TOPIC 7: SELECTION TESTS

7.1. MEANING OF SELECTION TESTS

DeCenzo, Robbins and Verhulst (2016: 153) notes that a large majority of employers do some
type of preemployment testing. A wide variety of tests and testing providers can determine if
applicants have the skills they claim to have, if their personality is a good fit with the job or
company culture, cognitive ability, math skills, integrity and use of legal and illegal drugs.
Armstrong and Taylor (2014: 238) adds that selection tests are used to provide valid and
reliable evidence of levels of abilities, intelligence, personality characteristics, aptitudes
and attainments. Employers recognize that the investment in time and cost of these tests,
combined with other selection tools and a well‐thought‐out hiring process, results in better
quality hires.

7.2. TYPES OF TESTS

According to Dessler (2017: 175) selection tests can be conveniently classified according to
whether they measure cognitive (mental) abilities, motor and physical abilities,
personality and interests, or achievement. We’ll look at each.

1. Tests of Cognitive Abilities

Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific
mental abilities like memory. The main tests of cognitive abilities include:

a) Intelligence Tests - According to Armstrong and Taylor (2014: 238) intelligence tests
measure a range of mental abilities that enable a person to succeed at a variety of
intellectual tasks using the faculties of abstract thinking and reasoning. Dessler
(2017: 175) adds that intelligence tests measure not a single trait but rather a range
of abilities, including memory, vocabulary, verbal fluency, and numerical ability.
The outcome of a test can be expressed as a score that can be compared with the
scores of members of the population as a whole. An intelligence test may be recorded
as an intelligence quotient (IQ), which is the ratio of an individual’s mental age to the
individual’s actual age as measured by an intelligence test. When the mental and actual
age correspond, the IQ is 100. Scores above 100 indicate that the individual’s level of
intelligence is above the norm for his or her age, and vice versa. Intelligence tests can
be administered to a single individual or to a group, using tests like the Stanford-Binet
Test, the Wechsler Test or the Wonderlic. Research shows that intelligence tests are
highly predictive of trainee performance.

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 b) Aptitude Tests (Specific Cognitive Abilities) - They are also measures of specific
mental abilities, such as deductive reasoning, verbal comprehension, memory, and
numerical ability. Psychologists often call such tests aptitude tests, since they purport
to measure aptitude for the job in question (Dessler, 2017: 175). Aptitude tests are
occupational or job-related tests that assess the extent to which people can do the
work. They typically take the form of work sample tests, which replicate an
important aspect of the actual work the candidate will have to do, such as using a
keyboard or carrying out a skilled task such as repair work. Work sample tests can
be used only with applicants who are already familiar with the task through experience
or training (Armstrong and Taylor, 2014: 239). An example of an aptitude test is the
revised Minnesota Paper Form Board Test consists of 64 two-dimensional diagrams cut
into separate pieces. It provides insights into an applicant’s mechanical spatial ability;
you’d use it for screening applicants for jobs such as designers or engineers (Dessler,
2017: 175).

2. Tests of Motor and Physical Abilities

Dessler (2017: 175) notes that organisations might also want to measure motor abilities, such
as finger dexterity, manual dexterity, and (if hiring pilots) reaction time. Tests of motor and
physical abilities can be used to measure the speed and accuracy of simple judgment as
well as the speed of finger, hand and arm movements. Tests of physical abilities may also
be required. These include static strength (such as lifting weights), dynamic strength (pull-ups),
body coordination (jumping rope), and stamina. For instance, applicants for military positions
must pass an initial strength test (2 pull-ups, 35 sit-ups, and a 1.5-mile run).

3. Tests Measuring Personality and Interests

Dessler (2017: 176) notes that a person’s cognitive and physical abilities alone seldom explain
his or her job performance. Most people are hired based on qualifications, but are fired because
of attitude, motivation, and temperament. Tests aimed at measuring personality and
interests include personality tests and interest inventories, as discussed below:

a) Personality Tests - personality tests attempt to assess the personality of candidates

in order to make predictions about their likely behaviour in a role. They tend to
measure basic aspects of an applicant’s personality, such as introversion, stability and
motivation. Industrial psychologists often focus on the “big five” personality
dimensions: extraversion, emotional stability/neuroticism, agreeableness,

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 conscientiousness, and openness to experience. There are many different theories of
personality and, consequently, many different types of personality tests. These include
self-report personality questionnaires and other questionnaires that measure interests,
values or work behaviour (Armstrong and Taylor, 2014: 238). Personality tests can
provide interesting supplementary information about candidates that is free from the
biased reactions that frequently occur in face-to-face interviews, but they have to be
used with great care.

b) Interest Inventories: Interest inventories compare one’s interests with those of

people in various occupations. For instance, these tests can provide a report comparing
one’s interests to those of people already in occupations like accounting or engineering.
They can be used to determine a candidates likely fit for an occupation. The
assumption is that someone will do better in occupations in which he or she is
interested (Dessler, 2017: 176).

