TESTING AND SELECTING

Question 1

MAJOR CATEGORIES OF TEST
1. Cognitive ability tests
2. Personality tests
3. Physical ability tests
4. Job knowledge tests
Work sample

Answer 1

MAJOR CATEGORIES OF TEST

Question 2

· A Cognitive ability test can measure reasoning skills, math skills, and verbal skills.
· An Aptitude test measures a person’s ability to learn new skills. Aptitude tests can measure things such as mechanical aptitude and clerical aptitude (e.g., speed of typing or ability to use a particular computer program).
· An Achievement test measures someone’s current knowledge. Depending on the type of job, one or both will be better suited.
· Personality tests such as Meyers-Briggs and the “Big Five” personality factors may be measured and then compared with successful employee scores.
· A Job knowledge test measures the candidate’s level of understanding about a particular job.
Work sample tests ask candidates to show examples of work they have already done.

Answer 2

TEST TYPES

Question 3

SELECTION METHODS
· A Clinical selection approach is probably the most common selection method, and it involves all who will be making the decision to hire a candidate. The decision makers review the data and, based on what they learn from the candidate and the information available to them, decide who should be hired for a job. Because interviewers have a different perception about the strengths of a candidate, this method leaves room for error.
· In the Statistical method, a selection model is developed that assigns scores and gives more weight to specific factors, if necessary. For example, for some jobs, the ability to work in a team might be more important, while in others, knowledge of a specific computer program is more important. In this case, a weight can be assigned to each of the job criteria listed.
· In the Compensatory model, a similar method of scoring is used as the weighted model but permits a high score in an important area to make up for a lower score in another area.
A Multiple cutoff model requires that a candidate has a minimum score level on all selection criteria. In the multiple hurdle model, only candidates with high (preset) scores go to the next stages of the selection process.

Answer 3

SELECTION METHODS

Question 4

MAKING AN OFFER
· Oftentimes once the decision is made to hire a candidate, HR professionals feel their job is finished. But making the offer to the chosen candidate can be equally as important as the interview process. If the offer is not handled properly, you can lose the candidate, or if the candidates takes the job, he or she could start off on the wrong foot.
· To handle this, he suggests asking salary questions in the interview, including the following:
1. “If we were to make a job offer today, when would you be in a position to accept or reject the offer?” If the candidate answers “right now,” this indicates they do not have other job offers on the table or if they do, you are their first choice.
2. “At what point, dollar wise, would you accept our job offer and at what point, dollar wise would you reject the offer?” The advantage of using this strategy is that it gets to the point of understanding the candidate’s expectations. If the interviewee does not respond right away, you can clarify by asking, “I am asking this question because I would like to gauge your interest level. Share with me the ideal salary offer versus at what point you would be willing to walk away from this opportunity.”.
· Asking these questions can assist in qualifying candidates, based on salary expectations. For example, if a candidate requests 20 percent more than you are able to pay for the job, this discussion can be had before the offer is even made, perhaps making this candidate no longer viable.
· Based on the range of salary you can offer, consider the following questions when making the offer to a candidate:
o What is the scarcity of the particular skills set?
o What are the “going” wages in your geographic area?
o What are the current economic conditions?
o What is the current pay for similar positions in your organization?
o What is your organizational compensation strategy?
o What is the fair market value of the job?
o What is the level of the job within the organization?
o What are your budget constraints?
o How soon will the employee be productive in the organization?
o Are there other candidates equally qualified that might have lower salary expectations?
o What are the national and regional unemployment rates?
o If you cannot pay more, can you offer other perks such as a signing bonus or flexible work schedule?
· Once the offer has been made, it is reasonable to give the candidate some time to decide, but not too long, as this can result in losing other candidates should this candidate reject the job offer. It is likely the candidate may come back and ask for higher salary or benefits. Some tips to successfully negotiate:
o Be prepared. Know exactly what you can and can’t offer.
o Explain the career growth the organization can provide.
o Address the benefits of the candidate’s joining the organization.
o Discuss the entire offer, including other benefits offered to the employee.
o View the negotiation as a win-win situation.
o Be able to provide salary research of similar positions and competitors for the same job title.
o Use the trading technique. For example, “I cannot offer you the salary you are requesting right now, but what if we were able to review salary at your six-month performance review, assuming ____ objectives are met?”
· Once the phone call is made and the candidate accepts the offer, an e-mail or formal letter should follow, outlining details of the employment agreement. The employment agreement or offer letter should include the following:
o Job title
o Salary
o Other compensation, such as bonuses or stock options
o Benefits, such as health-care coverage, 401(k)
o Vacation time/paid holidays
o Start date
o Noncompete agreement expectations
Additional considerations such as relocation expenses