonwork cxpcricnces. As v.e ha\C CXplained, technology has fac 1litntcd1hc m.:inogcmcnt of 1hc large number of resumes companies ofte n rccci\e, and sofiwarc tools have rn...J~ 11 fl0\\ 1blc for lim1s to do a belier job searching them for rclC\ant mfonnalion. One ol the bi~gc ,1 ll r:w,h.1cks of r1!sume5 and cover lettc~ 1s that applicant.~ do no, use the same formal or in,luJc lhc \amc mformalion 1n their resumes, "1o h1ch can make 11 difficult 10 comPJIC 1hcm

CONTtS GE,,T ASSF,SS.\t ENT METIIOOS "'ll~odJ .. htuby a}obr,fftriJmadt '"""n1nro,p1>n~rnnd,dattpa.mnt 1hta.ueu,,.,.n,

248 Ch.tpccr9 • AMcuina fatcma10uididalcs

JOIJ,tl'l't.JCATIO.\'S

fonu UlaZ rrq..,,r "1'Plm11w "' prr,,11U,.,,,..,,,,.jo,,,,anan..t.n.i1h,ir ,hll,IINl(tnl<alJOll.jOO•~ntnctr attd,,,,.,,~rrln-an,urf,,,,.,,,11an

m!ID Actual Rtsumt Blunders Th.se1refrom,ctu.1!/'esumtsb1 • "You ,re pnV1l19ed to receive my rtsomt " • "Able to say the ABCs bidw• rd 11'1 under five seconds· • "loftenusealap!ip" • "I will accept noth11,91.ss thal'I S18 al'll'IU1lly • • ::at:. !or leaving last JOb "Pushed aside so the v,ce president's 91rifnend CO'Jld Slt1I • Accomplishments. "Completed 11 years of high school • • "I am relatively intelligent, obedrent, and ,s toyal ,s a puppy" • t~:~e~;: :: Fndays, Saturdays, or Sundays • 11 limited b&Qus. • ~:'~ a three.montli gap ,n employment by saymg thit he WU getting o~r the dti!ll

• Explained an ,rrest record by s1,11ng, "We stole a p,g, but 11 wn a really sm,11 p,g •

Becnusc the mfonnauon put on n!"sun!C5 may not be accurate, 1t is important IO COtfi the :iccuracy of any rtsumt 1nformauon :i finn relics on ~hen making a lu ring decision.~ csumatc that lO to 30 percent of job ~kc~ shade the .truth or nat-out lie on their rbu~ firil'· ucularly in the areas of educauon, prev1ou~ comp,:nsauon, reason for leaving prci•iOUs JObs. 111d prcvious job tit ks and accomplishments 68 TI!c fact that !inns have e1en fired CEOs aftcrdtso;w. ering that they ha\"e inflated lhelf cducatwnal CTCdcnuals illustra1cs ho~ important 11 is to confirm the accuracy of all sclf-n:ported mforma11on u~d to make hmng dccisions,69 False inf~ can be reduced by requmng applicants to sign :a statement when subm111ms an apphcatJona-rt- sumC that knowingly falsifyi ng this mformanon can result in 1mmcd1ate tenn1nauon,

Because many firms now use automated re~umc' scanning and screenmg softw11rt, ii u impor. tant to proofread your own r6umtand co,erleuerforaccuracy and tororrect anyt)1)0grlpltical or spelling errors. If n word the firm uses 10 screen carxhd.:i tcs LS misspelled, the computer S)'Slem woo 't Ldcnnfy your resume" as a goo::! match. Just for fun, Table 9-4 con tam~ some actual r6urnhrkl coverlcncrblunders.

Tius chapter's Dc\"elop Your Ski lls fc:i1ure will he lp )OU m:uam11.c the cffccu~e!IC\So( your ownonlincrfsumt.

JOB APPLICATIONS Job applkalions require applicants lo prowde wnuen mfonnauoo abJul the1rskillsandeducauon,Jobcxpencnce\.and01hcrJob-relcvant 1nfonnation. Althoughtheinfor- mauon on an apphcauon may rephca!e 1nfonn:illo11 aln:ady con1amcd on a n!"s uml!, appllClbODs help to ensure Lhatcons1stent mfonnauon is collected. They also help HR professionals check the accuracy of the 1nfonnauon proV1ded. Many employers n-q u1 rc oil apphcan ts, regardless of the ,:,ti they're app!ymg for, IO complete a Job appllcallon fonn . Although job appllcalions often conlllu siatcment that pro, 1dmg ut:ic-cur:i te information is grounds for dismissal, it is still best to venfy any mformauon used 10 screen candidate) Figure 9-2 sho"s a typical JOb apphcation form.

To standardize the 1nfonnat1on collec ted from Job applicants, some organiz.a1ions h.:11·e begun usmg online applications For example, 11,hcn job ~ekcrs apply :11 any The Fresh Madel gounnct grocer locauon, they first complete an onlinc employment application. WithJn minurn offimsh1ngiheless-Lhan-)O.mmutcappllcation.thehiring mangcr rt.-ceivesa three-pagerepon via e-mrul that summanles the biographical information provided by 1hc individual, tm511,ffl to the application questions and an analysis of the ans11,crs, und n page of fo llow-up mteme"' qucsuons1fthcapplicantpas.scs thconll nc scrccning.70

To take the subJcct11ity out of the store manager's interview process, McDonald's dci"tl· opedanonhneapp1Jcal!onfor jobcand1datesintheUn1tedStatcs thatasks thcmquestionsabou1 their ~ori.. experiences, preferences, and how they would rnpond 10 certain s1tuauons. Bastd on then:sults. 1hcqucst1onnairepromp1S a green light to the hiring manager. signaling Lha1thc candidate would be a good lure; a }el!ow light, mean mg 1ha1 the manager should ask morcques- uons; or a rcd llgh t, mcaning do not hire 1hc pcrson 71

Onlme applica11onscannot only bcfastan<l co)1-cffic1cnt,1hcycan also grca1ly reduccthc mmal asSoe).1mcnt burden placed on n-cnutcrs or h1nng managers. For e~arnplc, usmg Wcb-bastd aM,cssmcnt tools for screening applicants applymE' for hourly positions decreased the number of

Chapter 9 • AS~sing Extcnul Candidates 249

i~swctions: Print clearly In black or blue Ink. Answer all questions. Sign ar.d date the IOrm.

position Applied For: _ _ _ _ _______ Today'a 01te : _____ _

pERSONAL INFORMATION

Full Name: Street Address: _____________________ _

c,iy, State, Zip Code _____ _ ___________ _ _ _ _

pnoneNumber:{_}) ___ _____ _____ ___ ___ _

Areyol.i ehgibtetowork mthe UnltedStates? Yes ___ No _ _ _ _

ityou are urider age 18, doyouhaveanemployment/age certificates?Yes ___ No ___ _

Haveyou been con11lctedolorpleadedno con1esttoalelony withln the laslfr11t1years? Yes - No ___ _ ltyes.pleaseexplaln: _______ _______ ____ _ _ _

AVAILABILITY

DaofslHo11rsA11a1lable: Moodaylrom __ to _ _

Tuesday --"-- 1'/ednesday _ _ to __ Thursday __ to __

"'"' --"- -Saturday _ _ to __ Sunday _ _ to __

Whatdateareyouavailable to start work? ________ _

EDUCATION

Name and Address of School DegreeJD1ploma

Si<.Jllsand0uahfica1ions: Llcenses, Skllls, Tra1n1ng, Awards

EMPLOYMENT HISTORY

Presentor laatPoslUon:

Graduation Date

Emp10yer· _______________________ _

FIGUAE 9·2 Ari [ ~ample of I Job Applkatlori form

2.SO CNpttt9 • Anc:w.ngE.\tmwCandid:11es

.... ,, ----------------------- -=----------------------- ""°""'----- - ------..... ___________ _ Positionr& _ _________ _ From ______ To: _____ _

"------ ------------ ------ 5ala"!' _____ _ Reason for Leaving: ____________________ _

Way We Conlaci.Thls Employer'? v~ ___ No __

niREE REFERENCES (required)

N"""1" .. Address Phone

I certify that inro!TTlabon contained in this applieatlOfl is tl'\le and complete.

I understand Iha! providing false Information may be grounds tor not hiring me or lor Immediate termination of employment at any pomt m lhe future, if I am hir&d. I authorize the venlicatlon of any or all lnfo!TTlatiOfl Hsted above.

Sigtature _ _ _____ _

Date --------- flGURE!t,-2 Continued

cmplO)' mcn1 mtcrv1cws Shcrwm-Wi!hams colldum each year by mon: than 5,000. Using ooblC candidate asst5smcnt 1001s also rcduc::cd the tumo,cr among hourly workers at Kroger grocery swrcs by 25 pcn:C.,~t. meaning th.al the company now spends 25 pcn:cnt less time rccruillllJ 11111 hinn~ candidates • Onlmc appllcauons and assessments can not only g1'"e candidates real tJmt SI.Jtus mfonnatJon. Lhcy also gi,·c applicants the fk x1b1l11y to complete them at thei r con1-ell!CICI:. This is especially 1mponan110 Gen Y Job scd,crs as 11e1l as many passhc or sem1-passi,·c job seclcrs unw1llmg to take lime off of work 10 pursue anotMr Job opportunity.

In add1uon to prm1d1ng in-store kiosks at 1>.h1ch onlinc applications can be compleied. cmployen including American fupn: ss now direct Job seekers to their corporate Web sites Ill an\ 1>.er a scncs ofprcl1 mmary sc-n:en1ng quesuons, such as the degrees they obtained and lhc1r "'ill mgncss to re locate. and then apply for Jobs. Amencan Express uses iis questionnaire to .,cc4 outihcbottomhalf of cand1da1cs, 1>.h1ch al101>. s its rec ru1tc rs 10focuitheirumcandattentioo oo more promi~mgapp1Jcants_1l

~ AL NETW_ORK SEARCH Recruiters and hin11g managers arc incn:asmgly using a v:inctyci soc~~~~~ls to e\"a.luatcapplicants. An applicant' s professional historycan bcrcHe11td 0

"00:- «tn,s e~ncc1ionscootoctcd toprov1dc"back door'' rcfcrcnccsinaddiuonto lhole s~ Ht by the apphcam, and blog entries and Twntcr J']OSts read to evaluate applicant.\' slills. g s.

3nd values. ff social rncdiai~ us.ed ine1·aluatmgor pcrfom11ng casual backgroulldchecls

rtttJH·IM·Uhf1iiiit on1ine Resume Tips74

\\~ ioo::r=:~~::~~!~~~~:: ht th1

1 ;;5s.ornc 70 m1IIIOll rP$UmM on Job site Monster com, for

r ,e , Now that many employers receive resumes only through e•~ ~e'rnet and proce~ restlm~ electronulty ~ng warch terms , !"it' po,unt to ensure that your re5u!T14! makes the cut Here are :::~~ 10 help yoor rBume nse to the top of the stack..

1 Stdte your e~nence as achievementsrathc1 than stat- -,ig the reQu•rementsofpastjOOs For example, instead of .,..,,11ng. · super.1sedthecomptet1onofstrate91cmarket>r1g ,tgre-ernents. • wnte, · successfully met strateg•c marketing 6gre-ements on¼heduleandunderbudget •

2 w,your r~metohighhghtareasnotcCM'red,nthecom- pony's onlme apphcat100, 1ncluchng your language skills, :ecn,,ical ~k1l b., volunteer work, and profewonal organiza- 1 00 involvement relevant to your abthty to perform the )Ob

3 Add a section near the top of your resume named "skills· or. e'l't'n. "ker,-,ords." where you 11st as many ~eyw-ords dsp()',S1bleto deswbeyou~lf When developing your 1,st. be <re6t1ve, butbeaccurate lncludethestanda1dJOb t,t•esfor yourcur rentandprevious1obs, part1cularly 1fa pev10us employer used nonstandard \Jtles list any j0b- speaf1c. profew on-speof1c. and lndustry~f1c tools ,ndud,ng soltwa1eorhard.varethatyouuscorarequah- l edto use lncludeanymdustryandprofess1on.alorganiza- i;ons of which yoo are a member Include any common professional or te<hnrcal ac1onyms as well as the WO!"ds that expl.i1n them The phrase explammg the acronym

ChJpicr 9 • Assessing E.\lernal Ca111,hda1es 251

not have to be in the same sentence or paragr~;i1~· but mdud1ng both versions will increase the proba h y that your resume WIii apPear in the searc~;s~~:i~~t~;

!~r=:e~~rZ!s°~;::N~~i~n~~ent~s ca~

:~1:5: 1i:;~~~~fl ~n8B~s ~:1n~:~r;' ;~:~t!~ ensure thatyo.ur resume will apPear in the search iesult:s regardless of the exact WOfdS mput by the recru,ter Be sure to include the word resume in your resume as recruiters frequently use it when searching for resumes Putnmthetop hne (e 9 , •1 conma'sResume- )aswell as m the file name O Con1na•resume html) Usmg the word r~uml. which 1s technrcally the cOl"rect form of the war~. replacesthe\etterewrthacharactercodetooeatethee Sornescarchsoftwaredoesnotrecogn1zeth1scharacteras aneandwillnotf1ndyourresume

S Attend to the security of your onhne resume Remove your stand<1rd cont.Jct 1nformat1on, 1ncludmg your address, phone number. business e-mail address. and peoonal address 11 11 1s as1.cx:1ated with a deta iled profile on you (as 111 AOL) Replace this mlormation With a Web-based e-ma,laddressthat1shardertotracetoyoupersonally, like hotma1I com, Gma,I. and MSN

6 Don't use a goofy e-ma1\ address (e g , hotstuff@aol corn) or yourme.sa~wiUprobablybedeletedunread U5elhee-ma1I address as an Ol)IXl(tunrty to market and d1fferent1ate your• self4ke kbell-web-pro@aol corn or kbell-MfT-PhDOaol com

0, i;;mJ1JJtc~, il i~ a good idea lo l1m1t 11 to the final candidates and let the candidate know that ,oo,.illlx- Jomg thc :.earch. Jtisalsobc.st todocumcntlhcscan:hand have someone other than :::~~

1 :

1 :1:~~~r::~~~ 1~ 1he search to PfC\"Cnt the decision maker from lcammg any lci;ally

WEIGHTED APPLICATION SLANKS The mfommtion collected on a job apphca11011 can be ~"~h tcd :i.:cord1ng to its imponancc. Having Job ellpens participating in a Job analysis rate the n:1~11,c 1mrortancc of and ihc rcla11ve time spent on each Job duty can infonn these "'cights.76 The dc~n:c to "h1ch different 11pphcat1on-blank mformauon d,fferentrntcs high and low per- forme r. can abo inform the \\ei ghts 10 use for each item. When infonnauon recei\"es d1fferen1 <. c1 ~hh. the aSSC\Smcnt method IS a weighted 11pplic111ion blank. As shown in Table 9-3. IH£JGUTE.D APl'LJCATJON • c1~h1,'d Jpp lica11on blanls are rcce1\"cd \\ el l by applicants, re lall\"cly mexpcnsi\c, easy to use, BlA,\'K , iJ hJ1c :1n a1eragc validity of .50. C"",,;,=,,:::;,,,cc'":::",::-.,::-, _-,-,,::,,,c;d,ffi:;:,cc"":,-' -

Dcv..-lopmg a "'e1ghtcd apphcation blank in,·oh·es: m/orntarron m :mts d1/futm "t•lfhU

I. Sdcc11ngan cmploycccharactcris11ctobcmeasurcd; l lJrn11fy mg 11h1chJob appl1ca11on questions predict the desired cmplO)Ce beh;i, 1ors and

outcomes: 3. E,aluatm!:c 1hc quc~t1 00~• relative pred1c11,·c po1>.cr, t 1hS1gn111g 1>.c1ghtcd\"alucstocach relcvan1qucsuon;11nd ~- Sconng each applicant's complc tedJob-applicauon form usmg the sconng lcy.

Cand1da1c Jd, anccmcnt decisions arc made according to applicants' 11 e1ghtcd score~ II .Jij ci cn Ix- p~s1blc to determine 1hc total score below which a prospccti\"e cmplO)CC might be a

n,k for the company and above " h1ch the applican t is likely to be a successful cmployee.77 \\i ight~J apphcahon blanks look hke regular appl1cauon blanks, and apphcants typically do n\lt l no11, lllJ1 a 1>.c1gh1cd scoring system will be used to e\"aluatc their answers. Although th is

I

i

l

2S2 Ch;af,tcr 9 • A~ 1ng E.w:m:il Candi.hi~

BJODATA

~Q"'II.J /U)ll.ab,,u/ C'IJl'.du!,Jttl

lll/Of' Jl.l. kQrl t q,t''1 t llU J, ,ro,mng. an.dtds,,;(J[,,,,,

Prsvious Occupallon Social • 1 Nolsooal - 1

faiucar1on 8yearso 9-10years • 1 11-12years • 2 12-13years ..- J Over13years • 2

Personal Sales Experience Previous sales expenence + 2

Full• or Part-Time Preference Ful111me ..- 2 Partt,me - 1

Confidence

Repl ies to question, "What amount are you confidentolselhngeachmonth'+ 1 Doesnot,epty toquestlon - 1

FcW'Tlily Sales Industry

~:: ~n;one In your family ever woi11.ec1 In sales?

NoO

FIGURE 9·l A W•lght~ Appllc1 tion Blink Scoring Key for a Sales Assodat• Poiitlon

encourages hones! answers. any appllcant-pronded mfom1a11on ~hould be \·erified if . . U5N m makmg a hmng decision Figure 9-3 shows a sample (fictitious) weighted

11 ;st0 bt:

blank scori ngkeyforas.alc)as)oc1a1cposnmn. 1

PP 1cation One cnoci~m of the weighted apphca11on blank 1s that i~ doesn' t matter why an i1tmdif-

fcrcnt1:11es sueces~ful from un)ucc~·,~fut performers, only 1ha1 11 docs. To muimize thee~ lhat an 11cm will work O\'er ume, 1! is be)t to know or at least ha\'C an idea 10thy the predicts Job success. For e.,amplc. ask.mg whether someone v. as e\·Cr lhc captain of a s~uestioa 1s a clcarmd1ca1oroflcadcrship. We1gh1cJapphcat1onblanks have bcen uscd successfll occupauons including production wor/,,crs,7! sc1cnusts,N and life in~urance salespcople~JWilh

B~OGRAPHICAL INFORMATI~N (BJODATA) B1ogr:iphical information, also referred to II b1odu1a. is collcc1ed \'1.'.l quc~tions about candidates· mtcrc~ts. work experiences, trainina, and education, assc~sing a vanety of personal charactcns1ics such as achievement orientation&nd preferences for group versus md1v1dual wor/,, . Biodata quest ionnaires allow people to describe more personal aspects about 1hem~lves ;md their experiences and successes in social, educa- tional. or occup:i tional pursuits.81 Bmda1a can be collccled as pan of a job application or via, s.cparaiequestion na1re.

B1?'5ata, ':hen properl~ done, can be both valld82 and low m adverse impactu although ad\'crse impact is a possible issue. Ad\er~e 1mpac1 may depend on tl1c degree to which 1terru d1rcctly or1 nd1rectly rcncct cuhurald1ffcrenccsmpcoplc 's soc 1:il, educational,or cconorruc advancement oppor1um t1cs. Thus, v.hen developing a biodata questionnaire. you should in• elude items w11h the potential fo r red ucing a<herse impact, and validate and check the biodau for adverse 1mp:ict before using 11 m makmg hmng decisions. Guidelines, rcgulauons. and statutes restnct cenam types of 1nfonnauon from bcmg included on b1odata questionnaim to protect applicants from bemg dem~d employmen t b.iscd on foe tors unrelated 10 Jobs. Unless dcmon~tra tcd to be Job rck1 ant. 11cm~ addre \ ~1 ng race, gender, marital status. number of de- pendents, b1nh order, and spouse·~ occupation arc clearly not appropriate as a basis for mak- 1ng se!ec11on dcc1,1ons As lung as lhcyarccorrclated wnhJob suceessor rc lmed to"businelS necessuy," other pcrson:il 11cms, )uch as a pi.•n,on 's grade point average or le\·el of cdueauon, can be used forpersonncldec1~10ns although 1he1r 1endency to cause ad\·crse irn pact nced110 be chedcd After evaluating 1he1r cffectl\ cnns, Google no longe r asks for gr:idc po1n1 a1er• ages fro m candrdatcs v. ho ha1 e b,.:cn out of sd1ool for at lea>l three years, and doc<. n't rcquirt standarducd lC>t ~core~ {!11.c the GRE or SAT) from any candidate.SI Table 9-5 contains some samplc bioda1a11cms

For mora l. ettuca l, and legal rca,on,, b1oJa1a Hem, should not be inllu, ive or 1nal.e th( ~~pondcn1 uncomfortable. In general, a b1oJa1 a 11em , hould not mqu1rc about ach1'1l its to v.h1ch no1 e\eryonc has equal accc,s or about e\ cnh 01 er v. hich the indi \ u.lua l has no control." Nonetheless. Just because one re,ponJcnt was a capt am on a ~porh team and another rc<.ponJl!Dl

Sample Blodata 1tems

~est responseto each quest1on Ct i-iow rnanr d,ffere nt pay,ng Jobs have you held fo r more than two weeks ,n the pa~! year ' 5-' b 3-' , 1-2 cl None

2 r rny le sure t,me. the act,v,t1es I most enJoy do,ng are

• a learn spor1s b 1nd,~1dual sports c c onstruct,ng things cl Read ,ng f 5oc1al actMt,es I /\oneofthe above

3 Ha~e any of your lam,ly ever wo~ed on th ,s industry?_ Yes_ No

4: !' ave you ever repa,red small moto~ at home?_ Yes_ No

Chapter 9 • As~sing fatcmal Cand1dam 253

~,,110 ~~:1~;~:i:~c:,! ;1t;~~~::sct::! ~;i,: ~~m~;i:: ::~I ::.~cnt 's accomplish- !!'Cnl•A, shov. n m Table 9.3, well-developed biod.o.ta items can ha\'e ace1::ptablc prcdict i\'e valid- 11 (a1era£C \a\ id!ly of .35) for a vancty o~ cri1c ri

0

a includmg tr3.Jn ing, job perfomiance, tc~urc: )!promou0ns.57 When propcrlydone, b1odata. 1s11lso among1hc bcst asscssmenttcehn1qucs :~:wn, of min1miling adverse impact although opph;ants may perceive !hem os in\'D.Si.\·e88 and

d ffcri:nt kc) ) rna)' be n~cdcd for males and fc malcs.8 Biodata ha\·e been used 10 prcd1c~ ~ any l'.r-,•ct, of JOb succc~s with many di f~ercnt jobs, including research competence and crca11v1ty.