4. Achievement Tests
Achievement tests measure what someone has learned. Most of the tests you take in school
are achievement tests. They measure your “job knowledge” in areas like economics,
marketing, or human resources. Achievement tests are also popular at work. For example,
the Purdue Test for Machinists and Machine Operators tests the job knowledge of experienced
machinists with questions like “What is meant by ‘tolerance’”? Some achievement tests
measure the applicant’s abilities; a swimming test is one example.

5. Work Samples and Simulations

With work samples and simulations, candidates are presented with situations
representative of the job for which they’re applying, and evaluate their responses. Experts
consider these to be tests. But they differ from most tests because they directly measure job
performance (Dessler, 2017: 178). They include work samples, situational management tests
and management centres.

a) Work Samples - The work sampling technique tries to predict job performance
by requiring job candidates to perform one or more samples of the job’s tasks.
Work sampling measures actual job tasks, so it’s harder to fake answers. Work
sampling doesn’t delve into the applicant’s personality, so there’s almost no chance of
applicants viewing it as an invasion of privacy. Designed properly, work samples also
exhibit better validity than do other tests designed to predict performance. The basic

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 procedure is to select a sample of several tasks crucial to performing the job, and
then to test applicants on them. An observer monitors performance on each task,
and indicates on a checklist how well the applicant performs. For example, work
samples for a cashier may include operating a cash register and counting money.
The applicant performs the task, and the observer checks off and scores the approach
used.

b) Situational Judgment Tests - Situational judgment tests are personnel tests

“designed to assess an applicant’s judgment regarding a situation encountered in the
workplace” (Dessler, 2017: 179). For example, a customer comes to you with a printout
for a Samsung Galaxy phone from Amazon.com, and proceeds to ask you detailed
questions about battery life, and how to work the phone, while mentioning that
“Amazon’s price is $50 less than yours.” You have been with this customer for almost
an hour, and there are other customers waiting. How would you respond to this
situation?

c) Management Assessment Centres - A more elaborate set of performance

simulation tests, specifically designed to evaluate a candidate’s managerial
potential, are administered in assessment centres. Applicants go through a series
of exercises and are appraised by line executives, practicing supervisors, and/or
trained psychologists as to how well they perform (DeCenzo, Robbins and Verhulst,
2016: 153). A management assessment centre is a 2- to 3-day simulation in which 10
to 12 candidates perform realistic management tasks under the observation of experts
who appraise each candidate’s leadership potential. Candidates undergo 2- to 3-day
of exercises, simulations, and classroom learning to see if they have the skills for
key management positions. These exercises are designed to simulate the work of
managers and tend to be accurate predictors of later job performance. Dessler (2017:
179-180) notes that typical simulated tasks include:
 The in-basket. The candidate gets reports, memos, notes of incoming phone
calls, e-mails, and other materials collected in the actual or computerized in-
basket of the simulated job he or she is about to start. The candidate must take
appropriate action on each item. Trained evaluators review the candidate’s
efforts.

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  Leaderless group discussion. Trainers give a leaderless group a discussion
question and tell members to arrive at a group decision. They then evaluate each
group member’s interpersonal skills, acceptance by the group, leadership
ability, and individual influence.
 Management games. Participants solve realistic problems as members of
simulated companies competing in a marketplace.
 Individual oral presentations. Here trainers evaluate each participant’s
communication skills and persuasiveness.
 Testing. These may include tests of personality, mental ability, interests, and
achievements.
 The interview. Most require an interview with a trainer to assess interests, past
performance, and motivation.

Supervisor recommendations usually play a big role in choosing centre participants. Line
managers usually act as assessors and arrive at their ratings through consensus. Assessment
centres are expensive to develop, take longer than conventional tests, require managers acting
as assessors, and often require psychologists. However, studies suggest they are worth it.

