Selection Tests & Interviews
ADMINISTRATION OF SELECTION TESTS
Evidence suggests that the use of tests is becoming more prevalent for assessing an applicant’s
qualifications and potential for success. Tests are used more in the public sector than in the private
sector and in medium-sized and large companies than in small companies. Large organizations are
likely to have trained specialists to run their testing programs. From an assessment standpoint, a test
is a standardized series of problems or questions that assess a person’s knowledge, skills, abilities,
or other characteristics.
When do employment tests make the most sense?
Employees affect an organization’s performance and profitability. Hiring or promoting people who
are unsuitable costs time, money, and potential new business. Carefully developed and
administered employment tests can provide organizations with a way to decide systematically and
accurately which people have the ability to perform well on the job, will not turnover, won’t engage
in counterproductive behaviors, or will be able to learn from training programs. Tests can also
benefit individuals who are better matched to positions for which they are suited and in which they
will wish to remain.
A. ADVANTAGES OF SELECTION TESTS—Selection testing can be a reliable and
accurate means of selecting qualified candidates from a pool of applicants. As with all
selection procedures, it is important to identify the essential functions of each job and
determine the skills needed to perform them. Selection tests must be job related. Because
tests are standardized, they provide information about job candidates that is comparable
for all applicants. Thus tests are useful in selection, promotions, performance appraisal
and potential appraisal.
B.
POTENTIAL PROBLEMS USING SELECTION TESTS—Selection tests may
accurately predict an applicant’s ability to perform the job, but they are less successful in indicating
the extent to which the individual will want to perform it. Another potential problem, related
primarily to personality tests and interest inventories, has to do with applicants’ honesty. Also there
is the problem of test anxiety. Applicants often become quite anxious when confronting yet another
hurdle that might eliminate them from consideration.
C.
CHARACTERISTICS OF PROPERLY DESIGNED SELECTION TESTS—
Properly designed selection tests are standardized, objective, based on sound norms, reliable and—
of utmost importance—valid.
1.
Standardization: Refers to the uniformity of the procedures and conditions
related to administering tests. It is necessary for all to take the test under conditions that are as close
to identical as possible.
2.
Objectivity: Achieved when all individuals scoring a given test obtain the
same results.
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3.
Norms: Provide a frame of reference for comparing applicants’ performance
with that of others. A norm reflects the distribution of scores obtained by many people similar to
the applicant being tested. The prospective employee’s test score is compared to the norm and the
significance of the test score is determined.
4.
Reliability: The extent to which a selection test provides consistent results.
If a test has low reliability, its validity as a predictor will also be low. To validate reliability, a test
must be verified.
5.
Validity: The extent to which a test measures what it purports to measure. If
a test cannot indicate ability to perform the job, it has no value as a predictor.
TYPES OF EMPLOYMENT TESTS
Individuals differ in characteristics related to job performance. These differences, which are
measurable, relate to cognitive abilities, psychomotor abilities, job knowledge, work samples,
vocational interests, and personality. Various tests measure these differences. There are different
kinds of tests. Tests vary according to their mode of administration (e.g., paper and pencil vs. Webbased), their content (e.g., interpersonal skills, mathematical ability), their level of standardization
or structure, their costs, their administrative ease, and many other factors.
A.
COGNITIVE APTITUDE TESTS—Measure an individual’s ability to learn, as
well as to perform a job. Job-related abilities may be classified as verbal, numerical, perceptual
speed, spatial, and reasoning.
B.
PSYCHOMOTOR ABILITIES TESTS—Measure strength, coordination, and
dexterity. It is feasible to measure many abilities that are involved in many routine production jobs
and some office jobs.
C.
JOB KNOWLEDGE TESTS—designed to measure a candidate’s knowledge of
the duties of the position for which he or she is applying.
D.
WORK-SAMPLE TESTS (SIMULATIONS)—identify a task or set of tasks that
are representative of the job. The evidence concerning these tests, to date, is that they produce high
predictive validity, reduce adverse impact, and are more acceptable to applicants.
E.
VOCATIONAL INTEREST TESTS—indicate the occupation in which a person
is most interested and is most likely to receive satisfaction.
F.
PERSONALITY TESTS—as selection tools, personality tests have not been as
useful as other types of tests. They are often characterized by low reliability and low validity.
Because some personality tests emphasize subjective interpretation, the services of a qualified
psychologist are required.
G.
DRUG AND ALCOHOL TESTING—few issues generate more controversy today
than drug testing. Proponents of drug-testing programs contend that it is necessary to ensure
workplace safety, security, and productivity.
H.
GENETIC TESTING—as genetic research progresses, confirmed links between
specific gene mutations and diseases are emerging. Genetic testing can now determine whether a
person carries the gene mutation for certain diseases, including heart disease, colon cancer, breast
cancer, and Huntington’s disease.
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I.
J.
INTERNET TESTING—The Internet is increasingly being used to test various
skills required by applicants.
WRITTEN TEST
THE EMPLOYMENT INTERVIEW
A goal-oriented conversation in which the interviewer and applicant exchange information. The
employment interview is especially significant because the applicants who reach this stage are
considered to be the most promising candidates.