90

('reaungabiodataasscssmcnt mvol\'eS:

I. JcfimngJobpcrfom1ancc; 2. id,•nt1f)mgcmployecs whoha\'cdone1hcjobsuccessfully: .1. colkcung b1ugraphical data; t com:laung 1he b1ogr:iphical data with the perfomuincc scores; !. crcaung chc final b1odata fonn : and 6. 1csung, us1ng,;mdcon11nuallychccking theuccuracyof tl1cbiod!lta.

An example of a biodata formula to predic t the tenure of secretaries 1s as follows:

Tenure "" (3.1 x yearsofeduc:it1on ) + (4.2 X )'earsof rdated job eiqJCricnce ) - ( 1.4 x miles from office).

Biodata hasbccnuscd succcssfullytoprcdic 1sucecss v.ithclcctricians,91 blue·collar ·•or~c rs ,92 Jnd managc~ .93 Internet sc.ll'ch company Google asks job appl_icants to ~omple~e i~ clJhora1c onlme ,un·ey that e.,p1orcs their auitudes, b\:havior, personal ity, and ?mgr:iphi- cal <lm1ls guong back to high school. The questions range from the age when apphcants fin;t rnt o,11cd about compu1a s 10 v.hcthcr they l1a1·e e\'C I' llllored or established a nonprofit or- ~lm1Jtmn Jnd arc used to predict how well a pe~on \\ill fit in10 Google's cuhurc . To create ;~ 1>1oJJ\J for rnulas, Google as lcd C\'Cr)' employee \\ ho had been working ~t the con:ipany fur al b~t fj \e months to fill out a 300-question survey. It then compared this darn with 25 ;cr :irJtc mca~ure~ of each employee's perfon11ance, rn.cludins the empl_oyce' s_super\'iso~ and r,:~r r~rfonnan~·c rc\icws, and their cornpcnsation to identify which b1odata 1tcms pred1c1ed r,rformJncc

The J1lfcrcnce bc11,cen job applicauons, weighted application blanks, and biodarn ~an 1-. confu,m i.; Job upplications :i re the forms job apphcants upcct to compl~te to pro \'1dc 1nfom1Jt1on about themselves \\hen thcv arc applying fo r a job. Weighted nppllca11on blanks loo!. ll~c rcfub r Job applicauon form; , but unl ike regular job apphcations, _apphca.nts' re· ,pon,, , arc ~cored and combmeJ to dct<'.'rminc the 1nd1vidua1' s hkcl)' fit \\I th the Job and th~ orpn1 1auo 11. Job apphcauo11 ~ may contnm hiodota items but do nol ha\'~ to. Wcigh~cd Jrpltca11on !,I an /,,, arc de~igncd to assess different t)·pcs of b1odata. When items on a Job

,

I 1 I

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254 °'2rtcrQ • A, >C'<>tngl:.\t.:m;i!Canll1<hlc,,

COG.\'/Tft,£ AB/Un' Tt:STS

ILJttrltalau,-ua,,.,,w"·,,,"'"J _,,,,,1ub,,l,r,n_ 111di.d1n1tl.r1rul'WI andlNWl,....,ncaJrr.....,.,,".!'· t,,·'"· andp,,.rrq,n.,,,/.,i,,lot,,,

applicauon llfl: C\alu:i.tcJ to dclcmunc ho,\ well they prcd'.ct Job success, the~c bit-..lJIJ For e, :i.mpk, 11~~mg appllc:mts to ~talc their yc:irs of e, pcnencc in an oc a m,mmum-qualificauon\qucsuon on aJobappllcaoon. but \\hen people ' thatquc,uon:i.rccorrc l:ncd"1ththc1r subsequcnt JObpcrforrnance, 1hen11bcc A s " 1th :i.ny assc~smcn1.Job appl,catmns, "cightcd appl no, bc U\ed alone They ~hou\J be a part ofas)Slcm thal c, aluJtc different aspects ofh ~cly JOb performance. Job bl:i.nJ.:s. :ind b1o<latJ are mo~t common!) u!>Cdcarly on m the !>C~~uicnt methods.

