To test or not to test:
Have you asked the question?
In the search for high quality staff, companies are applying various selection methods. A popular option is the use of psychometric tests, but there are two questions to answer before making them your choice.
1. Is the test relevant to the job?
There is debate as to the relevance of performance on such tests to job skills, and their ability to predict future job performance. The only way truly to justify test relevance to a particular role is to carry out validation studies within your organisation. It is quite a gamble to use tests for selection decisions if their prediction of performance is at best sketchy. Also, is it really cost effective for you to use at least half an hour of selection time for a procedure which is not necessarily providing job related assessment?
2. What impact does testing have on candidates?
Perceptions of fairness: Recent research has confirmed that tests have an impact on candidate perceptions of the selection process. Testing is seen as less fair and relevant to the position on offer than interviews and assessment centres. This is particularly worrying for companies that carry out mass testing as the first selection hurdle. Graduate applicants in particular feel tests form too large a part of selection decisions. It is important to consider the recruitment process as two-way - the company makes decisions about the candidate and the candidate makes decisions about the attractiveness of the company. This suggests the need to ensure candidates feel selection procedures and their components are fair and reasonable. Why risk generating negative feelings through the use of tests when they may only have a limited input to the selection decision
Considerations
If you do decide to use tests you can take several steps to combat the production of negative feelings in candidates. Research shows you should take time to introduce the tests giving details of how the tests are constructed, and be able to give information about their appropriateness. You should also explain their value and relative weight in the whole selection process. Test administration should also be carried out in a clear and helpful manner, for example, by giving adequate time to discuss practice items. Candidates' ability to pass or fail the tests can of course effect their view of test usefulness. But, if selection procedures are carried out in an openly fair and objective fashion even the unsuccessful candidates can feel they were given a good chance. They will retain respect for the organisation, possibly recommending others to apply.
Many applicants have already taken mainstream tests for several organisations. This carries two issues: The first is practical, in that repeating tests or similar tests can affect candidate performance and thus predictive powers of a test. The second issue is important in terms of managing perceptions of the organisation. In repeating tests, candidates experience an organisation using a standard and common process. Why does this matter?
In striving to attract staff, particularly high flyers, the selection process is the first image of the organisation in action as committed, effective and innovative. Using the tests others use is not setting the organisation apart in any way from those competing for talent in the marketplace. The alternative is to use job related work sample exercises, or specifically tailored tasks representing a typical day in the role. They add value to the selection assessment through direct assessment of real tasks, as well as having a positive impact on perceptions of the organisation itself. It also gives candidates a chance to understand exactly what the job entails and therefore make an informed decision of their own.
How can Human Assets help?
Tests, if carefully chosen, can provide a cost-effective input into the selection process. However the two-edged impact they can have on candidates, demands that attention be given to their applicability for each position - not just using them from a force of habit. Many of the organisations using tests have not carried out any form of in-depth evaluation of their predictability and relevance. They may be giving a negative impression to potential candidates for no reason but to test for testing's sake.
Our business psychology consultants can draw upon a wealth of current theoretical understanding and commercial knowledge in order to recommend the ideal selection tool. We are an independent consultancy and source the best tool for your needs from the entire spectrum of psychometrics available. If you would like to find out more, please contact our consultants on +44(0)20 7434 2122 or by email at enquiries@humanassets.co.uk
References
'A Deciding Factor' by Clive Fletcher. People Management November 1998.
'Survival of the fit test' by Robert Sternberg. People Management December 1998.
'Longitudinal Assessment of Applicant Reactions to Employment Testing and Test Outcome Feedback' by Talya Bauer et al. Journal of Applied Psychology Dec 1998 Vol. 83. No 6.