7.3. CHOOSING A SELECTION METHOD

Tests are often used as part of a selection procedure for occupations where a large number of
recruits are required, and where it is not possible to rely entirely on examination results or
information about previous experience as the basis for predicting future performance. In these
circumstances it is economical to develop and administer the tests, and a sufficient number of
cases can be built up for the essential validation exercise. Armstrong and Taylor (2014: 239-
240) notes that validated intelligence and personality tests will produce useful data, but
require them to be combined with structured interviews. Another important aspect is to
knowing when to use a particular test. For instance

a. Intelligence tests are particularly helpful in situations where intelligence is a key

factor and there is no other reliable method of measuring it.
b. Aptitude tests are most useful for jobs where specific and measurable skills are
required, such as word processing and skilled repair work.
c. Personality tests can be used for jobs such as selling, where it is believed that
‘personality’ is important. They may be used to assess integrity and conscientiousness
where these characteristics are deemed to be important.

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 d. In some situations a battery (combination) of tests may be used, including various
types of intelligence, personality and aptitude tests. These may be a standard battery
supplied by a test agency, or a custom-built battery may be developed. The biggest
pitfall to avoid is adding extra tests just for the sake of it, without ensuring that they
make a proper contribution to the success of the predictions for which the battery is
being used.

Tests should be administered only by people who have been trained in what the tests are
measuring, how they should be used, and how they should be interpreted. Also, it is
essential to evaluate all tests by comparing the results at the interview stage with later
achievements. To be statistically significant, these evaluations should be carried out over a
reasonable period of time and cover as large a number of candidates as possible.

*This is the end of methods of selection. But the selection process continues*

7.4. PROVISIONAL OFFERS AND OBTAINING REFERENCES, MEDICAL

EXAMINATION AND POLICE REPORTS.
According to Armstrong and Taylor (2014: 241) after the interviewing and testing
procedure has been completed, a provisional decision to make an offer by telephone or in
writing can be made. Once the decision has been made to make an offer, the letter should
state that ‘this is a provisional offer subject to the receipt of satisfactory references, medical
report and police clearance report’. If there is more than one eligible candidate for a job it
may be advisable to hold one or two people in reserve. Applicants often withdraw, especially
those whose only purpose in applying for the job was to carry out a ‘test marketing’ operation,
or to obtain a lever with which to persuade their present employers to value them more highly.

The main purpose of a reference is to obtain in confidence factual information about a

prospective employee. This information is straightforward and essential. It is necessary to
confirm the nature of the previous job, the period of time in employment, the reason for
leaving (if relevant), the salary or rate of pay and, possibly, the attendance record.
Opinions about character, competence, performance and suitability are unreliable. Referees are
reluctant to commit themselves and they are not in any position to assess suitability – only the
prospective employer can do that. Personal referees are, of course, entirely useless. All they
prove is that the applicant has at least one or two friends.

A written request for a reference could simply ask the previous employer to confirm the
candidate’s employment record. Telephone references may save time and may be more
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reliable. They can be used as an alternative or in addition to written references. Ask factual
questions only and keep a record of the conversation.

Once references are obtained, the candidate can be requested to undertake medical tests.
Medical tests are especially important for jobs that require the exertion of physical effort,
but also applies to office positions. Police clearance reports are necessary to ascertain that
the candidate does not have a criminal record.

7.5. OFFERING EMPLOYMENT

According to Armstrong and Taylor (2014: 242) the final stage in the selection procedure is
to confirm the offer of employment after satisfactory references have been obtained, and
the applicant has passed the medical examination required for pension and life assurance
purposes or because a certain standard of physical fitness is required for the work. The
contract of employment should also be prepared at this stage. Once the candidate has accepted
the position the organisation can reject any other candidates that were being held in reserve. It
is best to tell these candidates that you were impressed by them and that the decision was close
as you may find that you need them in the future either as employees (if the chosen candidate
lets you down at the last minute) or customers.

7.6. FOLLOWING UP
It is essential to follow up newly engaged employees to ensure that they have settled in
and to check on how well they are doing. If there are any problems it is much better to identify
them at an early stage rather than allowing them to fester. Following up is also important as a
means of checking on the selection procedure. If by any chance a mistake has been made, it
is useful to find out how it happened so that the procedure can be improved. Misfits can
be attributed to a number of causes; for example: inadequate person specification, poor
sourcing of candidates, weak advertising, poor interviewing techniques, inappropriate or
invalidated tests, or prejudice on the part of the selector (Armstrong and Taylor, 2014:
242).

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