:~:~n: Nu~! ~:::smc;~~~oh::~;~~~~,~~:~::.~:~1~; :~~!:~1:~;~;:::•CT.1 111 fic auons for a Job. Some recruiter., u!>C the phone mten·1ew t~ asse~s an applicant 's 07:4 cnucal screening factors to pre,·cnt bolh pan,c~ from "as11ng Umc. Other rccru ,1ers 115Ctbe Jllb phone s-:n:cn a~ a "ay 1odc-1·clopa more thorough picture of the mdh-iduaJ andlortogi~e~Jc.

~~~•~::~:~~=~•:J:;:l~~~nc screen can ahohclp lo 1dcnt1fy other l>OSlll01ts1,~

In an c:lrlier chaph:r, "c noted that on~· common a!.SC~~mcnt mistake comparucs 10 ai.~umc that highly 4ualified anJ c,.pcncnccd app!u;ams \\ 0uldn't be happy m a_lOb

:s:~:~~\~~::::;;:~~sl~h:;;~r::~~> 1 1~1

1 1~ :;t::r~n~~d7na;~h~: : :~::0~~~

a stabkandgro"mgcomixiny,apo,,,tile \\Orkcn11ronmen1,andthech:i.\lengeoflcarrnna~: thmgs. Highly qualified people arc llkcl) to get up !O spc,:d fa:.te r (s:i.vmg trrumng CO!l5). htl mentor other c111plO)c-C~, and can l>e a good value A quick tcl~phonc \i.C~e_en can allow •sec:. mgly o,crqualified appllca~ to elaborate on tus or her mtere>t m the po51IIOII and reccptwcnca, to acecpungalo\\ersa!ar,·.

Evaluative Assessment Methods COGNITIVE ABILITY TESTS Research shows that md1v1duals with higher levels of gellefl( mental abl111y acquire new information more easily and more quickly, and are able to use lhiit 1nformo1Jon more cffc:c11vely. Frank Schmidt and Jack Hunter's~ re1,earch suggests that lt'l- cral eogmt11"e ob1hty mnucnccsJob pcrforrn:i.nce largc!y through 1ls rolc in 1he acquisi1J01tllld U)C ofmform:uion :i.bouthowtodoonc"sJob Research supports the 1deathat cognitiveabihty 1s more 1mporunl m complc1l JObs. "'hen md1\1duals arc new to the job, and "'hen lhert arc ch:i.ngcs m the workplJce that require "'orkcrs to learn new ways of pcrfonni ng their JObs." ;~1:_,c;~~~~~~t:i mcludmg Internet SC:lrch firm Google. prefer to hi re for in telhgence rathn

Many orgamLauon,. mcludmg the Na11onal Football League, 100 use cogniti1c ability ICSl!. Cognith e ability tests arc compu1cnzcd or papcr-and•pcncrl lcMs that assess candidates' gtn · eral mental ab1lit1cs, 1ncludmg their l"erbal anJ mathematical reasoning, logic, and perc-eptual ab1l1ucs. Becau!>C the Kore~ on thc~c 1es1s can prcd1c1 a l)l!rson's ability to learn ~ia ll'limn1 oronthCJOb,101 bcadapt.1blcand s.olvcproblcms, andtolcrutcrou1ine, the ir prcd1cti,e\al1Je may nsc, g" cn the mcrcasmg CrcnJ toward JOhs rcqumng mno,otion. contin u:i.l tramins, and nonrouunc problem ;,ol,ing. Thcrc arc many different l)J)CS of cognill\'e abtllty tests, 1nclud1111 the Wondcrhc Personnel Tc<t, Ra\cn 's Progrcssnc M3tncc~. the Kaufman Bnef Jn1elligtnce Tm, and the Wech~ln Abbreviated Scale of lntcl11gence. Table 9-6 contai ns some qucstlOG5 like those found 011 the Wondcr!ic Pcr.',Onncl Test Some organizations customized tests to as- sess cogn1tl\e ab1luy. P&G has O\Cr 1,000 adapLJ,•c reasoning test questions cal ibrated byo1'tf 180,000 candidate, and 1al1datcd with 01cr 2,000 cmp!o}ccs that 11 uses to mensure cognlbvt ab1li1y andth1nJ.:mgs1ylc iro

Dc;, pnc being c:i;,y 10 ur.c and one of 1hc most 1 :i.hd selection methods for all jobs. 111th an average vahJ 1tyof 51 , cogmthe abihty 1ests produccracial1.hffcrcnccs that arc threcto{il't umcs larger 1han other predictors, such as b1oda1a, pcn.onalny m\"cntories, and struc1urcd 1nttr• v1c 11 ;, 103 Al though the reasonsforthc d1spara1e impactarcnnt fully undcrs1ood, 1t is lhoughl 1ha1 fac tors mcludmg cuhurc, the different accc ~~ people have 10 test coaching and pl'tparl· hon program,, and 1he diffcrcn1 tes t mohvanon lc\ cls du,• 1o d1ffcrcnt perceptions of the test's

Cha[>!er9 • A;~,; mgE\lema\Cand1datcs 255

Cognitive Ability Test Items

.,,; :J·low'~~ ~u~~:o;~;:~kaer:a~it~:c:i 0 o; ~~~;::~ri,c Pe~onnel Ten mmur,ng

,~n::::e,the f<rst two statements a re INe Is the fin;,I one (1) True , (2) False , {3) Not

:e~~;: ,,\ pl;,ys basketball , AllbAs~etba\l players wear hats • The g, rl wu~aha1 Pe rcilssei\ lorS017each. Whatw1l! fourpenc1\s cost7

2· How many of the live pa,,,. of items listed below are e ><a ct du plicates? J 5m th, T J sm,th, J T

l ao, G L,ao,G K Ba rry, PPBa1ry, JP.

6::~: i: / , . ~E~:~~,~~::L!~~~:;se words

2 Havecontrad1ctoryme3n,ngs?

3 Meanne,ther thesamenor oppos,te"'

.,\rJrl) anwng people m d1ffcrcnl ~ubgroups _m1gh1 ha,e an mi~ct.11)1 Apphcants also often

d1,h~ca::~:~;'~1:::~:;/~~~~t~~:c ;e;~~~~: ~c111,!~:nrc~: :~: cognmv~ ab1l1ty tcsts,1~ cm· r1wr, shou\~:~~l1~1:t:h:::ic,:f~~: :s~~ta~~~:~~~~~t~sd~1~~~~:~~c"~~1tcea:s~-f ~:cg~::~ ~;,:,

0 1:~:~~'Ho\\c \"Cr , t~cy can often be combin~ wnh other pn:diclors to 1

~,crsc the ad,·cr.,c

1 ~ir:i~t the)' 1ia,c \I hde 1ncn:asmg the overall 1•3hduy of the iesung process.

0GN1TIVE ABILITY TESTS Tests can also measure psychomotor, scm,ory, and ph)si- Psychomotor tests assc.ss a person's capacity to manipulate ;111d control obJCC~-

R<Alion wm:,, manual dc:,, tcrity, and arm-h:i.nd stead1ncs~ are c:,,nrnplc) of p,ychomotor abth•

/'S}'Cf/0,\IOTOll TESTS

~ n·orY tests assess candid:i.tcs' 1·isuJl. aud_llory, and speech pcrcepuon, The abiluy 10 ~e \~c1/ar1Y. J i,c.nm1na1e colors, :ind sec in low \1 gh1 cond111ons arc c:,,amplcs ofscnr.or::,· abih- \~< PhHical ability tests asSC)S a person's strength, flc11ib1hty, cndun1ncc, :ind coordma~io~. Th: ahiim to lift certain amounts or weight e1len )Ourself physically 01·cr C).\ended pen~~. 3 "J ~; cp ;our l,alancc 1,hcn in an unsta~le position :lrC e.,amplcs of physical ~b1h11cs, Physical

arillll tc,h .-an reduce injuries by ensunng that emplo)·ecs can do ~ecess~ ·, Job,.rc\atcd t:isks. FN : \ampk. fird ighterb must be able to carry heavy hoses up stam;.' deh'"ery people must be iMc 10 safr ly lift anJ move heavy ~);.CS . and so fonh. BL-ca_lbC ph)~ica! ability tests c:i.n, rcsu\t 1~ tl<l,cr,e nnract against women, it 1s 1mportan1 that all apphcants hal"C a fa ir chance to perform JnJ ihow t!ut the) meet the job"s BFOQs. As sho"'n in Table 9-3, 1,hcn ca":fully dc1·e\o~d to a,'<'."lJob',rcquiremcnts,noncognitil"e tcsts canbcl11ghly1•:i.liJ, wclln::cc11"cdhyuppheanb. JnJ rclat"d) ca,y to use .

VALUES ASSESSMENTS Businesses often h31"C J.:cy values and core co111 pclcncics tied to their b,in~,, ,trat,•grcs. A~ we have discussed, it is important to mak_e sure new c_rnplo) ccs appre~1- i1c anJ ,hare these \aluc;,. Some companic~. inc luding J&J, \\h1ch \I C 111cnuoned _at the ~g1n- r,rg of the chapter. ha,·c imprO\'Cd their co:;r,ratc cff«: t\\'cnc~s by ac th cly m~tchmg their can · diJJtn' ,alws to their corporate cuhurcs.1 Computeri tcd or papcr•and-pcnc1\ as)cs~mcnts or car<li<latc, · \ ;i\ues c:,, ist. Some firms try 10 C\'aluate candidates by watch mg groups of candidates mtcrJ, t1111h oncano1hcron s1ruc1urcdtasJ.:sandexcrciscs.

1em tlu,ra.u~1,1ht capue1ty 11f " p,r <om r.,m.,nopu!dl~"',d c,,.,/r,,I o bJt<I<

S£\'SORl'TESTS

Pll l'SICALAHILJTl'TESTS rr mr!ia r a,uu ar,,. ..,,,·,p/n<o~a/ alx/111r< 1nrh,d,"S <trt"grh, jlt <ibr/,1) , tnd"m•a . .,nd ~Mrdm<11«"'

PERSONALITY ASSESSMENTS Personality has had 3 spoil)' reputation as a predictor of ,.., orl,: l'J l(~rnc, Until the l990s. pen.onality assessments 1\cre a poor pn::J1ctor of pcrfomiancc:

1 1l'J

Soow (>1 the early \C)l~ that "'en: ,ricd "'ere dc~1gned for employment screening, but other., \\e re tN1 originally intended for diagno,,mg mental illness. The Minnesota Muhiphas1c Pcrsonal tt)

I

I 1 I

J

I

256 9 • Aw::s.slll& E.\laNJ CllWIUJJ.i;:s

~~:n~~~~\:\:1n~~~ 1 fa11fom1a f\)shologKal lnn:ntoncs prescntN lpPlican~ " tlh b\c,

• I bi:hc,'c my sms unP3ft)onabk • I would h\;c 1obea non~t. • E,·,I spm1s pos= me sometimes • Jgo10 ,;hun-halm0Mc1·cr)' ll('el

amon~~"1!.U::~:s!~'!c:~~: ::t~~~;~u~:,t1;~:.~ 1:::1:~0:,~-- m predicllng Job sucrt".SS conunucd. Ali ~hown m Table 9.J. personality tests can ~ moderate vahd11y (ranging from - .13 to .33), "' h1ch 1mpro1·cs \\hen lhe l)Cnonal it lot.1o 1s "'ell matched to specific Job cntcna. 111 Ou1soun:ed con1~1 center operator No~o~ 14 pcn:cnt greater producu1·1 ty and 10 percent lower early Job altnuon when it Stancd

~ta:::~l;o~~~~;I: ;;:s1t~:~;c~~:~~ :t~~o:~::1::~sc:b has~ 1nstruc11onsri:fcrenccworl.:.•spcc1ficbchav10r.;. 1D ~Cr

forma:~,~~71~ ~1:~1:.:a:;~;;o;~u:~:~~;;ra::~'J°~:1u~~~~:~~! :~iew ~- "'ho had been Lhcn: at le:is1 fi,c monlh~ 10 complcle a sur,·cy a~sc~sing factors LnclZO)'tts

;~~::~ 1 ~ ~:~: ;~ ~o:ci~~re~lf ~a:cmp1!:,;

for roles in sates. fmancc,eni:1ncenni:, and human resourccs.114 Google con1inual]y~ i_is assc!!osmcn1 and h1nng approaches based on ns ongoing analyses of \\< hat prcdieis,::;: wcccS5 and "'hy. Johnson & John~on. Lo"c~. and Wal-Mm also use personali ty asses.smc 10 screen cand1d111cs. Because of 11s operational c~cdlcncc stratq;y and focus on followin Dis

~:!~;~· ;::~::~:~c~n:/~;n~:::~t-~~s"ho disagree 1<1lh the statement. "There 151r: Because hundreds of different pcrsonaht) trans cimt. researcher.; combined related

;;onal1tytrj11!,am.lrctluccdth1slistm1oafe1<· broa<lbeha,·1oral(rather than emouona1or per· u,e)traJI!, thal each cncompas~s many m~re ,pcc1fi~ Ira.its. As a group, L.hcsc Big fi ve rac: pcrsonalrt} capture up1o 75 percent of an 1nd1,1dual personahty.116 The Big Five factoB1rt

· ::;:::,7:;;-; 11

outgoing. a~rt11e. upbeat. and 1alka111e: predicts salcsptl'$QI

• Co11scitntio1u ntH: a11en111c 10 dc t:ul. 1<1ll1ng to follow rules and e~en effort; Pffilicu pcrfO!Tllanceacrm,sall occupauons 118

• Emotional Stability: rnlm, opllm1~11c. "'ell adJuito::d, able lo allocate re.\.Olll'CeS to ICCOa- plish tasl..s, predicts JOb performance m mo~t occupations, panicu1arly those involvtq mlcrpcrsonal intcracuons and team1<ork such .lS occupa11ons in managemcnL sales, llt 111d teaching.no

• AgrttabltntSJ: S)mpathc11c. fncnd!y. coor,erJ111·e: predicts performance in Jobs io1ol11a.J tcam1<orl.:andm1crp,::rsonal mlcractions 1- 1

• Optnntss to Uptritnct: 1ma:;1na.t11e, mtellectually cunous, open 10 new ideas ad change,pred1ctscn:au1·11)· ando.patnatepcrfonnance. 1?2

Consc1enuousness and emouonal stah1l11y ~m to predicl overall pcrfO!Tllaocc fora 1ocle range of jobs. m These 11<0 ··generaluablc" tr.ms \Ccm to affect pcrfonnancc through "wiU dlr mouvational components. On the other hand. general mental abili1y affects performance in all Jobs pnmanly 1hrough ··can do~ capab1lit11:s. 1' 4 Extra1·ers1on, agreeableness. and openness too• pencnce (U"C valid pm:lic1ors of performance only m specific occupations or for some critaiLus Ex1r.11m.ion predictli performance m occupauons,.. here a s1gn1fican1 poriion of the JOb uwoh-es mler.Knni: wnh others. particularly "hen innuencmg others and ob1ainmg slat us and power is~ quired. such as in manage ml and sales jobs. 116 Agreeablenc~s 1s a valid predictor ,..hen 11 comes to Jobs rnvolvtng as1gn1fican1 arnou n1 ofmterpcrsonal mtcract1on. such as helping, nunw'iag. and cooperaung with others The 1ra11 m1t,t alw be 1hc ~mgle bc,t personali1y prcdic1orof 11 ho ... 111 and 1< 111 not "'ork .,,,ell in a learn 12 Emplo)ccs 11,ho are argurnen ta1 i,c, innc.ubk. unro- opcrnuve. uncanng, mtolerant.andd1ugrccableare l1kcly1obe lcss cffcct11c 1<orkingin 1e.uns and also engage in more countcrproducu1e bcha11or,, ~uch as 1hcf1. One·s opcnnCM 10 MIi

Chaplcr 9 , /\sle)ilng E.ltcma\Gind1dJtes 257

,n,r,ec, 1~ a prcdic~or of a person' s ma11v11y and ability 10 adapt to change. 121 E.mplo}ccs

r•I' arusucally sen,1u1·c. 1n1e\1cctu:U, cunous. pohmed. original , o.nd independent ore hkcly ~h(l JI t,,:urr 1<1th change and be mnovau1e on L.hcJob.Ll'll Lo-' ,k 111c Bi!! Fi1e an- wry stable o.,.er time, 1111d seem to be determined 1n p:ui by genc1ics.1.10 L.M .11! r:r,0na\i1y tests. the nli~uy of the Big Fh; h~'::o:,~; :~s:~~t:t!ecct~~; f ,,tl,(I :c-cJu;,c 1ob pcrfon11an,;c rcnccts many diffe~nt behaviors, some scholw-s feel that broad

J1 •~:~1t1~;~;~h1: ~~1!:t:::cf ~~:,~:: ~1=:~/~w:i;:;;:::::}~!~::e~~; u(lll tioJ~ Cons.c1cnuoumess is 1hc most consisLCrit prtdietor of pcrfonnance across l'III occupa- ir.,:t ... 1th 11n a1er.iilc validity of .31.m suucs1ing chat conscicnuousncss may be a useful 11.s- '.l(J!l~nl mcthod for all jobs. Some ~h has suggestcdthatconsc1cntiousness andemo11onal ~IL) arc r,micularly useful for predicting performance for jobs higher in complexity .131

'1l 11some prominent scholars argue that the best cnicnon-related validities will result from

Jtchinj! ,pe~1fic 1rai1s (1n11.ts narro,..er than the Big Ft1·e) 10 specific JOb-relcvanl performance :J!ICn-ion> J.i-1 When choosmg a pcrsona!Jty :isscssmcnt. it is critical 10 match the trait 10 some 3,f"'t of JOb success in terms _or bmh content specificity. If a finn wants 10 predict broadly .xfined Job success. broad tnuts. such llS the B1g Fi\"e, may be better predic1ors than narro1<er

~r,::0: ;~~~sc 1:kri;;~:tno;:=\:! 0::::: ::n~:i;::t:~r";~i~:~1:~:: :. ).)\cs Jn1c. and !oOCial mtcrcsts'" might ha1e higher validity.

lnaddition 1otrying1ofindappllcantswithcharnc1mstics tha1 fitthc job,workgroup. Jr.l c,rgamLat1 on. new hire fit cnn also be maximized by smenins out applicanlli with charac- ll'°'uc~ that arc related to poor fit or perfonnance. Deruilrn urc pcr.;on!llity or other attributes ~DE"'RA~l,:,U:c_• ---,--,----,-c- th.l! cnntnbtHC 10 failure . Talent management and assessment c~pcrt Dc1~!opment Dimensions ~,wnaJ,ry or 011,u 01rnb,.,e th"1

!nl(f!1JtlOnal, rc1-Carchers Joyce and Robert Hogan. and 01hcrs hal'e identified several pcrson3.I- '""'""'"e' 1" '"''"" 11, aiml>utcs that can emerge in times of s1rcss that dernil people's chances of success. Being too ~" romlnag1ng. 100 scnsiti\"e to crit icism. 100 auention-se<!king, or too moody, for cx!lmplc, can di,1UPL rtlauon\h1ps and hurt performance. ldcntif)•ing the dcrailcrs for a job and takini: the um•· to"ml out cand1d:itcs ... ho possess these undesirable lrllits can impro\"e the chances for :i. sood fiunJ <ucccssful h1rc .L1<>

fJ~ 1ni: can 1-ean issue 1<ithpcrsonality assessmcnts.u7 although there is some evidence thllJpplicanb"' ho try to enhance theirpcrsonalitytcs1 rcsponscs alwtry 10 manage other's

1:11prN1ons of them on the job. which can ac tually help them perform the job bener. 133 When

coosiJcnng us ing any personality or values assessmeni. it is important to assess 1hc test's ,·alid- 111 anJ a,hcrsc impact. No personali ty test will work for all jobs or for every company. How !II.' a--c,smcnt has held up 10 any legal challenges is also important. as !lfC applicant reacuons to 1t1 u-.e Burv,, lns111u1c of Mental Measurements publishes 11. Mtnral Mtasurtmtn/S Yrarboo1Y9

t1u1 rc1 1c1< S 3 vancty of commercially a1•;111ab1c cognitive ab1hty tests as well as persona1i1y and ('l)lcr l)P,.:S of a.~sc~,111c nl tesls.

Personality 1cm arc easy to use, but applicants often react to poorly to them. Drug users, inpJrllcular, ha1c been found to react ncgath·dy to thcm.140 Tbc biilgcst legal problem wi1h peoonJlil) tests 1i based on privacy issues. For example. if I.he 1eslli ask about mvasive topics, ,x h a,a person·~ religious beliefs and scuml preferences. that are no1 shown to be related 1ojoh <u.:ee~, fir 10 the JOb requirement being prcdk1ed, this can get finns in10 trouble. 141

P,)cholog1cal assessments designed for clinical or diagnostic use. such as the MMPI and C.1.hfom1a P,)cholo~1eal lnven1ories. should not be used to 11Sscss the pcrsonahty of candidate~ nccr1 "hen Job~ they arc applyins for could endanger the public safct)'. such as police oflicers . fitrrifhlcr,. an ,J a1rhne p1lo1s. Thecourtshaveconsistcntlyrulcd against the use ofchnical p,y- :hl'l(,~ICJI J,-.cssments m 1he general business environment. 1~1 "The use of clinical personal it} 1r,muncnh 1~ also meonsis1cn1 with the ADA because the 1es1s arc designed to diagnose abnor- m.il t'•:hJ11orJI p:mcms. The ADA states 1ho.t an employer "shall not conduc1 a medical e., annn~- tifln ,..,.. mJkc rnquiric~ as to "'hcthcr such applicant is an individual wi th n d1sabili1y or as 10 the ~Jl ~re Jnd ;c1 cmy of such disability ." Di.cuss the use of any psychological test with a quulifi~d la,. :cr and .1,.cs, us compliance with the ADA and other b1< s. 1' 3 Exccpl io certain situations,

I

i

I

I\T£GIUTl' TESTS

11'_..,a\ar 1W<1n1U p,,opl,1

ln&<l'WOrtl,.,.,.u.""""•/)'• ""-'rrJ r.,,....,..,_ ,,,.,J ,r/u,b,~ry

l'OU"GRA/'H TEST

"'"''"r-r,and,rr<J1d.Jph}JtofoJ{1<"1 f==rJtm.th11ol,,wt.ratono/ a,wety.111r/..d,"lorand.,d,,1,s·b/ood p,rJJMff. T,SJ'<T/UIO<l.p"1Jr. 4"J<J.ur ro,,J.u:r,. ,ry .. 1,,1,,Mp,,n.mo,u,,tr, aunr, ofl{W'rn""-'

: 0~~1~~ccnn:f:\:~~1~~::1;:a1~:tA~::~o:~~~s1:;;t~~-[~!Pamncnt or a psyc~

The c;~'.n;~~~s;!1::p:o~~;1 ~:::;n~~;l~.~~~~;;u; 0 ;2h~71~!;~~n~omotion

tcstinghasb«n grow1ngbyasmochas assessment has submmed for open pos1110ns, pan1cularly in the n:tail, fooJ scn•1ce, and hosp11ality tlld Automated pcn.onahty assc1-smcnts. 11h1ch are oftc11 admin1Mercd online, can help to USlnts. andcost-effectin:ly prcsci-...-cnappl1c:mtsonJOb--rela1cdcharacterist1cs.145 qlliclJ)

INTEGRITY TESTS Why IS i111egnty 1111r,nan1? U.S. store-, lo!>e tens of bill ions of doll )Car-10 shopl tfting and e~p!O)'CC theft I Hi ring employeei, less hk<' ly 10 s~eaJ or engage:::: illegal or counterproduct11·e bcha1•1ors can be panicularly 1mponan1 for J0bs requiring handhng (such as the JObs held by clerks. tellers, or cashiers) or ha~dhng con1t01lcd subs'::!

::~hl~tt~l 0n~:~;i/::~~ce:::~1:~:::~~ :°!~~~~t:=~~rd~:~ :it:~~:;:Q

1JUS1wonhmess, honc,,1y, moral chllraCtcr. and rcliab1hty. Integri ty tests can be rkar purpos: that 1s. they can openly assess integrity The following 1s an example of a clear purpose qucsllOI[ "Did }OU ever wnte a check knowing you did not have enough money in the bank 10 COVQ- ll~ Allematne!y, an intcgnty 1cs1 can be gl'litral purpou and indm:etly asscss people's intcgnl)' The following LS a general purpo;,c quc:.t1on: "Do >ou hl,.e to take chances:'141

Intcgniy 1ests do not tend to rc~uh m ad1·~~ 1mp.ict and appear ~o be unrelated to «.Iii• U\'C ability. Accordmgly. "'hen used with cogn1t1\·e abi lity tests, mtcgnty tests can add '<lhd1ty to the sclecuon process and reduce ad1 cr.c imp:ict. Fal,.ing also does not appear to be a problem "'1th integril)' tests. Perhaps d1shoncs1 applicanti, choose not to lie more than do hon«i appJi.. cants because they feel that e\'errone 1s li ke 1hcm-.cl\'cs-dishonest. In other words, they nugll

~oo~tn~:ke:~:~t:l l~~:~1'.: :~1~e 1

~:::~~

1 :~yin~~;1:; :::i ,~:~:,:,i~!~

eJ1.amp!c, although some people arc con~1~1cn1ly hones! in all areas of their li ves, respondents agreeing with 11ems asking 1fthcy Malwa}~" engage in good bch:mor or "ne\'cr'' engage in Nd bcha~10rareof1en bemg d1shonc~L

As sho11'11 m Table 9-3. th<' valld11y of 1n1cgm y tcsLs a1cragcs .41 . In terms ofdctcctina countcrproducuve work bcha1•1ors, clear purpose 1ntcgrny teMs are more valid (.55) than genenl purposc:tests(.32). 149 BothteM.spred1ct moregcncrallycounterprudueh\"ebehaviors, 1ncludiq absenteeism andd1sc1phnaryprublcms,bc11cr1han they predict employee 1hcft1so AppiKuts also tend 10 react somewhat unfa\"orably 10 mtegncy tc~ts. 151 although, non drug users have beta found to react more fa\Of'Jbly to the 1cm than drug u!>Crs.152 Another issue with integrity tests tha1 applies 10 all assessment me thuds 1s ethical in nacurc Some of the people who score poociy on integrity tests are misclassified and wouldn't ha1·c ~tolcn from 1he company. Managers mu~ decide 1f JI 1s fair or ethical to use a te~I tha1 incorrectly screens out good applicants.

Integrity tests arc rclatl\ely inexpensr1·c and can be adm1mstcrcd any time dunng the: hir• ing process. Some companies screen all prospccll\C applicams with intcgnty tests, and othm only screen final1sts .1B As with :my a-.scs~n1cnt method, check that the test truly prcd1ctscoun• terpruducuve work outcomes, including a~enlL~1sm, theft, and disciplinary problems bt(cre makmg lhc test pm of the assessment procns. Not all commercially uvatlablc tests h3ve bcca properly val1datcd-1hat 1~. not all of them follow the Amcncan Psychological Association's guidelines for using m1cgnty tests.154 In add1uon, bccau~c 1hcf1 is no t a problem for all eompa· n1es, somcomcs the cost of mtegnty 1e~1ing 0LJ1 11e1gh~ the gains a company achie\'es by rtthx:• ing 1ts cmplo)ec-rclatcd theft. 1'i5 As ... ich any a.~SC\>ment test. applicunts· privacy rights llttd to be pro1ected. Integrity 1c~1s also ha\e kgal issues. Some states, including CalJfornisaod Massachusctts,llmntheuseofhoncstyandintegmylestinginmaking hiring dccisions.156

POL YCi RAPH TESTS A polygniph IC!, I measures and rc..:onls phys10logical foctorS though110 be 1ndicators ofan,1.1cry. 1nclud1ngacand1dJtc,,·t,1oodprcssure,re_,piration.p-ulse,andskinconducuv- ny, "'hik the person ans..,ers a scnes of ques11on ~. Ikcausc an:1,1ety often accompanies the 1clhng ofli.:s. polygraphsarc lh 01Jgh1 to assc~s lyingandhonesty, llowe\·cr. if the person isan.uousfOI' olher reasons. or can \'0lun1anly conlrOI his or her an~1c1y t~\·cl, the conclusions can be unrth:ibk-

Chapcer 9 • AI~~sing fa1cmal Canchda1es 259

n,c Pol) frJ ph Protccuon Act proh1b1ts emp lO)e~ from requmng appllennts or employees ,t.il-••ap,Jl)£:r,1ph1cst. using pol'.gr:iph resul ts for anyernploymencdcc1sion, nndd1scharging

1' J,-:iplining anyone ,1ho refuses to take n polygraph The only e, ccplions arc for the rniluary.

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157

KNOWLEDGE TESTS Job kno11lrdgc tests measure aeand1date$' knowledge (often tech· J08 l) rc<1uin:d by a job. These tests arc often in multiple-choice, css.::i!, or chcckll ~t formal and ~u;~ <.<:>S either the cand1da1e·s kno\\" lcdgc of II J0b'1 duties or c~pcriem:e level 111 th regard to ':J:b"stasks. 1ools, and procc¼es. An cumple is a tesl as.scssmg an HR Job uppllcant"s know I· ~ce of human resources. As shown m Table 9-3,job knowledge tests gencr,1.lly result m mini •

·1 ad •cTSC impact and can be highly vahd (a1·cragc validity of .48). pamcularly for compk., ;

1 1,s :,.1:myfin11s uscjobknowlcdge tests.

itfTERVIEWS 1n:cn·1e"' s arc perhaps th<' mo$t commonly used ~ kcuon too1.1s9 Research has ,ho"" that orgamzations that use more quahty s1amng pracuceI show higher levels of profil- ~iht) and sales growth 160 and lo11oc rtu~O\·er161 than organ1Lallons tha1 use Fc11erofthem. When mt,•r;icw procc~scs arc ~ffcct1\·cly 1mpkmcn1cd they can enhance 1hc .sckct1on procc~s.

:: 1 ~1~nJ~n;;;r::~~~;; ;~

1 :g~~:;::.~~~ing und better-fitting employees 11o ho will remain

!ntcr-'1c..,scan asscssavaric1yof skills.abi!ities.and stylcs. 1nclud1ngpcoplc'scornmum• cJt1,>i1> ~ill$, 1n1crpcrsonal sk1lls,andlcadcrsh1p s1ylc. Applicantsrc.:ict1·cryweU10in1en•1e"'s, l/ldJOb ~ckm, often rate m1en·iews as the selechon procedure. 163 Doubktrec 11,,ids used the results of mtervicws wi th 300 high- and IO"-'·pcrfonmng em ployees and bci;an <.Cn:cning candidates on the "dimensions of s1.1cce¼" u identified. Based on in ten 1cws wich res• tl"lll,,n agents. DouhleLrec identified seven dimensions fOf s1.1cccss on the J0b: prac11cal learn· inc.1camwo1k, tolerance forstrcss,sa!csabihty. aucnuontodcta1l.ad:lptab11ity/Oel1bility. and ~I\JUon. Doub!etrccthendesignedsp,..-c1fic in1en·iewqucsuonsto probcfor 1hcseando1hcr :i.1111butcs 161

In aJdmon 10 evaluating Job applicants, intcn·icws can ulso scrn:- an imJX)rtan t rccru11i11g pu!J'(™: and commumcate informallon about the job and organiwt1on to appl icants. Remember, irrhc.1n1s eh~c organirntions as much as orgamtations choose applicants. llowel'cr, it can be J,fii i;ult tor a single interview to serve bolh purposes. Often applicants being assessed arc too J,,trJ.dcd \Cl focus on the n-cruiting infon11anon bcingeonl'eyed to !hem. They arc likely 10 !cam mor~ aOOu1 a J0b and organilation during intcn·icws focused solely on rccrultment. 165 Thus. if J ro mp;i.n)' decides to use intcn·icws for recruiting purposes, the mterv1ews should ideally focus c1elu,1,clyon rccruitmg

Some cmplo)ers ha\"e also begun using tools such as Skype to conduct employment inter· 11c,., 01cr th,· 11cb. This can save money, enable faster scheduling ofintcrvtcw~. and allow for the ,nl'Cnmg of a greater number of people. Web sites including Hire Vue let candidates quickly m JI~ 11dco interviews to allow potential employers to interview more candidates faster and l'OOueecosls. Theernplo)ersirnplyc-mailsalink toqucstions andthecandida1c records bis or n:r rc,pun,._·,v1awcbcam.

There arc several types of inten•iews used for candidate assessment. and ne~t, we dis• su» some of the most common: unstructured interviews, structured interviews, behavioral imer- 11c,., , and ,11ua11onal inten·iews.

Unst ructured intcn ·icws ask questions that 1ary from candidate to candidate and that Mirr Jcro,s 1ntcn·ic1n ·rs. llicre arc typically no standards for scoring or evaluating candidates· :;,~1"c1>.and they arc not always highly Job rcla1ed. l11c inter-·icw quc,t1ons :ire often casual .1.1d or,:ncndcd (e.g., "" tell me about yourself') and can be highly spccu!uuvc (e.g., "What do )1JU ,rC)OU1,clfdoingtnfi\eto 1cnyears?"). Theintcn·iewcroftcnreliesonh1sorhcrpcrsonal lh.:on~, aOOu t 11o hat makes someone a good hire. such as personal appearance and non1·erbal :uts (11h~1hcr or not the cundida1e fi dgets or makes eye contact, fo r example). and makes a qn ~ f lohal cvaluatioo of the candidate ... hen the in tc r.-icll' has fin1~hc•d . As shown in Table 9·3. th,: rcliabil11yofunstrue1uredin1ervie .., scanbclow(al'eraging.20to.38Jdue10 1heirl:lck ofrnn,1 , tcncy. 11h1chreducestheirvalidity . Many mana~crsnone1heksslikeusing unstruc1urcd

JOB 1.SOll'LEDG£ TESTS

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1ntcl"'le...,s bcc11.usc they frel that 1My .1l"C good Judges of othe rs, or bc-licvc that tilt Ill vised clever (although unvalidated) Wl)S of ,·crball)· C\'a]u:11in£ c:md1datcs.. C1Vcn U:

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and the !cgal nsksasr.ocmted w11h asking nonmndard11.ed questions that have not httn or shol'.n 10 be related 10 Job success, 11 1s hard to rt"Commcnd unstructured lntcrvJe,,,. structul'Nonrs.

Slructured inten ·ic\\·s arc in1cr. 1cws 1n 11o h1ch candidates arc asked a stri dard1Lcd, JOl>- rclated qucsuo11s \\·1th prcdcccrmmcd scor~s for different answers.I:~~ the same qucsoons are asktd in the !,;l.lllC way for all apphc11n1s, and because raters arc-~ toconsistcntlyuscthc samcratmsscalcstoc1alu111c11mwcrs,s1ruc1ured1n1crv1cv.s cclldlrli11tii1 qu,tc rd1ablc artd 1·11hd. As shown in Table 9-3, they h:wc an average 1•alid1ty of &s hi&h1s'°:; andan:hkcdby1pp1ican1s. •

They can be m(xkratcly e~ren,1l'e to develop. Nonetheless, research consistent) ons1ro1cs that well-executed s1ruc1urcd mtcrvie"s result in good prediction of high.;rfdt,.. mg employees_ l67 Ooc study dctcnnincd thlt the use of structured imcrvicws for a sales;-. reduced annualized mmovcr from 3S.7 10 !3.6 perccn1Y>8 Research has shown that~ implemented structun.-d m\C1"1"1ews used a~-sar1 of a sckc,~o n S~•tem can also redUiec ld,tn! impact l()'l and decn:a..-c related lcglll nsks ' A review of li11gat1on outcomes show$ that nizat1onal defendants arc m1.~\~ mon: !ilely 10 prevail m c?ur1s ?f law when using_iob.re: structun:d mte1"1·1ew fonnats This is because wuctured mterv1e,,..:s help lo reduced~ causedbyintc1"1'1c,\erb1as.d1ffercnccsmthcquc~11ons~kcdtoapphcants, andfactors unrcl«cd tothcjob.suchasacantl1da1c·sph)S1calauract1>cncss,scx or race.ands1y!e of dreu. Table9-7 outhnes the stcps m,·oh·cdmrraf11ng a s1ruc turcdin1c1"1'1cw.

bngu~;::~!~::;k~t~:~ ~:k~~;s~:;~;~\;'~~:!,;onn~ ::~~;~o 1~~ei~:;~::i

structul'C'd mtcn ic" s compan:d 10 unstructu r~·d intcrv1c"s because of 1he importance of lbtir cons1,1cn1 admm 1s1ra11on anJ ~conng in As the U. S. Office of Personnel Management states,

1 :1;c:::r:~~h;~:te:·:.:~~'.111;~1s1cr the structured interview. Inttrrie"U

There are t" o tnics of structun.·d m1erv1e,w bch31•1oral and situational. The cboict of behavioml or s1tuauonol m1crv1ew qucsuons dc()Cnds 1n pan on the level of the prior wed tl· pericnce of candidates. When 1n1m•1c11mg pe-upk wnh limucd "ork experience, situatiouJ quest1ons (cg .• ""hat "·ouldyou do1f. . "")arc hkcly to~cncrolc more insightful answers than behavior-JI qucsuons (e.g. ·""h~t d1J)oudo when ."") . We discuss behavioral and situational m1crv1ews m more de tail ned .

lleha,·ioral inten·iews arc ba.s.cd on lhc idea that "hat opplicanls have done ln the~ is abe11crmd1ca1orof the1r futurcJobsucccss 1han" hat 1hcybelicvc, fcel,think ,or know.m ll a behavioral mtcrv1ew, the mkn·1c.,.,cr first asks a candidate to describe a problem or sitUJbOI lhcp,;:rson foccd.,.,h1le workingoronyo1hern:levan1si1um1ontha1 highlightsa p31ticularwll. trait. or core competency. Then 1hc cund1da1e drscnbes the ac tion he or she took and the mu.Ju

rm Steps to Crafting a Structured lnteiview .. 1. For the JOb requiremen\S to be measured by a structured 1nterv1ew, identify the acttons and

behav1oi; that ,llustrate each qua l1 fi ca1,on For e~ample, wha! does leadership ski/ls mell'I in the context of the Job berng f,lled? What do people w,th good and bad leadership sl<il" do1 What 1s the ,mpact of d,fferent leadersh,p S\/ateg,es' Are d,fferent leadership apprCMiches equallyeffect,ve?

2. Wme questions that w, 11 generate relevant ,riformat1on about the degree 10 which cand,datespossess each1obrequuement

3. Create an answer key w,th benchmark responses for at least the h,gh, middle, arld low scores on the scale

4. Weight the benchmark responses based on the ,mpor1ance of each question relative totlle others G,ve more important quest•ons greater we'ght relat,ve to the other questions

5. Selectandtra,n 1nte1"111ewers10,ncreasethemtel"lllev/sstandard, lat1on. reliabil1ty, and vahd1ty

6. Evaluate the effect,venessofthestructured mter. ,ew 1n terms of1tsvahd1tyandthe reactio~ of stakeholders, ,nclud,ng how fair and Job related they perceive it to be

ChJ p1er 9 , fu~~ singE~t,:-malCandidalC5 261

- A Behavioral In terview Ou tstion Assessing a Candidate's Penistence a~tsr,on Tell me abovt a t,me when you were working on a proJeCt that you fe lt wu lmpor1ant b-)t that othei; thought was a w1ste of lime, Whit did you do, ,nd what wn the result? 5--E,,:,eilent I pursued the proJKt delpite the obstades because I really believed m rt . I ,,,n:ed the proJect to succeed and I tncd to find ways arovnd problems

/,hrg,n~I I cont,nued working on the project but shifted my focus to other proJects that had ~~erprobabi l,11esofsuccess.

~-Poor Once I felt that the pro1ect hid low support, I stopped work ing on 1t

11 ~;;i~d1~:1~r s::a:~!e~t \\~:s:c:~; : cs: i~t '. l~s~a :::~:~~1;:~ ~:~;:tF~~::~s~u;~ : 3cJndiJatc"s \\ ork cthi~ , tempe~ent. \"alues, arnl gene ral compa11bil ity "ith 1he orgamla- uon cJn often be assessed 1~ behavioral m1crv1cws. Ta hie 9-8 shows an example of a bchav1orol

,nta' ~:nj~~·:::::n :;:1:co;~! \~- cxo.c t llllswers sugges ted in the benchmark responses. Ho"CH'r, 1r:11ning can help in terviewers de1cnn1ne bow 10 score an appl icant's actual answer. A1S(l. 1faca nd1da1e hasa limi,cdwork historyoris unabk tocomeupwithanappropriatc , iwat1on or probkm, it can take_ ski lled probing to obtain a ~ombk response. Bcha\'ioral miw,iN~ arc most useful when II comes to evaluating job candidates who ha,·c employment ,,pcncna Ho"cver, they can also be cffecth·ely used 10 assess candida1cs with litt le or no -.c,rl c,pmcnce. For example. McDonald's bclic,·es that a well-run intcr,·iew can identify an irrhcJn(~potential to bea_succcssfu!employcc commiucdtodclivcringoutstand ing scrvice. \kDonJld·~ u,cs an interview guide 1hat helps to predict how an applicant's past behavior is iilcl) 10 1nnm-nce h1~ or her future pcrfonnance. The ques tions probe octual e,·cms or si1u- Jt1on, 1hc cand1d:11c faccdra 1her thanallowingapplicantstogi\"cagcncralor thcorctieal n:- :~ ~::h~e1~~1t:;:'.f;;·er rotes candidates on their responses and offers jobs 10 those who earn

,\SJJub candidatc, when preparing for behavioral interviews it can be useful to learn to u.c 1~STAR techniquc tohclpthe recrui1crcffccti,·drcvalu.1te )OUr responsc:

• Suu3hon or Task: Describe a sp«:ific e1·ent or situation, givmg enough de tail for the m1m1c\\er to understand the situation and what ~Ou needed to accomplish. The situa- 11on can be from a pn::viousjob, volunteer acli,ity. or any rclc,·ant event. For e.,amplc, MAJ1,:m,ing revenue was falling and cl ients wen:: not renewing con1rac1s."

• Amon 1hJt you took: Describe lhc actual action that you took. For example, .. I designed a n~y, Web ,11c arnl promotional campaign. I also designed and de livered a customer SCfl•icc tr.tining sc,,ion for our sales agents to develop sell ing and re tention skills."

• Result, tha1 you achieved: Describe "hat happened. how the event ended. what you ac- ,·t>mpli~hed. and what you lcnmcd . For example, ··New adl'crtisers incrca.~d 2.5 percent 01 rr1hcnc~tthrccmon1hsandourretcntionra1edecreascdby half. Wealsorcgaincd 40 pcrccnt ofour fonnerchc nts.""

Bcha11ornl intm·iews are more rcliabk and suh<.tantiall)" better at predicting job perfor- mon(,• 1han arc unstructun::d intcrvicws.116 Compared to unstructured interviews, behaviornl in• 1m 1c11 s hJ , c ~en ~hown to impro1·c the average job perfonnancc of new hircs177 and reduce •ub,cqucm cmployectumover.178

Bclm10ralin1crvicws also rcduccthee1Tcc1Sofintcrviewer binscs.179 Rcsearch hasfound 1,~;;t mtm tcwcrs arc more influenced by lhe atuacti~eness of applicants and 11pplic11n1s· nucmpts to m·a1c a pos111vc impression of them in unstructured in terviews than in struc1ur~-d ones. 180

Muny companies, including Southwest Airlines, use situa tlonal lntrniews. asking people ~nt ab,.JUt thctr p;ist behaviors but about how they mighi react to h)po1hct icnl si t~auons nnd how

~~h~l:.\::\~!,::~:::~:~::·~: ~ : ::t~~~~::ii~=~~:::.~~rl) high ,al1di11es but arc often

,\, thcv do with behavioral in terviews,job cxpcr1S crcDte a rating scale for a continuum of 1'-'1,1t>lc .m,~crs given during situational interviews. The answers range from excellent to poor

SITUATIO,VAL I\TERl '/ £1\"S

admi 1,rorlt M1< tM)1r111Mrw,:1ro A.,po1Mnrn1 111 ... 110,u

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262 Clupta 9 • ~1ng fatC'fNJ CanoJ1dlles

IB;I_ A Situational Interview Quution Assessing a Candidate's CommunJcar Cu, st1on lmi,g,n, that you ue currently very busy wor1<.1ng on sev,ri.1 important pt0Jects with fi ~ on deadlm,s. but your supeMSOr bnngs you a stack of unrelated paperwork lo complete that you let!

t~ a~~:::..:~f;~: ~:::~:~~~! :~,~~; attend,ng to this new p.pe~ ; 11 =:~=~':~: ~~1:n~u•:::;~~; ;::~::i,sr:r :er:;~:, ~::7h a;; !:~~;,~1:~~:;::i1 It WOil~ bt ' 3-Marg1n1I Te ll my super. ,sor about the confl1 ct 2 1-Poor Accept the conf\11:t as p,rtof the 10b and do the best I Clll'I

and hnk directly to the beh:ivioral objectives determined by the job :inal) sis. factllcnt aru.,, mdicate probable success, m:irgin:il answersrenectprobable d1fficu lty,and poor answtn en dicaie probable fai\~re in .performing the related JOb Lask. Although the exact expcrt-gc lll- answcrs are rarely gl\'en. mtcr.1cy,crs ari: trained to .1.eorc their rc~pon~s meaningfully~ poi l'lt on the continuum marked by lhe5e anchors. Table 9-9 1l~ustratcs a behavioral intei,.~ raung .1.ealclhatcanbcadaptcdforanyt)pc of~tructuredmtcl"'lCW,

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and h1rmg processes, actual m1crv1ew quc~11ons. and ~um manes or the firms and lhctr cul~ Companies· own Web sites often Jescnbc Lhc quah11es they lll'I! loo\..mg for m new hires Ind y,hat 11 takes to flt mto their cultures. The!.<! re,ourccs m:ike 11 possible for some Job sccltrs to fabnca1canswerstointcrv1cwquc ~1Jons thcy·\·canllc1pa1ed.

How can an employer spot false stories and 1mpro\'C the \altd1Ly of their behavioral Ulla \ lCl'. s'! The) cando M1bym.J..mgfol1ow-upquc\lJOns,cunously rcqucstingmore spcc,ricinfor. matmn about the story, a~kmg the candidate \\hat he or ~he wa,, thmkmg or fcehng at the lime., and ask.mg \\ hat the call(hdatc \c:irncd from the experience. This can make 1t more difficult for thccand1d:ue1ofabricateaconsistcn1story 183

Ct.SE l.\TERl'IE\\ S Case inlt n ·iews give the caml1datc a s1tuM1on, problem, or challenge and asl hlll llllt,.._,rJ,,,,~n,Wrurtd;dai,a or her to address and resolve II The case problem rnuld be a current challenge OfSIIUIIIOI ,.,-,probu1n.a,rlia/J,"g,Olld the organit3tion is facm g or has faced 1n chc pas, The candidate then asks theinterv1e•ir ad""" 0 • ~ , "' "'1,/m.< <Ind,,,,,,.," questions 10 bcncr understand the MLU311 01'1, gather relevant information, and de\"t lop 150lu-

SITUAT/0 \'A.LJUDG\fE.YTTESTS -a.nr,,of--.,J•tm.-~ <k<I/J, ,lt.,,, Jc,,.,ri.)1artpftl'11It d1trl>all)l. b\ ~·riM1. c,r111,..Ua,,.,,.,Jrant!iJiau ar,/J.IUdM'-ar!Mrb,l,,wur"'1...,,r tf!un<trupo,u, or,orM<>1trlot btJtrt<~tfrv,.,aLJ/ofalr,,,.,m,,

\lon or r~commendallon. Case interviews are popul:ir for asse,~mg cand1do1es forconsuh.1111 pos111ons and Jobs that n::qu1re s1rateg1c thmkm~. prnbkm-~olvmg, logical reasonlng, 111d analyucal skills. In a case 1mcn1ew, the rcasonmg prixess 1s l)pically more impoltllttlhu the actual ans\\ cr. Case \n tervicy,s arc someumesdonc as a group exercise 1n \\hichthc mtcr.1cwer(s) wa1chagroupofcandidatesd1scuss 1he case and agrceonasolu1ion. Deloilte provides candidates with ca~ interview lip) and prncucc cases on its Web si1e to help lhtm prepare and do their bcst. 16i

Wheoc:\"er mterv1cl'.~ arc u.>Cd, mterv1cwcrs should be trained m the purpose oftht inter• v1c \\,Lhemterv1ew protocol, the sconog proccss,andhow10 bcha\cdunngthcin!ervicwl0put the candid.ate at case and acquire: the mos1 accuralc mforma11on. ln addition, y,hcn an inltnitw !i,1;SS1on issc:h.!du!cd11should1ncludclO-l5mmutcs after thccand1d.a1c lca,es10al10wthc111ter• viewcr1o fillouthisorhcrno1cs andmakcfinalrJtingson1hcscoring d1mensions. lnter-1ic\\C!\ should bctrainedinlak1ngabbrcvia1cd no1es 1opre1·cnt1nt1midmingand d1slracting theeandi• da1cdunngthcmtel"'icw

SITUATIONAL JUDGMENT TESTS L1\..c snuanona\ 1ncc rvicl'.~, situational judgmtnl tests mca~ure Job cand1d.a1es· noncogmtlve skil l~. Shon .ccnmos arc presented \Crb31ly, in wlilia,. or in ,1dcos, and cand1datcs are;ll.kcdy, ha1 1heybehcvc 1s thc mos1cffcctnercsponse,or1D choose the beM response from a list of allcrna11,es. The tests ha,c a moderate ,ahduy of abool 34 The FBI uses snuauonal Judgment tests to mc~ure candidates ' m1cgri1y, and the ir abihty IO organ11e. plan, pnorit ile, relate l'fkctL1·ely 10 other., ma1nLam a pos1ti\"e image, evaluate iBfor- malion and ma~c dccis10ns. anJ adap11ochang1ng si1ua1ions.18:!

Chapccr 9 , As~smg E.Atemsl Cand1da1es 263

if11L.11.ATIONS Man)JObcand1d.ileslookgoodonpapcrordunngintcr. 1ey, s. TI1e qucs· Joi S ~n thry n-ally do the Job succc,\folly? Job simulations mca,urc people's Job skills by v~

1 ~: ~hi:lll r,:rfonn tasks s1m1lar to thO'\C performed on the JOb. SimulauoM can be 1 trbal, re·

l'll 1 1'1;, int(rp,.·rsonal intcracuon ond language slills, ~uch os a role-pla}'mg 1e,1 for a call center

~•('(~,~ Motor ,1mulauons 10\0l,c Lhc ph) ,1cal man1pul3t1on ofth1ng,, ,ueh as an as.1.e1nbly task

1 ,,iui -ce1fa cand1dJtccanpropcrlyopcra1camach1nc Mull1ple , tramcdracersanddcta1lcd

'-'\:n: •)'tcm>arc!)·p1cally uscdtoc,a\uatcands.con::cand1da1cs

JOB S/.\IUUT/0.\'S

1,,.~!atw~i rlusr mto.<~rt p,aplt 11ab ifi /h by lwn",C rhtm p, iform 1.1\l< i,m,lm 1, , Jholt p,,fa,t1otd 0,1 rM Jab

fJ fS imul Jllun,also d1ffcrmlhe1rdcgrceoffidtlit),Orlhes1m1\aruybc1y,eenthc....:enar1oand

,>;: Js (U~i::i ~:~:i!~~~:;~~i ~}:!~e~:~:~l~:~n::::~ ~l~~~~=::/;~;::l~ ~;!\~~ion u-c, 1ntcracmc expcncnccs 11<L1h both \·ideo and audio 186 Low-lidd1ly tests simulate

1 >;: ll>~ ,13 a 11r111en or 1crbal statement, LO which candid:ncs rc~pond 1crb;i1ly or in l'.rt\lng Jkh3"oralmtci- 1c 11<scanbca 1ypcof,crbal,lo\\•fidclit)"lmula11on.) l Simu!at10n, can be highly vahd (a\Craging .54) and generally result m m1mmal ad\cr,e

,1 Jot, ~anJ1datcs al~o !end to hlc them because they are tughly Job related Becau!oe of :~c\r,:ns.:, particularly for h1gh-fidd11y s1mula11ons, !oOme firms ehoo!oC LO u<.e ~1mulauons btcr in th,· a,~ssmcnt process after the pool of a pp he ants ha:, been reduced If a comp;iny plan, tJ!fJIO nc" cmrlo)CCS, then u;mg simulauons will probably be lc s~ appropn.i1e TI1c use of

1 s;t·

v,~ion,hri,1ng, par11cul:irlyforJobsmmanufoctunng.~k,,hcalthcare,andca1lccnter. L'Orlal u,csan onlmc simulation 1hat s1mula1csrcal-\\orld mar\..c1eond111ons Student

~~~;e 1~!1<0: ~~1:~: 11::.::~~ ::c::::e~~:~::c:~::::~~ t:~;~~c;nc~=e~;ng~~

fi 'hl \\ :I)' to cut produc11on com l'.1thou1 comprom1smi; quahl} The game respond.\ to c, cr)' 11\,), t b) sho11 mg pla)cr. how Ulc1r dcc1s1ons aff«-1 their simulated compan) ·s Hnual )hare

·e 1~i KPMG's ,imulauon prcsenb rtal-hfc s.ccnanos to candidates and asJ..s them hoy, they ~: Id hanJ\~ 11. and i;i~es them 2½ mmutc

1 ; ~0 l)pc 1n a rcspon!>i: to qucsuons mdudmg. "ho\\

v, (llllJ )OUll1lPfO\Cn10TillcOn )OUrtcamT· pruJcnti:1! Reah)' uses a s1mulauon that shows ,·1dcos of ac1ors posmg as homcbuycrs

Ths ~,1~r, "10.lk" 10 the aspmni; reahor., y,ho then choo~ from a list of what they consider the tic,ir~,ponsc to thcslluation. Prudcn11alfeelstha111cantc11Chnewrcalestatcagcntssalcssk1ll~. NI th>:) ,till nc..-<l ccrtam pcr.onallty tr.llt<; to succeed in the bu~mc~~ The ~1mulat1on rc1eals ~Mh<:r iobappllcants ha1ethosetra1tsorno1. lnLhc1rfiN)Car,h1ghsconngagcn1s earned 0,,r AXl p;:rccnt more than tho~c y,ho scored low

190 S1mula11ons can o.lso scf\e as a rccrunmg

~~~::1:~:::;~.1:~nd~!~~::a~:~~hr :::::.rs ~;::\t~~~e~o•;~1':~~L:;/ 1~areer in B,'<au,,,;: th~y ,ccm so Job rclc\an1, 11 can be 1cmpong to o,crwe1ght ,nnubuon~ m m:ik·

'"~ ..-:r~cn1ni:: dccmons and 1gnore other components of the recn11Lmen1 process. E:,.pens rcc- orrm~nJ t>Jlancing simulation results "uh mten1e\\S, wnttcn assessment tc~t\, and reference 1~ ~,, l i::ruumJ checks. No matter how \\C ll Prudential Job applicants perform on the rcahor ,imul.111on. they must r.111! do y,c\l at an mtcr.·1cl'. . At L'Orcal, the top-performing teams male 1rn:-c~1a11on 10 a panel of Judges dunng y,hich they c, plam thrn business stratcg) and try to ,,jl\'l n,·~ L'Or,,\11 1a m1·eM in their fic11nou, companies. The presentauon helps l'Orfal assess .i~J:JJ1~,- pi:r,onahtics andcommunicauonskills.191

S.mi( games ha,c been created to assc~s cogmtwe sk1lls including adaptahihty anJ emo· ·J" JI intd hgcncc. The assessment firm Knack crcatcd a game called Happy Hour that challenge, N,11.ir~m\ 10 1dl what drink each of a growing mob of customers wants based on their facill t,pre , ,1(1ns bchdrink must be madcand scrvcd,andcach uscdglass\\ashcd\\ 1th1n asho~ ~l'lc\l ~r umc. People pla~mg the game wc\1 enough might wm a real Job.193 O..:pcnd1ng on their ;O'.llt, ,,mulJuon, can be used many ume m the assessment process, al though 111ore c~pcn~11·e ,1mJhlmn, arc oflcn rcser.cd for use later m the proces~ 10 assess a smaller group or candidate\

WOR K SAMPLES Work samples require a candidate 10 pcrfom1 ob<ocr.able work ta~\..s or JOb• rtb1cdb.:ha\tors to prcdict fu tureJobsuccess. Work samples can mcludcs11nula11on,,g1vmg ca.'1<.1 1d~1cs an ac1ual Job Lask to perform, or even probationary hmng. "The s:mdw1ch cham Pret A M<1nfc r pa)S potcnhal employees to work for 8 day before the e~1st1ng team , otcs them m or (!UI 1~' The samples can also simulaLe cntical events that might occur on 1hc JOb to as:.e,s hoy, ~clla l Jndidate halldlesthcm.AcandidaLCfor a91 1 dispatch ccntcrm1ght bcaskcd1oh3ndlc

\\QRli: s..t \lf'lES r,qw,rtur.,,.,Julalt/Optif<Jrm <>b1tn-abJ, ,wrl. l<UiJ ,,, µ,b-,,!ai,,i Wlo<J11<>" 10 p,rd,rr fwtw,r }0011,cwn

)

i

l

264 CluptCTQ•A~s1ng~1rn1.1IC:uid.1(.!a1"'5

calls from dtstr:1.ughl peC!ple and haodle a high rnlume o~ c:i.lls to~~, how lhey rc:sl>Oad. -.:tmples can alw taLc the form of a picture or dcscnpt10n of an 1nc1dcnt A \Var\ ~(Xlnds to a series of questions and indicates the dcr1smns he Qr ~he would or she W(\U]d take Joh C'-perts then~ the test. Although and administer. particularly m the ca,,e of probauonlll')' hmng, work !>ll.mples reliabl.: andcanhn\'ehighvnhduyand\owad\'ersc1mpac11f donc v. cl1

Worl.: samples do not measureapphcnnts' aptitudes, only v.h:1.1 they arc able tod(l current time. Work-sample tramah1hty tests prov1dc cand1da1cs with a penod of trwnint the to tx-mg tc51ed. They are then cvalua1cd v.h1le compleung '.he v. ork sample. Work sample:: ahihtytc)tsareu.scfulv,hcnthccompanymtcndstoe:..icns1\·ely tra1 n ncwh1rc:s.

As shown in Table 9-3, "'ork samples ha\'C an a\'Crage v:i liduy of 33, low 00\crse i and :ll'C gcncr:illy recei\'cd well by apphcanis. The difficulty of faking on-the-Job profi~ helps 10 incrc3-SC the rnhdity of v,ork samples. 1l1Cy arc most useful for J0bs and work tasks::: can be compkced in a short penod of tune. The tests :ll'C less able to predict :i pe~n•s PQ1i mance onta5b1ha1ukcdaysor v,·ccksto complctc. Aperson·s portfoho1satypeofworksam;· However, it can be faked if not done v.h1k a compan~ re~rescntat1\·e 1s watchmg. Someone dse could ha\·c created the '"great" samples a candidate hnngs m as rcpresentauve of his or her wi.t

Asstssmtnt centtrs that put candidates through a \'aticty of s1mulat1ons and assesslnctili to naluate their potenual fi1 with :ind ab1l1ty 10 do the jo~ :ire one type of v, Ofk &ample. A$ shown m T1blc 9-3. assessment centers ha1·e an al'erage val1d1ly of 37 and low adve~ im~ although they tend to be c,ipenmc and an: one of the more difficult asse~mcnt methods to llR. We discuss a.-.scssment centers m more detail m Chapter 10.

REFERENa CHECKS Reference ch~-cks can reveal mfonna1ion a~ut a candidate's !'Ml pafcr. mancc or mc:i.surc the accuracy of the statements a candidate makes man interview oron tusorhtr resume lnd11 1dU..1ls familiar v,·1th1hc pcrson-11-~ually people referred by theJob candida&e-trt :i.skcd to prol'l(lc confirmauon ofacand1d.11e'sstatcmentsora_n.c\aluat1on oflhc_iobcandkbct, Applicants ~cnerally expect reference chl-cks m, a part of the hinng process. A survey found that

:,~:c;~o:1~;:!o~~~ cdo~:~1:;e:~::~sf~hc;;cv:!~a:1::::a~~: 1j:~~~~:::w19$'!:: many prc\ious emplo)ers are un.,.1!1mg to provide e:>.tensive infomtat1on about a candidated11t 10 the nsks of a defamat10n IJ\\- Suit, rcfcrem;e~ should still he comactcd because not checking lttllt increases the nsk th:11 an orgam,.auon "ill be i'.IC'Cu.cd of negligent h1nng. Sometimes employees v.hoha\'ereloca1cdbutv,hoha\CWorkcdwllh thecand1datein thc past can providc useful1nfcr- mauon. Refere nce checks ha\e low ad\'ersc impact but hal'e a rtlatl\cly low average vllidity o( .26 The \ahd11y might be grea1er 1f c:ind1dJte ~· references were more candid.

Rathcr1hanaskinggencralqucs11onsaboutthecand1date, askmgrcfcrcnccsforrtbint 111 formauon about the md1cators of success 1hat you ha\·r estabhshed for the job can gtnmte more useful mfonn:ition, as can asking ques!lons about the types of ~11 ua1ioM and v,ork e1niron- menb 1n v, hich the cand1da1c "ould e~cel. Somcume~ more detailed questions can get a bctlcT

~:~~:Crf::e::~~~a~~c~:e~;c"l~e~f ~0n:r ~:~0s:g~~:~s3; 1~ng up scenarios so the supcrnl(f

• I'm wondcnng v,hat kind of Cnl'1ronmcn1 .,.ould be the bes! fit for Kim. Do you re«o- mend a more struc1urcd cnvironmc n1, "uhclcar guidcl1ncs and close supcrvision,orwoold she cxcclin amoresclf-d1rcctedcullllre?

• Some people constantly rc1n\ent thrn Johs and willingly assume responsibilities be)oad their Jobdescriptmn. Otherpcopk arc only 1111crcstOO in performing thcirjobduueiaad httle else. Can you tell me where Manuel lits on that con11nuum?

• Wc oftcnstrugglctofindthc1dcal balancebet"ccnquallty and production. lf Johnleancd m oncd1rcc11onmorcthan1heolhcr, .,., ouldyousayitwas 1ov,ard qualityor quanuiy?

Onetrend1nrefcrenccchecks1s thcuscofonl1ncsoftwarcto collectstandardizedinfont11 11onfrom cand1datcs' rcferences. Th is processa1'oid)phonecalls, spccdsup therefcrcnccchttk procc~s. and increases references· re~ponsc ra te. For example, after bcmg sent an e-mail rtq~t fromSk1IISurvey.comto scf\'Cas arefercnceforapar11cular cand1date,thercfercnce cl1cks 011 a hnk and aM.,.crs a variety of qurnions on the candida1c usmg a numeric rating scale. The sur.eyscan bc cu\lomi1cd ford1ffcrcnt JObs.andcssay boxcscan ahobc 1ncludcd tocollect

Chapter 9 • As=sing External CandiUJ!CS 265

~iuonJ~ 1::::i~~1; :i1~~~~:c;;n:~a~;j ~:~:~:~:i:~:;if:~ ~~c:1~::~r o7~s:~fo: ~~

rcr,·n::~1ded m the reference. All re$ponscs arcelec1ron1cally aggregated mto a summary report 11•:~frrencc~ arc told that they will be responding as md1\1duals, not as rcprcscn1au1es of any Jf . n) 10 1mpro\'e r.illng accuracy. Because numcne ratmgs arc gl\cn, reports comp:mng ~""::anjtdllC to the group can be easily generated. i.1- lhc }Jws rdated to domg rcfcrence checks differ by state. Some ~ta1cs. includmg Wisconsin,

,adl) prt>lect employers g1vmg factual mfonnauon as part of rdcrcnce ehccl.s. Because other ~t(, an: le~, cmp!oyer-fncndly, 1t 1s ""1<.e to become fam1har with )Our local and slate laws. )l \h/l0Ugh many compamcs use reference checks as a contmgent a.1,scssmcnl melhod. n c11n •hci~lultocon1acta pcrson'sreferenccsea,1ie.r 1nthcasscssmcntproccss. Referenccchcd.sc:rn

~ncrJ\e 1al uabk 1nfonn1111on about a candidate s prt:1 mus work respons1bd1ucs and performance, ! t r.inl. ca!ld1datcs. and as.!>L\l m makmg your fin:i.1 dec1s1on. It 1s a good idea 10 check at lca,,l

~fcrcnccs for each candidate, "1th one of those three being a d1rec1 supervisor. It is also ",, '{IJnt lo know that 1t 1s not uncomn1on for applicant~ to mcludc false or m1slcad1ng reference<, ~n~W n!sumC.S.1,r, One sur.·ey found that 29 percent of cmplo)ers lud found fake references on ,1-applt.:auons.1-.S Compamcseven ex1\I that v,i[l provide false employment reference~ f~ a ~cc. ' ,\growing i.rend related lo reference chccl.s 1srccruucrs' use ofsoc1al networkmg sites li~e Facct,o,;.>I. or 11.lySp.'.ICe to screen J0b candidates. Recruiters loci. for anythmg from fc »i.:,nJI 1.Crccn names, d1scnmmatory remarks, commun1ca\lon skills, and qual1fica11ons. It , 1

irnp,.Jf1am to rc_mcmher that mforma\lon posted on these s1tcs can often be found year. latcr. hiEhh~hung the 1mportance of using )OUT profile to cons1stcntly communicate a professional inuge to profcs.s1onal employers Another trend to be aware of 1s the presence of Web-based ,d'lk."l:S th3t offer fake work !11slones and references to 10b seekers.~

When thml.mg about how to hst as a reference on )Our own r~sum~. focus on people you rt!ul.ll'l ) .,.orkcdclosely with who.,.ouldbchl clytospcakh1ghly of)ourpcrformancc rather tlLJn an acquaintance with an 1mprcsMve utle. If called by a rccruner, you "ant a reference to be 1~1, hJ prol'1de posuivc and specific mformallon about )Our job performance and whal you arc likcas a ,o"orlcr. lt is also vcryhelpful to:i.skan)oneyouv,ou\dhketohst asareferencefor r,:mu,,ion to dv so.,g~p\ain v, hy )OU chose them, and help them know what you'd hke them to , l ) on ~our behalf.·

SOCIAL MEDIA CHECKS Some n.,-cnutcr,, use their r.oc1al network 10 research candidates' social rrcdia 111cs. mdud111g Fa,:cbook. Some recruiters ha,·e even asked candida\es for thei r passwords -0 th.ii they can log 1n to candidates' Faccbool. accounts. nus 1nformauon is of1.c:n not job related as 1t 1, rc,..tcd with recrui1crs in nu!ld, however, and nsks learning about protected characteristic> m- clu.Jini; race. genetic history, or rehg10n. Some slates, mc\OOmg lllmois, Cal1forn1a, and Mal) land. h..J,~ NJh\11hc <.l laws proh1b1lmg employers to require a prospccuve employee to pro\\dc their u"-'f nJmc, p.c.11\ord. or other mformauon needed to access social med 111. site~ including Facebook 1.,J T.,.1ttcr :o! Faccbook's pnvacy policies also prolub1l the forced sharing of th1s 1nfont1at1on.10J

::~~~n~~~t~c~n~:a~::~~:.:~ d~:~,:~~;::~~::s:.u:: -~:U-,,-'.':~.~CCL" OG::-,,.'.c-' .-:-.,.,c:,,-:-, "::::.,:::,.=.=-,,, "n!mf We do not recommend graphology as an assessment method because it has been found to pr,w,ui/,ty 1roiu vr abilmti/rorn" h.i,c link or no \allduy .10-l Applicants tcod nol to hl.e the use of graphology10s and find it mvaS1\'C rmon 'i 1"'""" " 11ns 1flh.:) ' r,.• not bcinf told their handwritmg 1s bcmg used to as.css thcm.206 Courts also tend not to h~1· ~rarhology~ because 1t c:in result m people with physic:i.l ~d cmot10nal handicaps bcmg rl1...:nm1nJted 3gams1, l'iolaung the ADA 206 A 1;ood rule of thumb 1s that 1£ an md1\ 1dual v.ho has ..., ADA-delined disability cannot take a test, then 1t should not be used unlc~s 11 can be adapted fo, u,c h) those indwidu3h . Handwnung anal)sis clearly falls mto the group of tests ~ al cannot t<' a,h ptOO to ho,; 3dm1111~tcred to individuals \\ho fall w11hin one or more ADA-defined d1<.a\'i1llt1cs

Contingent Assessment Methods MEDI CAL AND DRUG TESTS Because of the potential to v10latc apphcants' pm ac) and the 11nronan.:eof legal comphancc, medical tests, includingdrug ,tcsts,sh?uldbeuscd_.,.uhpc~1 •~re ~k d11·al exams are usually used to identify &Job candidate s (Xlte n11 al heal th nsks and mu~\

266 Cruirc-t1 9 • ,h .-c,.smg fa!l."mal Carididlte~

BACKCROU.\f)CIIECK

<111 t mpWJtt Jcrt,"mt ,,...rJwdrJ,,u aiJt~in factor,1...-h as~p,'10,f s pt'10NJliJNl c ,rd,i ,,,forn11J11<>11. tk11 , , nh, IJ.rh"'"'"'" • ' if•J1Jlt, rnm,,..,,J hmor, tJNi ttne<a/

rtp•"""'"

ll.SSC;)S only Job-related fac1on: consistent with a busmcs.s necc1~uy.209 The ADA use of ml-d1cal c~ams to pre,cnt cmplo)crs from scrcemng out md1v1duals with reasons unrelated to JOb pcrfonnanC'C Nonc1hckss, the medical mfonnat1on r h1rt-d intheS31TlCJOb cat a Wsabili ty.210 A surwy finnssllf\·cyedrequm.-d used is drug tcsung. and the most frequently S"en reason for drug tcs t~ng 1s to estabh~h ltlt phcan1·s ab1ht)' 10 pcrfoml the job tasks he or she would be 11ss1gncd.21• illtp.

Gcnc1ictcstmg 1sa 1ypc oftes11n g thatean 1dcnt1fypcoplc gcncucall} susecpublcto tam diseases ~at could result from c~pos~re to toxic substances m ~he "-Ork.place, such as c~- cals or rad1auon. Although some com,p.lmcs have e~pcnmented with genetic screening, '-"Ith~ pas~ge of the Genetic lnfonn:ition l'-ond1scnnunauon Act of 2008 (GINA), 11 is now ille deny U ~-citizens job~~lmpl)' because they have an mhcnted illness, or a gencoc l)redis~i.:: 1o ap:lrt1culard1scaM:.·

Any mc-dical infonnation obtamcd should be kepi confidenual and stored sepanucl fi other applicant and cmplo)CC fik s."14 ~lcdical tests can be admm1stcred only after all otiier rota phc:i11on components have been cleared and a JOb offer has been extended. Only by mah : Job offer contingent upon pass ing ihe drug or ~!her mcdica~ !est is it possible for an aJClat to tell whether he or she was rejected on the baMS of a disab1hty and not because of uisuffieieni slullsorcxpcricnce.

The timing of a medical ICM is also criucal. The _courts have m:idc it clear that an applt. c::inCs mc-d1cal infonnauon ~hould bc the last mform:1t1on collected afte r making a coalUlgem JOb offer. Some companies find thcm~ h·cs in legal trouble Just for failing to follow the rtqull'td legal sequcncc. One comp::iny had not completed the background checks on some of its ap- plican ts before asking them 10 uke mcd1 c:1I and blood tests. When some of these indi~idUIU were found to be HIV•po>1t1vc but had not re\'caled it prior to the medical cum. thccompan) rescmdl-d the olTc r-; made to them, citing that the applicants had not been fonhrigbt about~ cond1uon. Three candida1cs sued the company. and the coun detenmncd that it did not mauer whether the candid:ucs h::id been forthnght about thei r health cond111on. The court concludcdthll admm1stenng the medical 1csts before the background check was complete made it diff!CUh for the apphc:ints to determine v.hc1hcr they had been denied employment because of issues ..._;tb thci rbac\.:ground checks orw11htheirphys1cal e.,am.m

Drug te5ts arc an as).Cssment method that has generated great debate. Opponents of~, testing often cue pnvacy concerns. 1hc fac t that drug tests someumes are wrong. and numcrw.s stud1cs questionmg thccosl-effectm:nessofdrug1ests. Onthe othcr hand,1hccostofdrugllld alcohol abuse costs employers billions of dollars every year. Some of the costs of employee IW!I and alcohol abuse arc obvious (cg., mcreascd abse nces. accidents. and errors). Less oo,·ious costs, including low cmplo)·ee morale, increased heal th care costs. 111creascd workcn· eompet- sauon claims. and higher tumover, can be equally hannful.21 6

Drug testing is not required under the Drug-Free Workplace Act of 1988. Although many sta.te and local governments have statutes that limit or prohibit workplace cesting unless requarul by state or fcJcrJI regulations for ccnam jobs, most pri, a1c employers h:ivc the nght to test f~ • wide vanety of ilk gal substance!. Familiarizing yourself with al l relevant state and federal rrfi• tauons that apply toyour orgamla\Jon is essential before designing a drug testing program.

11

Some collective bargaining agreements also affect firms" drug testi ng pol1c1es. An organization !ohould have a clear drug testing policy in place before conducting drug

tests. The pol icy should address issues such as who wi ll be tested, the consequences of• posi· ti,·e teM, what substances will be tcmd for. when the testing will be conducted, cutoff lc1·els, safeguards, and confirmation procedures. Candidates should be infonncd of the policy aad IIS dctaJls. The De~artment of Labor has on line tools and infonnation to he lp ernplo)ers deHlop ~~~dd~~~c~c:~;~1f0hc ies and effec11,·c, balanced drug-free workplace programs that go be-

BACXGR_OUND CH~CKS ,\ background check assesses fact ors such as a person's pcnonal and cred1_1 1_nform :1t1 ~n, character, li fes tyle. cnmmal history, and general reputation. Unleu 1

bu~mess 15 l~voti ed 111 nauonal defense or sccunty, background checks must be relevant to the n:nure of the Job and job requirements. Employers mu~t tell people when they apply for a,obtlUt

Chapter 9 • As5CSsing E,;. tcmal Candidates 26 7

·k£""und chtcks will be conduc1ed, and the applicants mu~t fin:t give their wnuen conscnt.219

~ fli n£ prok s~1onals need to.fully document all background checkmg cfTons and any contact S ~Ji·c had w11h candidates fonne r emplO) crs, ~upcr. 1sors, and references. th,:) pn:cmplo) ment bad.ground checks for m1<;<Jemcanor and felony con11cuons or other of- fer "''' ;ir,: rvu11nc in many mdu~tncs, mcludmg the fi nancill] services, health cnre, ch1ldcan:. Jt JcldrITan; indu~tncs. In the Umted S1111es, cnm1nal records are urch1,ed at the county lc,·cl c;,n,c~ucntly, to do a backgr?und check, )OU must search the cnminal records m each county

hCO: the Job candidate has ll\cd Because th is 1s burdensome. many compames prefer to out- 11 ·c t,,ic l ground checks to qualified !inns. Because en mes committed ros1h1rc could contnb- ,: ~ J negligent re tention ch:ir~e. at lca~t one such background-checking fim1 . Vcnficd Person, ~rt-I, 11, clients automated b1~eekly upd:it~~ that alert them 10 any new misdemeanor or felon) _,.,,,"cuons co1111~1t~ed by their employees •• o

Because cr1mmal history ched:s can lead to adl'erse impact based on race and national ,:,n~in, the EEOC h.tS IS)utd guidanc~ in their usc l21 A conv1cuon usually ser.·cs as sufficient

;::~:t,~~~~~ ~"c:Cd1~~:i;!~0;i~~t ~ 11st:::::.:s nn~\ ;; :~;:~c:~; ~~\111~nt wi th bu~mess necessity. Ho,,.,ever, theeonduct underl )mg the arrest may infl uence tin rl11rll1)1l1C nl decision 1f the conduct mnl es the candidate unfit for the posmon. II 1s cnt1cal that tnminJl history in formation be treated conm tcntly for all appl icants and employees to avoid di,rlr.ltetrca1ment hab1h1y. and thatspcc1ficoffcncesbe 1dcnuficd1hatm:1ydemonst.ratcunfi t·

for ClChJOb, Orfa ni1.at ions arc also usmg onhnc scare he~ to learn about JOb candidates. Usmg II search

cnrnic like Google 10 fi nd 111fonna11on about a candidate can unco, er add1uonal mforrnauon J~ Ut 1hcm. Job cand1dJtes hal'C c~en been denied Job offers due 10 unprofessional content r'l\'l'd M ~ocial nc tworkmg sites. such as Faccbook and MySpace.222 Because so much Internet ;('tl tcn! 1s arduvcd. cmplo)ers can access 1nfonna11on about a candidate that goes back many itl~ Lcgisblion has been introduced m many s1atcs to prevent cm~loyen: from forcin g candi• :i.tcsto prov1dcp11SSwords topcrsonal accounts1ncluding L1nkcdln.lll

c~<l •t ::::~~1,1~ c;:~~;~~t~:: a~;~~n'.:d:~:::~: .~rs,~nt~~ :~ r,.ms compl)· wuh the Fair Credit Reporting Act (FCRA), cmplO)ers can use them whe n hm ng rie11 cmplo~ees and when cvaluatmg cmplO)eCS for promouon. reassignment, and retenuon. The fC RA r rotects the privacy of consumer rcpon mformation and guarantees that the 1n forma- uon , upphcd by consumer reporting agencies 1s as accurate :is po~s1ble. A job applicant must ~"c"nncn consent before a background check of hisor hcr cred11can be conducted. Even 1f a ~JnJ1dJ1c hJs had poor cre<l1t m the past, employers cannot use this rnfonnation m their h1nng

: ::~:: ~~1:~;~nSo;;_:, ~oo~u~;~n:~i~~!~r::~:~~~c~:: ,:w)cd Jftc r they have fu lfilled the "bus111ess purposc.'"226 The FfC' s Web site (v. ww fie.gov) ['f011dcs more mform ::ition on the requirtmcnts of the F111 r and Accurate Credit Transacuons Ac1Sta1ercqu1re111cn1s gcncrally supcr..cdefcdcralrequ1rements andcanbceven st.ricter.

1\ mtndmcnts to the FCRA that "-Cnt into effect September 30. 1997, s1gmfican1 ly m· ncJ<oc 1hc legal obhgat1ons of employers who use credit checl s. Congress expanded c111ploy- m ' rc~pon11bill lies because it was concerned that maccuratc or mcomplctc consumer repon~ could cause applicants to be denied Jobs or employees to be dcmcd promotions unj ustly. The amendments ensure (1) 1h01 indi viduals are aware that consumer reports may be used for cm- rloi mcnl purposes and agree to such use, and (2) that an 111d1v1dual be notified prom~lly if ir,furmauon 111 the person' s consumer report results 111 a nega111 e employment dcc1s10n.· 27 To lie co1crcl.l by the FCRA, a report must be prepared by a consumer repomng agency (CR,\ ) thJt J,.',('rnblcs such reports for other businesses. For scns1me posit ions, employers often order 1n1c~ugati1c consumer reports that include interviews v. 1th nn appl icant's or employee ·~ fn cnd,, neighbors. and associates. All these types of reports arc consumer re?()rts if they arc obl J1 ncdfro111aCRA.

If ncgat1,c information 1s fou nd, the emplo)cr mu<a gi1e the Job applicant an .. ad1crw .1c- tion n()(1cc•· 1hat mcludes the scrccnrng company's name and contact infonnauon and c~pl:111h lhJt 1hc applicant can dispute the inforn1aoon for either accuracy oreornplctcness. Applicants mu,i abv roe gh·tn a fair amount of tune to contest the findings.228 Joh seekers can check the

268 Oup(cf9 • A=singE.1.1cmalCand.Jdatcs

RACE A"OR.~11,\ 'G

adj,u"'°K"°"'"" " ' "'1tdordi:ld11.sr t,y11.11n1upo.rolt"'"" fard,fftr~n1 ro..w,, oup,

llC'Cur.,c) of and cOIT\X' t errors m their background reports and crcdu histoncs by ~ them themsch es. MyBackgroundChed, com and MyJobH1story.com both allow indi"id~llf: perform bacJ..ground checks on themselves and pro11dc the ir potent ial employers Wilh lo cate~ thal ,enfy thctr dcgrt-es, and thc1rcredu, emplo)nll.' nt, and cn minal history. ctr\ifi.

Improperly documcntmg 1nfonnauon gathered as pan of a background check c1n t ~ pose o.n employer to potential lawsuits. A case m pomt. When lntenm Healthcare of · Wa}nc. Indiana, \\ a$ accused of negligently hmng and rcta1mng a horn~ nursing lid,

11 not show e1 1dence of ha, mg conducted a proper b.:ic J.. ground check on tis employee 22' p documcnlm~ its bacJ..ground-chec J..mg cfforu may ha1e absolved Interim Hcalthc~

0 /!

accus.1 11ons.:?JO It should be noted that an employer does not ha1e to proi·e that allegat ions of ~

leading to an ad1crsc employment decision arc true as long as 11 conducts a proper im·esllga ll:I and acts 10 good fanh on the mformation L11a1 it obtam~. Thus, an employer can greatly r?duc::c U: potential habillty for negli i,;cn t h1nngJus1 by conducting a reasonable bac~ground check, Even 1f an employer 1s not able to actually obtain any 1D fonnat1on abou1 a c.and~date from a prti~ place of work, going through the invc5ti~~11 1·c process and documenting 1t well wdl 80 1 loog way cow3rd reducin~ the finn 's habil11y.

USING MULTIPLE METHODS As we explained ID the last chapter, most orgamzations use multiple tools to assess cand.idales- perhaps a rtsum~ scrtcn, an interv iew, personality or skills assessments, reference and hick. ground checks, and some fonn of ~1mula11on. Renda Broadcimmg in Pntsburgh, PcnnsylVlllll, regularly hires ad1·ertising sales repre~ n1 au1 cs to work in the firm ' s 25 radio stations . ln tdd,i. lion to a three- or four-st:Jge structured 1ntcrv1ewmg process, candidates make a fin al J)l'CSCni. lion to the sales manager and general manager of the stauon to assess their commumcanon lkilb before a job offer contingent on background checks and drug screens 1s madc.lll

Qb1·iously, few assessment methods arc appropna1c for all purposes. For eumptc.JQb knowledge tests and assc~smcnt cente rs probably \\ OUldn ' t be appropnate for low-lcvel)Ohr;or jobs for 1>, hichcxtcns11"C 1ra1D1ng 1\1!1 be provided to candidates afterthey arehircd. S111ularty. personality 1ests \\Ill differ m terms of 1hc1r ur.cfu lness for different jobs. Also, as we ba1·c 1nd1catcd, finn s should consider how applicants will react to the assessment methods LIK'd-- apphcants who haH pos1tivc perccptions :ibout a company's sc!cction processcs and vicwthem as fai r arc more likely 10 view the company fa , or.ably, accept 1\s offers, and recommend ltt cmploycrtoothcrs.2.1_;

L1 J..e South"cst A1rlmc~. Nucor Steel uses \\n llcn tests and in-depth intcrviews to e1-alLWt Job candidate~ It also relics on the expert ise of mdustnal pS) Chologists, who frequenLI) \<isJt lhc company's plants to screen apphcants and c.,aluatc employees. Nucor's highly enlrtprennml. extremely perfonnance-oncntcd, tough culture means that sman minds are more important tball big muscles. Ikcausc this environment is no! for ClCl)body, Nucor works extra ban.I to find the nghtpeoplc.z.µ

Can you 1mag1De recm mg a JOb offer after only a 15,minute imcrview? What would )OU thmk of a company chat did thh? Ob1 1ously, more extcnsi 1·c assessment procedures relkct• concerted effort on the part of the company 10 match cand1da1cs with the nght jobs. Thus.. more ngorou) assessment procedures tend 10 impress gooJ candidates, rather than tum them off Tot methods of combming the scores from muluplc assessments arc discussed in Chapter 11

REDUCING ADVERSE IMPACT

Some of the most useful assessment methods fo r predicting job performance often result ill adverse impact. (As we explamcd, cognitive ability tests are one such method.) U.S COUJIS ha~ e ruled that it is not permissible 10 adjus t members of a protec ted group's scores 10 reduce the assessment method's advcri,e impact. For example. rare normi ng, or adJUSIID8 scores on 1 standardm:dte)t byusmgscparatcrur.es for d1ffcrcntracial groups, 1s illegal. Race norming could awan.J a mmon ty applicant for a Job with a tcM pcrccnulc ~core of 48 the same SCO~ oa a test as a \\.hilt applicant sconng ID the 75th percentile. The Civil Rights Act of 199 1 prohibtlS score adjustments, the U!>Cofdiffc rcntscorcrequ1rcments for diffe rent groups of testtakers,or

Chapter 9 • As§CSsmg E.t1ernal Candidates 269

of cmploymcnt•rclated test results based on the demographics of the test 1a J..crs. That Jl";:~~~c !If( some strategics ) OU can use to try 10 reduce ad1crsc impact (al though not all of :rn "ill n<-'O:C)sanly bc successful)·

, Target aPPhcants to increase the numbers of quahfied m1non ty applicants who apply with

rr::i;~ e definition of what consll tutcs a good Job perfonnance to include other pcrf~- ' rnancc charactemucs, such as people 's eomm1tmcnt and reliabili ty, m addition to their

IJsk pcrfonnance. , Combine predic tors to rt-due~ ad1·ers~ impact, al~hough this does not always wo~k.

Suppo.c. for example, a cognm vc ab1 l11y test predicts on-the-Job perfonnancc but d1 ~- cr1nunatcs agamst women. In this ease, using the test 1n conJunc t1on with another va~1d asscs~mc nt method that e ither docs not have any adverse impact based on se:it .o.r that ~1s-

, ~~:~:~st~!~~~tpi:;1;1:: ::~:co; ~~~;::::~~c ad\ersc impact of the cogn1t1 ve ability • ~sc: 11 c ll -dc1·clopcd simulations rather than cogni ti ve o.b1lity tests. , Use a,~cssmcnt methods v. 1th less adverse 1mpac1 early in the scleeuon process and those

111th greater ad,crsc impact later in the process. tf only a few applicants will be ultimately hi rcd(lhe ~elcctionrat1o w11l bc low).

, U!>e bnnding- thal is, assign the same score to applicants who score m the same range on an a_,,;cssmcnt. For example. candidates that score m the 93 to 100 percent range " ould be placed in the "A" band: those that score in the 85 1095 percent range v.ould be placed in the "B" band, and so fonh. You could then use only the banded score toeomparc applicants-- th is tcchn1que can rcducc an asscssment's advcrsc m1pact but wi11 also rcducc thc val1d1ty of thctest.

ASSESSMENT PLANS

Comp3n1e~ use many diffe rent methods to assess job cand1dates. How should a firm choose ~h tch 1o use '! An assessment plan desc ribes which assessment mcthod(s) wil l be used to mr,, each of the important characteristics on which applican ts will be evaluated, rn what ir~uencc the a~~c~sments ll'ill take place, and what \\e ight each assc~smcnt wi ll recc1\C m ~mrmin1Dg an overall score for that characteri stic ba~ed on the importance o f each char- a.:ien,tK to a pcr,on's job performance. The characte ristics that cand1datcs will be tramcd 1o dc1clop af1er bc mg hired won't be assessed nor listed m the plan. Ho"e,cr, an) cxisung QJJ!ific at10ns required to quahfy for the traimng program should be assessed . Table 9-10

a!Dl!) An Example of an AS5essm e nt Plan for a n Acco untant

OA.NDl!','G an,,i;nlnt th< wmr Jl"Ort ta oppl,'ro,iu ,.h,,Jl"ort1narwo11ron1h(

ASSf,:SS,\lli.VT l 'LA.V dtsenb<,,.h,chaHtUm<lllmf!hod(•I ,.,11w,Ojrd 10,mruracha/rl,r ,..,p,man1 (/,a racurm,c.s on,./uch oppl,cann .. ,ll btr,·" luD trd.,n ,./,at~qutnctll1twsrnm"11U " 11/ wl.rpla,:r, w rd,.},ar,.r,1:lnt,rch <Ul<'J<mtnl>11//rtun <1ndtrt rn11n1n1 anmtra/11rartfar rh<11charorrrrunr baitdontht •mrorranuofrarh c/1aroarn rncl<>j,,b pt,furnoanu

Assessment Method and Its Sequence in the Anenment Process

Characteristic

CvitoMerfocus

Atco~nMg sk,lls

a~dget,ng 5k lls

-<relT'anagementsk1lls

D~'t>g at,ng sk,lls

Ab. :y1o use company's a~ccun tor1g software

Importance of Characteristic to J ob Pe rformance (1 • most im~ ant)

s , lect(S) Accounting

Phone and Bud- Recruiter

1 ( lS) 2 ( 1S) 3 (20)

1 (. 15) 2 ( 15) 3 ( 40)

1 ( 20) 2 ( 20) 3 ( 2SJ

1 ( 20)

1(30)

2 (.40)

Hiring Manager

Simulation Interview

4 ( 25) 5 (25)

4 ( 30)

4(35)

2 (.40) 3(30)

3 ( 40)

Atten1,on to_:d':::'':::'' _ __ _;_ __ ____: _____ 1 t_2_SJ ___ __ ,_ t_2SJ __ 3_ t_SO_J ___ _

270 Chiptc:r 9 • Assessing ExtcTTl.ll Can<l.tdat~

shows an example of an assessment plan for an accountant The weights for each~ method arc based on the Job analysis ratmgs of the rc lauve 1mponance and relative lllflt1111'•ll oneach d1mcns1on. 'Pc1t

Which iw;cssment methods arc usc-d and v. hen 1s up to the company depend.lag 011

~eo:~:o= 1 =: u::~a~n::sessmcnt methods first and more expensive lllethOds

pool< first or those asscssmg carKl1 d.:11es· ab1ht1es 10 pcrfonn esscnual Job functions good idea to use the most vahd ~scssmcnt methods first, or methods that enc~111gec~ to sclf..selcct-that 1s, prompt th~ people v,ho would likely drop out of the hinng {)rOOess lua- on to drop out earlier. Some companies require candidates to v1s1t U1e careers section!; of thc.- Web sucs for tJus very pu.rposc.

The v. caghLS 10 be g1,cn each ~c~smcnl score are 1n parentheses next to each Dwnbc:r&ld total IOOpen:cntacrosscilChrow

Rcfcmng to Table 9- 10, the numbers under each assessment method indicate the order iR wluch the vanous assessment method~ will be used to assess each charactenstic. Reading ICn::lu thcfirst row,consumerFocus1soneof thc topthrtecharactcrisucs rclevant to intcrnaJICCoutl- tants' Job performance, :md 11 v. 111 be assc~ed rather than lramcd posthm:. Consumer focu., is firstasscsscd,1aartsumc!scan.thcnthroug h a phonescrecn Arccru1ter inte rv1cw,simuiaoo. performance, alld h1nng manager mter, 1cw then further assess each candidate's customcr fo:us ln terms of comb1mng each of the ~ssmcnt scores into one raong for each c~ weights arc g1 .. en 10 each mes.smcnt score (shov. n m parentheses next to each number) 1otal 100 percent for each charam·nsuc bt.:ing asses.scd. In this c~ . customer focus l.Uessed ,u the rtsum~ and phone screen w1II each be we ighted .1 5. via the recr1.nter interview .20, Vil the s1mulauon .25, and v1a the manager intcn·1cw .25. In dctermmmg an O\'erall candidattscortlbal can be used 10 comp:sre candidate~. each ctmractcristic is weighted based on 1ts importance 10 JOb performance (based on the rcfa111 c importance and n: l11t1ve time spent 1nformat1on •bout cad! 1obdu1y collected duri ng thc1ohanalys1s) In this case, the charac1erist1cs ratc<I I in 1mpo!tlact m1ghteachbe v,e1gh1ed.20, thosc ratcd2m1~hlcachbe v,e1ghtcd . l5,and thconeratcd3l!ll&lu bcv.c1gh1cd.lO

Fle);1b1li1y may be rcqu1rc<l if an assessment plan is to be used globally. Legal, cultural, and structural differences acros~ countries can prc, cnt pohc1cs and practices from be1ngs1ao dard1LCd around the world. \\'hat 1s mo~t important is tos1andard11.c what is 11.Sscsscd, bu1also10 assess11fle);1blybascdon localneedsand rcquircmcnts.™

Face book's Hiring Process

lnc,-al1utingJobapphc:an1$ F.Krbook trics tounderstalldaperson'sab1huc$DS bolh1 J)!l)ftsstlNI

:;.:i:\~~~::,~,et:~e"l~O :o::~S~~t:!~r~: :~~r ;::i~:::::v,~~: i:7m= l)C!SOO•lcmi fit is also cvallWCd..

After bcmg !.Crccned by a rccnutcr 10 c1alume pre\'ious " ork cxpencncc, lc:idenhip roles, 111d v.-hat the appLicant has built in the past, cand1da1c~ arc ghcn a phone interview with a potential ro- "or~er to assess Job fit, sblls, in1eresl.$.. and moti~auon 1r that Mage is p:15r.cd, multiple tntef\ie111 are conducted by the members or the candidate's poten11al work team dunng an on-site vls\ttolht F11eebooki;ampuslbcfocusofthc$Cin1cr.ic"sisonevatua11ngbo11ljobskills and cult111tfll Candidalcs do a lot or coding dunng Lllcir 1mcf\'1e"s Tcchmcal skill challenges att presented. 11111 ca.nd,d.i11:sareblcd10...,.ntccodeona"hneboardlJ1Facebookloolsforpcopk withstrong ttchnical U1llsv.llofitlhcgroupandpu11heu,erfirs1. Bccau~eculturefi1isso1mponanl, bcingreftntdbya :=~.:~:I~~:. ~so helps lJ9 Facebook ulumatcly lets each " ork group make a collectile dcd·

ntcbook's intcnuh,p program helps to e>aluate ulcmcd Mudcnts. and ii al so invites top lilenl to apply. Fll!Xbook also created a programming challenge tha1 1n1iles potential software enginetfllll apphcanl.$ lo tale a tuned cll;illcngc. lfthc1r code p:l5l.e!. the test. a rocnu tcr contacu them. To deter code sll.lnng, codcthat1stoo~1m1larto1ha1ofanothcrapplici1ntd,i,quahfiesboth apphC'll!lts.Z' 1

surnrnary • pnm..lfY goal of e~tcm.11 candidate BSSCMmcnt 1s typically

: nui)mg thc Jobcand1datcs v. ho fi1thc pcrson spec1fic11uon 1. !he JOh ~mg filled, and to identify people who v.outd hkcl) tci pcrfonncrs and screen them OUL 1nc assessment system t,;:a1,o c, aluatc cand1dates' fit w1ththcorganization,group, ~ wrcr-i~randthc1rab11Jty to conlribu1c~busu·1es.s5tratcgy r," ution , l111s a!lo" s a finn to 1dcnufy the Job cand1dalCS best ,~le 10 r,:rfonn the open Job and best able 10 help~ company c.,- ~ u!C ~ ~ ; •~ ssas:1.:~; :;;~.~=~t1;;::g:::~;n:~;1e~ ~ticn a:,-c~,rng extcmal JOb,candidates, 1ncludmg return on

101 c,;1mcnt, ,harcholderreac11ons,estabhsh1ng ondrc1nforcmg

ll't fi n11 's cmplo)'Cr image, and complying v.1th legal require• me n•• by u,1ni valid assessme n1 methods m a fair, consistent. 1a~JobJei.:u,·c manner.

Takeaway Points

1, A r,rm·, oicmal ~~~mcnl goals include person,job, person• ~!'Np, aml r,:rwn-orgarutat1on fit as well as vahdity, rclllm on w>c>Lmcll! , st.il.eholdcr reactions. consistency wnh the finn's ta!- e~.l rh1kw phy and HR wmegy. and estab\Jshmg and reinfomni; lhecompany's emp!O)cr 1magc

:, A" 1Je ,ancty ofasscssmi:nL mcthodscxist.includlllgr~umb, me,J1cJl tcsts. cognih1eab1hty 1csts,Jobkr.o...,.lcdgctcsts, s1mula- ~~n<. and mtCl'"I 1c1>-s, A~SC$~mcn1 methods differ 1n terms of lhc,r '°'" ,ahdny. llo" appllcants rcacttothem,u!>llb1hty,sp,:cd.and ;iJ1e~ 1rnpJCl

~- Th~ JJ>e r,;c impact ru.sociatcd "ith an ru.scssmcnt method can <('m,·ume, bc rcduccdbyurgcungapphcants loincrcaseth.enum- t,,:"of quahficd mmontyapphcanl:i"hoapplyandby rxpandtng 1ho: ddi n1tionof"h at comhlutcsgoodjobpcrl'ormanccto includc

Discussion Questions I. \\ hcn,h, 1U\d cmploycrsrcas$C5stllcas=smcntmcthodstheyu§C

,ohmng'' !. D, ..., u,s 1hc aJ , an1agesandd i1-1d,an1agei;ofboth ~uw1urcdand

i..a,1ruc1ur,-J ,ntt'r,le" s Wh1chwouldyouprefcrtOu$C? Why, l \\ h) ~o 10 all the lTOUblc or sometimes cosily and time.consuming

J" ~'' ITh.' nls "hen 1hcrc mno guaramccsthcy"ill=hma suc- ,cssl ul h1rc '

Exercises l. Sr, .. 1,,o/.1errur Thl.' rc arc mt1nyconsull1ngfi rms tllatspeciahlc

mcJnd1<l,11e asscumcnt andscla::uon. fohn~on & Johnson (J&J) Is the world's most comprchcn-

"'c :m,.J broJdly ba..cd manufacturcr of llc.allh carc p1oducts J&:J r 1J r~ucs a bu;mc.s ~tratcgy or$Crving the consumer. phannaceu- l1\'al, and mcd1cal dev iC"Cs and diagnost!cs maikets v.ilh a focus ''" 1,,carch-ba.\Cd, !C'ChnolOg)-<lrh-cn producl5 The company's ucd, pnont11es 11.$ rcspon;ibilities co IIS ros1omcn, employ• cc ,, lhc rnmmunit~. and its ;tockholdcrs in that order. Go lo

Chapcer 9 • AsSC$smg falcma1Candidates 271

Companies can choose from many different assess~ ment methods to assess Job candidates. The c~o1ce shoul be based on which methods best assess theapphcantcharac• tcmtics or competencies 1dcnt1fied as important dunng thc job analysis as well as the ability of the assessment method to meet other important goals of the external as~essmcnt process Because different methods arc good at asscssmg d1ffcrcn1 things, and differ in 1hc1r cost, va lidity, applicant reactions, and adverse impact, 1t 1s often necessary to use more than one assessment method. Even though an asse_ss- ment method results 1n ad.-crsc 11npact, i f 11 docs a good JOb predicti ng Job success, it may be worthwhile to rmalyze the usefulness of various stra tegies 10 reduce its adverse impact so1haL1tcancontinuetobeuscd.

other performance charactcmt, cs, ~uch !15 people's commitm~nt andrehab1hty.m add1tion to 1he1 r 1ask pcrformancc Also,usrng v.cll-dcvclopcd s1mulat1onsr.11hcr 1hancognitl''C ab1litytcsl.$and using lS$CSsment methods "11h less ao:h eri.c 1mpactcarly 1n the selection proccs:s and those with greater ad ,·crse Impact laLer in thcproccsscanalsohclpascanband1ng applicantsas thcy 'rc IISIICS~.

4. The as~;ment plan descnbcs "hicll asSC$smcnt methods will be used toas§Cucach ofthccllaractcristicsupon "hkhapphcanl.$ will be c1aluated. in " hat sequence the ;1SSC-$mcn1s will take pl=. and"hat"cighteachasscssmcn1v. 1Urccc1, e indctcrminingacan· didate's ovcrall .score. The1mportaneeofcai:hc haractcris1lc 1o job performance is also idcnuficd, as is v.hethcr each chamctcnstic will hccval11.11cd or tr.uncdforaftcracand1dalc1slurcd.

4. What do you feel are the least effccthc external assessment meth- ods? Why?

S. Do you tllml that it is appropriate rorcmplo}ersto rescan.:h ap- phCllllts' backgrounds? What about credit histones? Sub;tanuatc )Ourans"cr

v.11w.jnj com and learn more about Johnson & Johnson's en-do llicn an~wcrthc: follo"ing questiora. a. ln v,hat"·ays docs J&J'sfocusonitscn:doand hinngpcopte

"hofi111scn:dohelpthccomranypcrfonnwrll? b, Use the lntemcttoidenufyaJ leastfi\"eassessmentUXlls that

could hclp J&J idcmifyapp!icanu "ho fit il.$crcdo. ldcntify v.hlchones)OUV.OUldrc-commcndtoJ&Janddcscnbewhy.

?. One/op Your Stills E.it.-rist This chap1cr's Dc,·dop Your Skills rcaturega\c )OU some 1ips for "riuns llnonhne rc!sumt Usmg

272 Chaptcr 9 • AMc:.smg E.,tcmal Cand ida te,

this m fomuuon. "'ntc )'our o wn rCS1.11nl! lhat could be pos ted oo- hnc. E., changc '6um6 "'llh 1"' 0 c l:ii.)m:nes 11ml gi ,c cxh other fC'\.'\lback oo ho" to 1mpro,·c each other 's re5um6 .

3. D,~w·lop Yo..,- Skills E.\r ,ru, Watch the -,dco o n lrus boo .. ' ) comp;u:uon Web she on how /'.OT 10 cooJuct an inter. IC" Then 1dcn11fy at lca..t fi ,·c thmp the m1er.1e,H·r docs ,,. rong or )hould do d ifferently. :mJ e,, p l:un "'hy your MJggnction 1s appropriate

-l. D,wdop Your Sb/& £x,,rll·c Dc,·c lop a sconng l cy for each ~ Clured ,mc:r.·,cw questio n below and ere.ate a forrnula to com· b1nc the sc-ores ,mo an o, ·erall Mruclul'\.-d imcr.·icw score for a retai l "31cs po,.,t,on at a high-end rcuiltt focused on custo mer 5,Cf'\' ICC. IL A d,sgrunllC'l.l CUSlOme, IS rctum1ng a damaged SUII jadct

he bought the prc,·,ous wed th:U he needed for an c ,·cnt that nig hL He IS extTCrnc!y upset. What d o you do?

b . A ptt"SOn walks ,nto your sto re and n~n11ons that ~he h.1s JU) l movro imo the an:a and 1ha1 thi s ,, the firr.1 umc she h:l.'l , 1~- 11cd your store. Vl' hat would you do to make h<:r a customer no ... · and a lo yal cuS(OmC'f m the fu1un:1

c. You· n: "'on.mg alone bccllus.- t"o people called m s1e1' SUO<Jenly. fi •<: cus1ome" wal l in10 you r department a1 once What do )OU do"

Then ,,cw the structun-d mtcrvic ... s :n:u lable on thc bool "~ compam on Web s,te for P:arvaltn. Chns. and Juli a. U!>C yoo r ) \ rue • 1ure,;I mlcrv,ew !oCOn ng Ley to eva luate each candidate TI>c:n com- bine each candidate 's 1n1cr. iew ,;cores and choose o ne to " horn 10 c.~tcnd a Job offer

S. lnappropnaU: lntt,n,,w Q,,.,111011s LJ,rru~· An ,ntcr.·,c"· ques- tion is noi: in 1t.,;,: lf ,lkgal . bu! how the ,ntcf'Yic,..er usei; the an~wer c:in be. Tl>e goal of an mter.i cw ,s typ ica lly 10 obtain imponant

lruerviewQuE'St!On

1 What religion do you pra c;tJce 7

2 W ha1 ctu~or100<1lgroups do you belong 107

3 How many kids do you _, 4 Have you eve r been arre.ted7

S HowoldareyouJ 6 How much longe r do you plan to work before rebnng ?

CASE STUDY

Why lnapprQPnate

WORLD WAR II SPY ASSE SSMENT FOR THE O FFICE O F STRATEGIC SERVICES (0 55)

Thank )OU Co Joe McCune o f Rut i;ers Uni versity for a llo" mg US to pmv,dc th1 , e:,.crc1~e.

Role

II IS 19~. and ) OU arc a sclcc11o n ~pcc1al1s1 a,s11,ncd u, the Office ot S1ra1cg1c Service~ (OSSJ Yo ur a ss,i;nmcnt 1s to ,..orl,: as a team w 11h three 10 four o the r c l"-" ma1es to dc,elop

ln forma t ion Reque5ted and Why It Is Importan t Better O\JeStlOn

a sdec lmn >) Siem tu '"1dcn11 fy o pcrnuves "ho could success- fu lly undcnakc haza r<lo us mtcll11;cncc-gathcnng missions be· hmd e ne my li nes .'" In 01 her wor<l,. you an: 10 select spies " "° " Ill "or~ in Japan, lta l)·.orGc m1any

Challe nges

I , You ha,e been gi,·c n l1m 1tcd JOb ,nformat,o n, nojobde- scnpuon. KSAO~, competencie s, or pcrfom1anec cn1cnJ re lated lo the po'1Uon.

Chaprer 9 • Asse.!'ising External Candid:ires 273

, s ,ncc che aJ,at,,crnents for the Jo b mus t be \3gue 10 ~· n, :un t,un se c recy . they w ill 31trac t undcs mablc cand 1d;11es.

including peo p le w ho nrc c hronically bored, p.11holog,- c.1 II)' adu•ntu n.·some. ncurottcally tlllrJctcd to d anger. and :~.:~~:t :;,~~:~7,:i~:~I;~ 111 need IO m e Jude a p roccs~ to

Assignm e nt

I . Crcu1c a hst of 11nporrnn1 eharactt·ns t1cs discussed pr~- vrous ly. Remember, 1n /9-W, the re were no compu ters, video phone~. o r s:i tcl/11cs. Spies neede d to d o things like aeces"' /ocl..cd bu1!din~s. id e ntify possrb/c mformanlS. and pcn.u.nde them to provide usefu l in form a uon a bo u l e nemy ac1,on~ 1

y{lu ha"<" no t im e to va lid ate )'Our asscssmcnc metho,h- . • th,:) n,•n l IO bc 1mplcmcntcd 1mmcdrn1cly z. D c1crm1nc 1he rhree m ost 11npor1.1 nl qu:il ,1ics rh.nl nn 3P-

Task pl1can1 mus t possess. .

In th<.' urne allowt."!, rdc n1ify the unponant charnctcn sues (up- uui<l•"'· compctcnc 1es. and so fonh) a fX'rs<>n needs robe a ,py :inJ dc,c lop thrcc.1cs1s :ind snnu la tions th:u will help )OU tden-

a1:~ :i~;:'c~~I~~:::~ ;:~I :.;g~~:\cr

J, Dc1 clop proced ures IO ,c~I for ~ch o f 1/Josc c hnr.ic1cns1Jcs dunng the 1h~c-d:iy p rocedu~ 111 Station S.

_,_ Dcscn hc how you will c va lu:itc the c ffecti \'eness o f y our sclecuon ~y ... tcm

semerter-Long Active Learning Project f"n"h 1oc a»1gnmcnl for Ch.1p1cr 8. Be ,urc to Jusuf) )our rccommcn- 3$SCMmem p lan Im king yom assessment methods 10 ihe char.1ef<'ri~1ics .i.,:;i,n , anJ use con<:rere namples along -..,ut, sconng Leys 10 high- bcing M!CSScd. 1.~r.: th,· .; rcc1fic methods fo r ) t°lccung cmploJees Crea1e a form.11

case Study Assignment: Strategic Staffing a t Che rn 's S..-t lM appcnJ1" al the Nck of 1hc hook for 1h,s chapre,·~ Ca<c Siudy As,ignmcm.

Endnotes I Parr. H . " How co L md a Job at F:iccbool," CNN frdr/

M mh<1blr. Apri l 4 . 201 1. hnpJ/w,..wcnncom/20 11/ Tl, C ll /soci a l mcd 1a/Od /OJ /1ob . faccboo1' mashable / ,uJ(' , h1ml 'ucf=:, llscnrch%20http /ID!Jfacebool com/ redJ1 1•fac,·bool -ama.._b ll O?J8.

: Ol,,n.:,l f. D . "Facrbool Opcm Up On h$ Hmng Process and En~mccrs lfa , c 10 Du a Lot of Coding Dunna 11 ," TNIV, July :0. 20! 2, hnp.llrhcne>, twcb.com/facebook/1012/07/20/fw:e- t,,_x, l -of'<' ns-up•Un- i1 s- hiring-proccn •:md-eni:lnccrs-ha,c·tO· do-.1 -lnt-uf-cod,ng-<lun ng-it/

! lb d '"C .1rc-.:f' at Fn,'d )ool ."" 20 JJ . h11psJ/www.facebook.com/ , arc,:r,J S, hl,mg,·n,lcm, M .. "Dclt.1 A,r Gesi 22,()(X) Apphcauon~ for JC(i A11 rnJJ111 Jobs," BfoomMrg, December 2J. 2012. hupJI ",." ~1,...,mb,,rg c<Jm/nc ..., ,,/20 12- 12-21/delta-gcts·22-000-ap· rh, a1" ,,1s.for-JOO-n1gh1•a11e"d,un-job,h1ml ll.1nJlc r. C , and Hum. S .. "Using Asscss ,ncnr Tools for Heuer lt irrng,· \\'o rkforr, 0 11 /111,-, Dcccmt>cr 2002, hnps.//"'"" " •·1ltor,CQnlo11ccomlsec1ion/recru,11ng-,1aftini;/fca1ure/u"''i· ,,,e,,1rk'.'nr-100l<-bcttcr-hinng/i11dc~ hrml

7 Kdl~}. R , and Caplan. J . "Ho"' IJ<'II L.1b, Crc.uc· Srnr Perfom1<·r<. " 1/armrd lJu,muJ Ren<'" (Ju ly-,\ ui;u,t 1993) 12S--l_l9, Dt•,\lan:o . T , and Lister, T , /'l'Of'lt'" ·,:irl' f 'rodurlr><' l'ro1rrr, m u/ .,.,.,,,,,, , Nc1< York Dor,ct l lou<e Pubh>l11ng Cump.my, 1987: 44 Z,drn,l,, D . ··u urgc r Kmg Reap, Wh<'pprng IJ('nclit< fron, ,'le .. Onh nc Rccn, iting S)>lem." Soonyfor 1/w""" Rrs<mrrr

l,f,,11,,grmr 111, Jul)· 27. 201 J. hnp·//w"w "clmov.nex1.com/ trendvburi;er-k,ng-rc;ips-"hopping-bcnelil5•from-nc"•Onlrne- recnuung-~}•lcrn

9 Hansen. F., 'Tin) T ... c.1ls lmpru,eTc.-!,ng Rcsult5." Woriforcl' ,llanag<'m<'III O 11/mt'. Fcbrua,y 2010. hup //""" ><Orlforce comlarch1 ,c/fcaturel2?/01/9J/mdc, php

JO. lbtd It. Pa/m('n, C , ·11,e Fa.,l<"> I Dri ll in lhc \\'es t."" /Jus,,,,..u ll',-~k.

Ociobcr24,200S 86-88 12. Pa)"nt.,r, ll , "Gel a Job al Bridge \\3/cr." Jfloom/7,rg/

ll1LJm.-.u 1Vui, April12, 20l 2; 86. IJ . Rmcn,,..cig. D , "Wh.lu I Know Now," Fast Com(><ll1y. r-cbru:iry

2005. 96. 14. Carbonar.1. P. "11,re /or Au /rude. Train for Skill, " Fast

Com/><lm·. 4 (Augusr 1996): 7J IS Hanser,, F , ''Comp""y's Cu,wrn,,cd Tc,1 Goe.-,; lk)Ot>d Job

SkiJJ.•.'· 11 ',:,riforrr ,\ fa110~:rm,m o,,,,,,,.. ,\larch 2010, hnp// ww .. . v.urkforec com/.lrchi, c/fcawre/27/08/JS/indc;> php

16 For a nwrc cxten ~i , c d,~ussion >CC Kri,tof-llro"n· A L , z,mm.,nnan. R D . and Johnson. E. C.. ''Con<e<jucnces of ln<l11 idual•" Fit m Work A ,\ler:1-An.1/)<1< of Person-Job. Pcrson-Organl~auon. Pcr<011-Group, and l'cn.on-Supcn rsor Fi1,•' ,.,.,.o,,,,,-/ /';ycholog) , 58(200$) 28 1- 342

I 7 Adnptcd from &J,. ard, , J R., "Pel'5on-Job Fil. A Conccpwal lnicgrmion, LuerJWn: Rc , ,ev., ~nd ;\·lcthuJolos,cal Cm,quc ... In C L Coop,-r and 1 T Robcn=n (ed.<.). lriumati011al Rn ·•- • of f11d,.sm,,/ ,.,.,1 Or9ofli:.ow:,,1a/ P:sy('ho/oay. 6. New Yotkc Wflc}.199 1 ::'8.l-J$7

274 Clupta 9 • fatimial CWldal~

IS.. Cllldv.cll . D F . and O'Rc1lly. C. A .. .. Measuring Perwn-Job Fit Within a Profile Compansoo Pnnss." Joumal of Applrrd f'ncho/og_). 75 (1990) 6-IB--657; Ed,.,,anis. "'Person-Job fit "'

19 Dc-1:uicy. K J . '"Google- Adjusts Hinng Procm as /\ccds Grov. ."' \Vail Sour Jour,w/. October 23. 2006: B 1

:o. Km.1of-Brov.·n. Z.11nmc11T1.111. lnd John~n. "'ComtQucnccs of lnd1,1du:ab"Fitat Wort..""

~1 Ibid. 11. Werbel. J D . :m.l G1lhland. S W . "" Ptrwn-En11ronlll(nt Fit

m !ht ~lecuon Proce»." In G R. Ferris (e-d ). Rruarrh 1r1 Prnonntl Olld Hwnun RtJourrr Managtmtnr. 17, Stamford. CTJAl~.1999· ])9..243

:.• Sm1on. P . lcarnv.ort the Name of the Game for IJt-o."' Sati fl'tJll<UCOChrorudt,FebnurylJ.200J.-w.!fg:llc.com/c-g1-bu\f :uucle.cgi'>fi le=lchror11clc/arclu\e/200:)1)2n..J/BUJ9JSS.DTL

: 4 Knstof. AL. '"Pcn.on-OrganilllUon Fit; An lntrgra111e Rn1tv. of its Coocep1u:tl1za1wns. Measurement, and lmplicauoM."" Pmor111tl Pryc-holog) . 49 {1996). I-SO: Kris1of. A L .. .. Pertt1,t<J Apphcun1 Fi r D1~unguishing Betv.oxn Rc-cruuro· Pt:rc-epuons of Per.;on-Job and Pcr..on-Organualion Fit."" Ptrwnntl Psychology, SJ (2000). 6JJ-671.

25 Knstof-Brov.·n. Zimmcnnan. and John~on, ''Con)('(luen.es of lndn1dua.ls" Fitat\Vorl.: ""

:6 O' Re,IJ~ . C A. Ill. Ch:uman. J •• and C.1.ldv.·ell. D V. '"People and Organ11.auon:ll Culture A Profile Compamon Appl'O.:lCh to A!.~~ing Pason-Organ1L.1tion Fit t Aradrmy of /ll(Jllagtmtni Jouma/. J-4 /1 99! ). 487-S16.

27. Bruce. S .. lumo,cr Focus Bnngs Bottom Lmc lmpro,emen1: · HR Va,ly Adi-uor. Dc:-ccmbc:r JI. 2012. tmp://lm.Jruly3(J\'1- sor blr com/ardu1·e/20l J/ 12/31 /HR .. Managcmenl_ Turno,er a;;px"source= HAC&efforc=29&utm_source=B LR&utm_ med1um=Email&u1m .. campaign=HRDAEml1I

28 Bry:LnL A .. -Connccung the Dou Isn ' t Enough," Tiif' Nrw Yort Tunts. July 18. 2009. hnp//v.ww.nyumes.com/2009/07119/ busmaY19.:omi;:r.htrnl ''_r=1

29 H:in.ky. D . MAI Dc-lomc. l! 's Al! About AHnbutn." fo/r111 Managtmt'/11 Mag,ont'. No,·emb.!r 2010. 23

JO. Pfdfer. TIii' Hiurwn Eq,11mon. JI Kruhla. P ... Best-KeptSccretsof1heWor!d' s Bes1Compan,es."

Bwmw 1.0 . .\larch 23 2006. money.cnn.com/2006/0J/2J/mag- :wm:slllus1ntS.S2/'busmcss2_bcstkeptsccrew'indcx htm

32. Ibid. , Freiberg and Frc: iberg. Nun' Sou1h1<·tJI Airlmt5' Cm:y Ru,,,,. for Bwmt'u aiu! PrrsOtl(J/ SurrrSJ.

33 Ashford. S J • and Ta) lor, M S . "Ad.Jpta110~ 10 Work Traruihons An lnregrJu•·e Appro:w:h."" In G Ferris and K Rowland (ed.!.. ). Rtuarrh m Pr,Jonntl a11d Human RnourrtJ Mtlllagtmrni,8( 1990)· 1-39

3J v. wv. .1n.1com 35 \l.ich:iels. L . '1lle HR Side of Compc1m,e Ad,arnagc.""

ThundnbmfMaga:.,nt,1001. 36 Jlolland. J L. ,1/akmg Vocouonol Owias ,\ Thtory of

\loeatwn PrnoNJl,r,n and \Vork Em1ro1111itm1. Upper SJd<Jle Rna, NJ. Prenucc- tbll. 1985

37 MU(:himky. P. M .. and Monahan. C J. "' \\'hll r~ Pcrson- En,ironmenc Congruence" Supplcment:tr) Ve rsus Complemernary \lodcls of Fit," Jm,mol of Vocatwnol Btha,wr.31( 1987): 268--277

38 Ibid. 39 AlllkD. G . lalem Bank, .. FaJI Compan). June WOO 94 JO MuebJM.l) and \fonahan. "Whll Is Prrson-En'lronmrnt

Congruencer

41 Scon. M . "' Beckham Dmts \lndndtoTopor Monc Tht Guardum, February 16. 20CJ6, footbal l~Lcar..c,• Nrv.s_Slor)'/0.,1710792,00.html: E1el'telberger, C. 111.co_., Sparl,:$ SIJJ Mil ho11 m Sale.\ for Gllluy, Co,·~~ 8/oombrrg. Apnl 19. 2007, v.ww bloombel'B-COIIV .. p1J;200)1079&rcfcr=;im,pon:.&s1d=a lZICV-5_9d-rwrin.-.1

4z ~~:;;[~ i ~~1;~!)'~a1;~~;:0~~~ ~ 11i ~~j

2 ~n1 Tc;ung." f'rrlmmrl Prycho/os,,

43 ~~~:i'l~t~J.! ~~-~lan~rf:;~:~· ~r· ~~~;:xi:e;::; Im lbc of 1'mo110l1Q and Socllll P:ryrhology, 69 (1995): 7f/"I ... /"""'

,µ Ar.'e), R. D, Stnckland. W ll, "Mot!l'ational ComponenLS l'-;ycho/og). , lkShon. R P . Clause. C S., and Delbridge, K ,

~es~~:~~:;:!'.1ia:e~:h~ ::::;~:;t a!1;:/~ Mouvat1on," Jo1mrol of Applttd Psychology, 82 (1997)-~ 310: Plo}ha:r1. R. E., Ziegert. J.C., and McFv land i__ "Undrrstandmg Racial Diffcrcoces Of1 Cogm11,c Abth;y T~ m Selecuon ContclU. An lntcgr.1.uon of Stcrcoiypc Thn-.ai ~:~;~~l~~tn.s Rmarch."" lfomr111 Pt'rfOrrrlON:t, ]6,~

45 Schmll. M J . and Ryan. A. M , ""Applican1 Withihwit The Role of Test-Taking Atutudcs and Racial Diff~• Puso1111rl PsJrlwlogy. 50. 4 (1997): 855-376.

46. Map1N from Handler. C. and Munt. S, "Esl.inwm, Ille Financial Value of Staffing A;scssmcnt Tools," Wotf/o,u O,i/mr. ,\laKh 2003. \\v.v. v. orkforcc.eomr'ardil'Cl1111- clc/2Jl40'88ph.

47 Jud~c. T A , and Watanatx.,. S .. "'Is the P.m Proloiuc? A Test of Gh1-.c!h 's Hobo Syndrome: ."" JoumQ/ of M,mQgt'llllfl/, 21 (1995)211- 229

48 .\linton•famok. T . "Number of Employers Doesn 't AhllYI Equate to ~hnng Ad1·anuge."' Sorit/')' for lluman Rts/1Wft ,\larwgrmtnt O,i/mt. December 2006. www.~hrrn.<q/cflQ' news __ pubhshw/CMS_019470 as

49 Sullivan, J. "ll011 Google is Using People Analytics 10 Completely Reiment HR ."' TLNT.com, Februiry 26. 2013, hltp //v.v.w 1!n1 com/20!J/02126/how-googlt-ls-uJio1- pc oplc-analyt1 cs- 10-complcte l) -rei nvc n1- hr/1utm .. ;ourn•;1v.n1erfecd&utm_mc:d1um=lrn~cdrn& u1frl..c:unp&ign:F ~cd '< JA ~tlnl ~%28TL:-.'T<:t JA + The+Bu;mm+of+HR'l,29.

50 KennedJ. R . "When Cu.iomm Help Sekel the swr,· IIR Mogo:me. 57 . 12 (December 2012). h11pJ/www.dlm. org/PublicJl1 on,lhrmJgu1nr/Ed1tonalCon1ent/20121121 2/ Pagc<Jl 212-etlcmal-recruitmgasp.\ ,

51 Gale. S F . "Compani~s Struggle to Rocruit lntematiorwly," \\'orkfora, ~1Jrch 4, 2013, hnp//v.ww v.orld"orce.com' aniclc/20!J0304/:-IEWS02/I J0J099SS/companies-complait- lm-gh>bal ·rctrumng-11-comrnc-c1-comme-a.

52 "llov. We As;c~< You- Whal RcJlly Sets Yoo Apartr UBS. Oct~r 17. 2012. h11p/11Sv.v. ub\comlglobaVetll'abOOLwi Cart'CfV!llbJ.lapplu:ation_prcpara1JOn/acccss.hlml.

53 T)lcr. K. "Pu1 Applicant,' Skill\ 10 the Tell."" lfR Moia:J/11', JJ.11 U,ll)' 2(X)(). 75-77

54 Gr1gg1 1· IJ1ikrPo.,NCo . JOl US 424 {!97 1) SS S~t· 1\1111 dolgo1 /<Jol/,lllcf1fr111c_41/ran_60-J/lochtm

{acccs,cdFcbruary7. :007)

, u s Equal Empl0) ment Opportunity Comm1; 11on. :,<' -~~iform Emplo)CC Sele.:11on Guidelines ln1erprc:tarion and

(l.lfl r,cauon /Qucs11ons and An,11"CTs)."' ~larch 2. 1979, ~:ip 111111 v. eco<: go1/pol1c)/docs/qanda_clanfy_procrdures

1'1 111;,mn Gu1deline 14C(4J,4JFe-d Reg 38,302(1978) ;, ~:

1

11 Jolio\/doVallcfrrritk_411Pan_60-J/1och1m.

~; : 1:~:':;t;:;::~:t:~~~fauh.asp~ u.nstn, F. "' Recnnting on the Righi Side of the 1..;jw_"

r UorJfor-rt Managrmmt Onlmt, May 20Cl6, wv. w v. orkforce s"("!IVsecUOn/OO/fCJIUrcr..4/38/12/

r; :~d. s. "Selec ting Top Talent al Procter & Gamble,"' DOI ~-' 11,01/J. 2012, hnp//v.v.w dd1v.or ld convDDIWorlcVmedia/

Mi-iumm1t/Wl2/PG .. TechtoSelectTalen1_DD/Summh20 l2.

~' Source for \'alidity cocffic1en1s. Schrrudt, F. L, and llurner. J £ , "The Valld11y and Ut1hl)' of ~!ec-1100 MethOOs tn Ptrwnncl Psychology: Practical and Thc:orcucal lmphcauons of 85 Ye.m of Research Fmd1ngs."" Prycho/og,c{J/ B .. 1/nrn. i :J {!998): 262--27-t Snuatwnal judgment tnl \"ali<l11y u from \lcDJ!liCI. :\I. A .• Morgeson, F, P., Finnegan. E. B, Campmn, \[ A.and Bnn·erman. f_ P .. --u~of Situal!onalJudgmcntTcm w PrcJict Job Performance: A Clanficat1on of the L11rn1urc:."" Jm,mol of AJ'plied P:f)·choloty, 86 {2001): 7J0...740: B1oda1a ,.iJ1J1ty is from Reilly. R R. , and Chao, G T. ··validuy and F.llrncs1 of Some ,\l1cmau1c Emplo)ee Sekction Proct<lurcs." pmonnt/Piyrhology, 35 (1 982): ]-{i2. v.or\:s:r.mp!e "alid11y IS 1rom Roth. P. L. Bobko. P . and McFarland, l. A .. "'A ~lcla• AnJl)lle Anal)Si> of Work Sample Test Vahdit) Updaung and Jn1~gr:r.t1ng Some Ctas>ie Literature," PtrsOflM/ PJ)chology, 58. J t:005). 1009-I0J7: for~lructuredand11nstrunurcdmtcrv1cv. s aJ10 from .\lcDaniel. M A .. Whetzel. D L . Schmidt. F L. ar.J ~laurcr. S D., ·Toe Validity ofErnplo)nK'nt ln1er.1c1S S A o,mprchrnsi\"C Review and Mcta•Anal)sis,'" }Qllrnal of ,l{'f'lled P1}rlwlogy. 79(199-i):599-{i16,Wci\nc:r.W H ,and Cron.ha", S F .. "A ,\kta-Anal)1ic ln1estJgauon of1he lmpx1 of lntcr,·1cw Fom1at and Degree of Structure: on the Vali<JII) ,,i 1hc Emplo)ment Interview.'' Jm,mQ/ of Orcupo11onal PMho/og1·,61(1988). 275- 2'Xl. BJ~ 10 ran on lfauskne.:ht. J. P., Day, D. V., and Thom.i~. S r . ··Applidll1t Reactions 10 Selection Procedurc:s An l p,:!,lled Model and Ml."la•Anll) Sis,'" Pus01mtl Psycholog), ~7. 3(2004J: 6]9--683: Co)·nc, I .and Banrnm. D, "ASSC,,\ITig 1heEfft"CU•cnc)SOf lntegri1y TcsLS: A Rn1ew."' /n1,nw110,w/ JouftlQ/ of Tmmg. 1 {2002): 15-34: Anderson, N. SJlgado, J F . and HUlshegcr. U R., "'Apphean1 Reactions in Selec1ion Cumprchcn,i,c Meta-Analysis irno Reaction Geneml1lat ion •mus Snumionll Spociticny,"' lmtnumoru1I Joumal of 5'1m,onG1rd,hsrss111tm,18(201 0): 29 1- J04

M From H)an, A. M., and Tippins. N. T .. "Alt13Cling and Stlmmg· What l¾ychological R= arch Tells Us, .. Uw1um Rr,mora M,magtmeut, 43 (200J): J0S-3 18.

6" I ,her, A . "10 DumbcM Rfsumt Blunders," forrunt, April ~ - :007, hllp:1/money.cnn,com/2007/04/25/ncv.<,/econom)·I r.-, u~ic blunder~ fnrtune/md{"~ htm''pomc~1on=2007042510. ' Rl',umt Quotaliuns,"' Offd1-0rc-en11ronmentcom, 2007. " "" nfl,horc-cn11ronmcntcom,'takcbrc:aJ.html. Robe rt Hal f hlma11onal, "Rcal-Ufc ll lundcrscoAvoid." Yohoo.1lfo11ob<. , 2007. h11p llhotJOb\ )ahoo,·omljobscc~er/lool,Jept/carccrAr- tx;k,p,, ,1 html1po)t=S7

Chapter 9 • A~sing External Candid3lcs 275

68 S:llud1, J . "T op 5 RCSumt Lies,"" CNN/Mont)". December 9. 200J. hup//money cnn eom/2004/l 1/22/pf/rcsumc_licifin<Je.,.

69 ~:_c.g, ,\larquc,, J . ··Rw:hoShael Garre Shov.' Need to Screen Currcnl Employees" Ll'ortfnrrr ,\/a11agrmm1 011/mt, M:irch 14, 2006. v.v.w,v.orkforcecorn/1,CCt1on/OO':lf11cle/24/29/52

70 :::IK't. M , "Screening for Qu3l11y on 1hc Web."' £mplo)11ttr1/ Marwgtmrr11 Todo1, 9, I (Winter 2004). W\\W ~hrm.org/cma/ cmt/amele.v'.200-l/v.rnlciO-Jco1cra.s

71 Marque, , J •• "When Brand Alone lm"t Enough."' WorVorrt Mwwgrmtnt Mll'Ch IJ.2006: 1. 39-41, wwwv.orHorcccom/ arch1,·e/fcal~re/24/29/S8hndc~ php1 ht=mcdonald%20s%20 mcdonlld'l-20s

72. M:lrtlnct. "Screening for QuJ!ity on 1hc Web.'"

;~_ ~~~Millan, D .. "The Art of the On!inc R6urni!," Busmt .. uWet'k. May 7. 2007; 86: Jobv.eb.com. ··JI.lore Tips for NavigJting lh_c Onhnc Apphca11on Process."" 11,ww jobweb.comlrei;ources/11- brary/lntervicwsn.to re_Tips_for__N_2SO_l .hlm: Job-hunt.org. ""Your CybcrSafe R6umt." v.ww.job-hunt.org/resumccy~r• safc.~html. Job-hun t.erg. "De,·c!opins Key Words," www.Job· hunt.orprc~umcke}v.ords shtml.

75 Bruce. s . MHR's Wom Jl.listake-Thc Trigger-Happy 'No' ."" 1/R Dmly AJ,uor. December 20. 201 I. hnpJ/hn.lailyad, i• sor blr comr'uch11c/201 1/l 2/:W/Job_De5Ctiptions_Mistake~_ Mllllagers_f.lakc asp~?sourcc=-flAC&effon=\5

76. England, G W . De-.-rlo11mn11 and Vu of ll't1ghud Appltra1ion Blanl..J. Dubuquc. lov.a: W . .\I.C. Brov.n. 1961

77 Kaak. S. R. 'The Weighted Application 81:ink."" Cornr/1 Hatti and Rrswurant Admm1s/ra11on Quartt'rly, J9, 2 (1998): 18-24

78. Dunne!te. M. D .• and Macuold. J .• "Use of u Weighted Application Blank in Hiring Seasoned Employees.'' 101,mQ/ of Applitd Psycholog)', 35 (1 9SSJ: 308-310.

79. Segal, S. M., Busse. T. V., and .\lansfield. R S .. ""The Rcla1ionsh1p of Scicnufic Creativi ty in 1hc Biological Sciences 10 Prc:<Joc1or:il Accomplishments and E.lpcncnccs.M Amrriearr Educot,onal Rr:rearclr Jo11ma/, 17. 4 (Winter 1980)· 491-502

80. Gold.lm11h. D B, '"The Use or the Personal History Blank as a Sale,,,mansh1p Test," Journal of1tp111it'd P:r)dro/og)', 6 (1922): 149-155

81. For more information lbout biodata. s-cc Ebcrhln:lt, B. J .. and MuchiMky, P. M .. "Biodaca lkterminanu of Vocational Typology An Integration of Two Paradigms."' Jm,mal of ApplitdP:f)·rholog)',67(198 2): 714-127 .

82 Mount. M. K.. Win. L. A .. and Barrick, M R .. "lncrc:ment:.11 Validity of Empirically Keyed ll iodata Scales 01er GMA and the Fi\·cFactorPersona lit)'Cons1rucls." PerJonnt'IPsyrhology, 53.2(2000): 299-323

83 See Wc~l. J., and Karas. M .• ""Biodata: Meeting Clients' Nn-ds for a Beller Way of Re.:ruiung Emry-Lc1cl Staff," lntrmQtionQ/ Jo11molofSelt'rtiono11dAnt'.Hflll'nt. 7.2(1999); 126-UI

84. VanderMcy. i\, "Inside Googlc"s Rcrru1ting Machine." ' CNNMont>'· February 24, 2012. hllpJll---ch.fortunccnn. com,'2012/02/24/gooi;le-recruiting/.

85 Stncker. L J . and Rock. D. A., "A~;cssing Leadership Potential v.ith a Biogrophieal ~lc~urc of l'ersonalit)' Traits:· f111t mot1onnl Jo11mal of S..lt(/10,1 mu/ ,bstssmt'n t. 6. J (1998); 16-1-- 184.

276 Chlpk'f 9 • As.._~ &1cmal CanJ1d:lt~

Mi Mai:l. f A .• -A Concq'11Ll3.l R!llloo:i.k for (hr Dom:iin anJ Atmllutcsof Biod:l.u Items.,• PrnOIIIU'I Psyclrolog,-. 44 {1991) i6J-927

S7 Rnlly. R. R .• and Ch:io. G. T . · v ahd, ty and Fa,mm of Somi: Altcma1.h c Employc-e Scla:lioo Procedurei.. • Per:wnt1rl P:n-dwlO!J'. 35 (1982): 1--62.: Hun!Cr. J E.. alld Hunter, R. F_ .. Validuy and UlllU)' of A!tcrrothc Predictors of Job Pmc.-auoce.• P:ryd 1clog,ro/ Bulk1111 ,96(198.i) 72-98.

SS. Pti illips mi Guity, "'Fairness Reactions 10 Pcrwnncl Sclccuoo Tc,,:hmq11CS in Singapore and (hr United StatcC /111mnmoNJJ J01<mlJJ of Hunuui Rnoi,rr, Mairagrmmr, 13 (2002) II~\~

&I R~l ly and Ch30. · Vo.Jidity and FaimC:S.ili of Some Altern;1mr Ernploytt Sck,.1.100Ptuccdu~.-

90. Ebcrlww and Muchirw.y. •e iOW.m Detcnniniuns ofVoca11onal Typology.·

9! P:mnonc. R. D .• • Predicting Test ~rfonn.:i.nre· A Coo1en1 Valid AP(lroXh to SCT'ecning Applieants: h rnmn(/ Psychology. 31 (19S.i)> S07-5 l4.

92. P:innonc. R. D . · s 1uc Collar Selection.· in G. S. Stol.:cs. M D Mumford. :tnd W A. Owens (CW.), BiodaM HaJJdbook, Palo Alto. CA; CPP Books. 199.J. 261-274.

93. Wilkinson. L J.. '"GenCl1ll iu.blc B1odar.a7 An Appheauon to (hr VtXallonal lntCTCSIS of Managers: Joi,rM/ ojfk(U{l{)lll)ll,llf and O flan•~•onal P:r,'cllllllll)', 70 (1997); 4~

9-1. HmsclL S. ""Google Ans1,,cr to Fill ing Jobs Is an A!goothm · New York Ti-s. Jamwy 3. 2007, http://query.n)t1mes.com/g, L1 fu11page.html?res---9F06E7DA 1730P.l30AJ5752COA 961 9C8B 6J&sc,,,":&spon:&P3gc.,..an1ed=I.

95. Fnsc-BlunL M .• -Dialing for C'andidntcs.~ HR Maga:int. Apnl 200S· 78--82.

96. Wells. 5. J • l oo Good 10 Hire{ HR Maga:mr, October 2004 48--S-i.

97 SchrrudL F L . :ind Humcr. J E. . .. Employment TC$ling· Old llleoncs :u,d Ne,.· Ro:se:m:h Findmtis.- Amtnm 11 P:r:ychlllogw, 36 (1981); l1 2S-- 1137: Schrn1d1 and llun1cr, "'fhc Val id,1 y and Utili ty of Sclccuon Methods in P= nnd Ps)·ehology •·

9'. Hunter. J E- "'Cogni ti>c Ab,luy, Cogniu,c Aptitudes, Job Kno"'k\lge. and Job Pcrfomiancc: Joumal of Vo,-ar10t1al &lra,·1o r. 29. 3 {1986): 340-362, Murph y, K., "h Lhc Rc lauonsbip Between Cognili,·c Abi!uy alld Job Performance Siablc O.·n- Tim.:"" 11,unon Pe,formanu. 2 (1989)' !83-200, Ree. M. J •• :u,d Ear les, J. A .. "lmc llitience h the Hor Pml1ctor of Job Prrformancc: Currtnt Oir(c/1011s III Psydwlog,rnl ~ IIU.l(\992)· 86--89.

99. Conlin. M .• "'Champions or Innovation," IN. June 2006: 18- 26 100 WaJka. s_ "'Tlie l\'FL"s Smanest Team,"' Wall Strut Journal

Orllmr. September 30. 2005, h11p://onlinc.1> sj .com/an1- clc_cnuiVSB 1 I 28C»210724556355-1Rj(4Njlu'. 4n56rZH- 2bqWHmJ htrnl

101 Gully. S M . Payne. S C.. and Kol~. K. L K, "'The Impact of Error Trammg and lnd1~idu:iJ D,ffcrcnccs on Training Outcomes. An Aunbutc-Trcatment Jnter:ictron Pmpcct11c," JoUJ?UJl of Appltrd Psydll!logy. 87 (2002): 10-155.

102. Read. ·Selecting Top Ta!cnt ai Procter & Gamble." 103 Ouu.i. J. L. '1llc Rok ofCognltive Abili tyTcstsin Emplo)mcm

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105 Sm11he1, J W. Reilly. R R . M1 ll'>.lp, R E .. Peart

,,: .; ~~:;'.c;~~~~::~ -~/cl«uon 106 Roth. r L.. 1:1c1·,cr. C. A . Bobko. P . S\\u,i:er F

T)kr. P . ~Ethruc Group D1ffercnct1 in Cognui:e S, Ill([ Employmen1 and Educ:iuonal Setting, A Mctt-~~t)o bi PrflOlmrl P:r,rlllllogy . 54. 2 (2001) 297-330, Mu nal)\is,• "CanConll,cun~ Pcrs pn:Lil l:$ Oll the Role of'g' i~Y,K.R.., Scla:11on Be Re,ol1cd'T' ~wnarr Pr,fomianu, 15(~ =-~::~~~-:~~~~;· ~:·~~~:;.: PAb~ ~~

7 ~1zat1 ons."" Jm,rnal ll/ App/1(d Psychlllov.

1 ~ I~

107 ~ 1 ~

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;e Role of Cotimlllc Ahlhty Teits 111 EmplO)<,_

l08 : :~:.::iJ it~:::;t :,~~~~l~;m'::;,;!n_~ ~ • ~::.-Jbu\1 ne,s2/bus1ncu2_arc h1,·cf.?005/12JOll83646o3Ji'::

109 Gu,on. R. M , and Gollier, R. F, "Validity or ~11:~re~3•;._~~~~i~;c~'.~~~n;,;~:;1:;'~~,:ior,, II New Yo1\.: Wi ley. 1968. D~vis-1:l llkc. A, and Pf:;;;;a: · Jo.1-1 a M1~c-Thc Search for D1spos1tlollll Elf~ ~ ~

8 ~ ;,~~~~csc:ireh: Acadtmy o/MDflal r fllnl1Rt\'ln,,,

110 ~ 1; ;:a~~ e: ;~~~~;~n;~~;ll:~;:~ ~;:~:.~:~ 1JclC$COmfpl'.ll11cles/m1_m3495~s_n! _v39/a1_1516218&'1'1..I

11 l Sec ~lorgc,on. F P , Campion. ~I. A . Dipboyt, R. L. Hollenhcck. J R , l>~orphy. K., and Schmit. N , "Rcconsltltri-, 1hc Uscof f>rrsonal 11 y TeMS m Personnel SelcctionCon!tQ.• Pmo,w/ l'sJdwfllgy. 60 (2007)· 683-729

112 Entho,·en. D . '"llO"-' lo Screen Bad l·hrcs," Ta/rm Mllllll.J'-1 .llag<1:111r. Apnt2012.36

113 Shafer, J A .. and P~ lle1h.., a11e. 1:1 •• "'A Mauer of Corin!. A Mm -Analytic ln, ('stigation of Lhc Rclat11e Val1di17 fl Contc~ tuahud and Noocon1c~1ual11t'd Personality Measwn," PuJ0011r / P1yclralll8),6S(Au1umn 2012): 445--493.

11 4. S,1 ,cmonc. Y , and tlarri s, J . "Put Data 10 Wort; Tlllfflt MMai;t mrmAfoga:mr, Apnl,20 10:32- 35

115 A)rcs. L. s,,,,u CrimclruJ: \Vhy Thmkmg -b}·-NwnMn 1J 1/it Ntw Woy ro Br Srnan New Yori.: : Bantam Books. 2007, 29

I !6. Mount. M K .. and Barrick, M. R .• "The Big foe Pmonahl) Dimensions: lmpl ieations for Research and Practice in !lu111111 Resources Management," In G. R. Ferris (ed ). Rtstard w Prrso,111rl and lluman RrwuruJ Managrmtnt. 13 {199j~ Green .., ich, CT· JAJ Pr~s. I H-200.

117 Vini: hor, A J , Schippmann, J. S., S...111.cr, F A, llfld Rolh. P L.. "A ~le1a-Anal) sis of the Predictors of Job Pi:rfomwice fO' Sal~people," l oun ,a/ of Applied Pryclw/llg}', 8J (1998): 586--m

l 18 Bame~. M R . and Mount. M. K., '1ne Big R,e Pmonallty D,mensionsand Job Perfonnancc: A Meta-Analysis." PrrJOttNI Piydwlogy, 44 (199])· 1- 26.

119 Vinchur. A. J . Sch1ppmann. J. s . and S"' imr. F S 111- '"A Mcta-Anal)sis of the Predicto rs of Job Perfomun« rCf Salespeople.'" Jo,.mo/ of Appllr./ /'s)cho/ogy, 81 586--591, Judge, T A , and Bono. J E .. "Rcla11on~hip of Cort Sell- E-alua11on Trait\-Self-Estc-c ,n, Gen('ralized Sclf- Efl"l(ICJ', Locus of ComroL and Emotional Stab!hly- W1th Jct Sausfoct10fl and Job Pcrformance: A Mcta-Anal) !is.• Jo'il,tnl)l o/App/1ed Psycholog), 86 (2001): 80-92.

1:tl \h: :· :~ ~ r~o:1~1~• 'a:,dR r:':~::• ~~ Fi;: ~:~1;; ~;,:ir:N'nal ln1cract1on1: llrm1an Pr,fonnllnrt. II 0 998)

1~5,,-t6S

1;'. ;~.111. J ,and Can,.ngh1. S ,"Sclcctmg i;;pa1nate Managcf) I-• ~;;,:;::101~~;1~t;~~;~;• 1~~r;:!.'96and OrJDfl•~ uon

, 1

B,vrKI.:. M R .. an<l Mount, M K , '"Y~ . Personality Maner) 1- ,\lo.l•ing on to More lmponanL M31tcrs: H11man h,fllmrMu.

is. H2005) 359- 372,

i:J :~:!~~: ;n~c::::i p:~o~o~~<l~_ty and Utd11y of Sd c,;tton

1 ,, B.irrrck • .\I R . Mount. M K , and Judge. T A • "111c FFM - f't r,,)llahl)' Dimcm1ons and Job Performance Mcta-Anal}MS

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1"6 lb1<l 1 ~l Mount. M K . Bani cl.:. M R . and Stew an, G L. "'Pi:nonal11) • f'm].cWI" of Performance m Jobs ln1·olvmg Interaction w11h

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I~ B:imd, and Mount, ""Yes. Pcrsonlhty Mrutcrs "' IJO ("'o.tJ. p T , Jr .. and McCrac, R R , "'Four Wa) S Five Factors

Arc U,i..,c ,' ' l'uJo ..al,ry antl lnJ,.,d,.al D,fferrnus, 13 (1992) 653-665.

\~I Ones. D S , and V,s,.cs1-aran. C. , '"Band11,id1h-Fidch1y Dl l~nu11.1 1nPcrso11.1lity Mca.surcmcntfor f>i: rsonnelSclc,;uon, .. Jm,m/11 of Orga,u~ /Wnal Bthlll·illr. 17 ( 1996) 609-626.

11: ~lo11 n1 a11d Uarricl:, ·Toe Big Fi,c Pcrsona!11y D1mcmions." 1JJ Lt. ll , Oh. I. S. Robbms. S B , Ilks. R., Holland. E .. and

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IJ.: S.hn~1dcr , R. J . Hough, L. M . and Dunnctte, M O. "Br\Jld ,idcd by Brod;, Tra11~ How to Sink Science In Fi, c D,mc n,ion\ or LcH: Jounwl of Orgam:;t111Qna/ Bthm ror. 17, 6(1996)639-655

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136 11,,g.1n R . and llogan J .. "Assessing Leadership: A Vic"' f!\1rn the Dark Side,'" /nt( mo1io11a/ Journal of St /n11on and A.11mmtn1,Q (200 1)· 40-5 1.

IJ7 ~forgc,0!1. F P , Campion, M A., D1pbO)C, R L .. Holtcnbecl. J R . \ lurphy. KM , & Schmin. N "'Rccons1dcnng Lhe Use or l\> r,ooJht,· Tests in Personnel Selection Con1nts." Pusonntl Pnrholoiy.60(2007): 683- 729

l}ij l:.lhng<on.1 E . Smith , D. B., and Sacken. P R , "lnvc!llgaung the lnfluMl·c ur Social Desirability on ~rwnah1y Factor S1ructurc .' ' Jo11nwl o/.A.ppllt dPJJrlrology. 86(2001): 122-133, <; ,m th, D. U . :ind Ellingson, J. E., "Substance Versus St)k A ,\cw Look :u Social ~ sirnbihty in Moti,aung Contcrn:· J, ,,.,,..,/ a/App/red l'1yd 1lllo1)', 87 (2002): 21 1- 219

IJ9 s~c "'" ... . un i edu/buros

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140 Rosse, J G , M,ller. J L . and Ring.~r. R Cj ~);:s::::nn; Value of Drug and ln1egn1yTcsung. Jm,rna l's) clralo1y. l0.4( 1996)477--485 3d654(199I )

::~~:h: ~: ;;~::.:i•p~~~;~o:gical Test."" Fmrfr~

- ~~: m;~ ~~:%2;~20 ;,~,;t;~~~~:~;~;~l 143 ~:~no J D . "Widely Used Psychologic:r.l Test Found to

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144 :•;~~ ~~f:;~ng Out of Legal !lot W3ter While Conducting Background ChccU."" \Yorkforct ,1/a,wgf'mrRI On/me. June l006."-l'"'"OO:forcc.com/1,CCliOn/06/fearurc/24/39/38./

JJ5 En>. a) G "Pen.onaluy Tests an<l Pre-Emplo)menl Screen.ing,'" · 77lllmaJ & 011. August _ 19.' :011, http · l/ blog thoma s econ e om/<l1,_cr1m1na11 o n/ pcrsonaJ11y-tesLS-and-pre-1:mploy1nent-!.(:rccn1n¢

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