OBJECTIVES OF INTERVIEW
1.
2.
3.
4.
5.
The objectives of interview are:
To secure information through Face to Face Contact
The first objective of a selection interview is to collect accurate and essential information about the
candidates through face to face contact. Since an interview is a conversation with a purpose, the
interviewers can easily find out different information regarding a candidate such as: his or her feelings,
interest, ambition, desire etc.
To provide the candidates with the facts of the job and the organization
Selection interview is a two way proposition. Not only is the employer choosing an employee, but also
the job seeker choosing an employer. He or she may reject many as being unsuitable for his or her
needs. Therefore, the interview has a second purpose the giving of sufficient information about the
organization, the job, and the people such that the applicant is able to make an intelligent decision on
acceptance or rejection of the job if it should be offered.
To gather qualitative facts
The third objective of selection interview is to gather qualitative facts of the candidates or to see the
inner view and feelings of the candidates.
To study oral and speech aspects of behavior
One of the major objectives of an interview is to study the candidate’s oral and speech aspects of
behaviour. The interviewer focuses on language, facial and speech expression of the candidate and
makes decisions about him or her.
To judge and evaluate the suitability of the candidate to the job, basing on job and
organizational requirements
Basing on above facts, the main objective of an interview is to decide about the suitability of a
candidate with reference to the job and the organizational requirement.
A.
INTERVIEW PLANNING—Interview planning is essential to effective
employment interviews. The physical location of the interview should be both pleasant and private,
providing for a minimum of interruptions. The interviewer should possess a pleasant personality,
empathy and the ability to listen and communicate effectively. He or she should become familiar
with the applicant’s qualifications by reviewing the data collected from other selection tools. In
preparing for the interview, a job profile should be developed based on the job description.
B.
CONTENT OF THE INTERVIEW—The specific content of employment
interviews varies greatly by organization and the level of the job concerned.
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1.
Occupational experience: Exploring an individual’s occupational experience requires
determining the applicant’s skills, abilities, and willingness to handle responsibility.
2.
Academic achievement: In the absence of significant work experience, a person’s
academic background takes on greater importance.
3.
Interpersonal skills: If an individual cannot work well with other employees, chances for
success are slim. This is especially true in today’s world with increasing emphasis being
placed on the use of teams.
4.
Personal qualities: Personal qualities normally observed during the interview include
physical appearance, speaking ability, vocabulary, poise, adaptability, and assertiveness.
5.
Organizational fit: A hiring criterion that is not prominently mentioned in the literature is
organizational fit. Organizational fit is ill-defined but refers to management’s perception of
the degree to which the prospective employee will fit in with, for example, the firm’s
culture or value system.
TYPES OF INTERVIEWS
Interviews may be classified by the degree to which they are structured.
A.
THE UNSTRUCTURED (NONDIRECTIVE) INTERVIEW—An interview
where probing, open-ended questions are asked. This type of interview is comprehensive, and the
interviewer encourages the applicant to do much of the talking.
B.
THE STRUCTURED (DIRECTIVE OR PATTERNED) INTERVIEW—An
interview consisting of a series of job-related questions that are asked consistently of each applicant
for a particular job. A structured interview typically contains four types of questions.
1.
Situational questions: Pose a hypothetical job situation to determine what the applicant
would do in that situation.
2.
Job knowledge questions: Probe the applicant’s job-related knowledge.
3.
Job-sample simulation questions: Involve situations in which an applicant may be
actually required to perform a sample task from the job.
4.
Worker requirements questions: Seek to determine the applicant’s willingness to
conform to the requirements of the job.
C.
BEHAVIOR DESCRIPTION INTERVIEWING—A structured interview that
uses questions designed to probe the candidate’s past behavior in specific situations. It avoids
making judgments about applicants’ personalities and avoids hypothetical and self-evaluative
questions. Benchmark answers derived from behaviors of successful employees are prepared for
use in rating applicant responses. Questions asked in behavior description interviewing are legally
safe because they are job related.
METHODS OF INTERVIEWING
Interviews may be conducted in several ways.
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A.
ONE-ON-ONE INTERVIEW—In a typical employment interview, the applicant meets
one-on-one with an interviewer. As the interview may be a highly emotional occasion for
the applicant, meeting alone with the interviewer is often less threatening.
B.
GROUP INTERVIEW—Several applicants interact in the presence of one or more
company representatives.
C.
BOARD INTERVIEW—One candidate is interviewed by several representatives of the
firm.
D.
STRESS INTERVIEW—Intentionally creates anxiety to determine how an applicant will
react to stress on the job.
E.
REALISTIC JOB PREVIEWS—Conveys job information to the applicant in an unbiased
manner, including both positive and negative factors.
Interviewer Biases
1. Stereotyping
Forming generalized opinions about how people of a given sex, religion, or race appear, think, act,
feel, or respond.
2. Inconsistency in questioning
Asking different questions of candidates.
3. First impression error.
Interviewer makes snap judgments and lets his/her first impression (positive or negative) cloud the
entire interview.
4. Negative emphasis.
Rejecting a candidate on the basis of a small amount of negative information.
5. Halo/horn effect
The interviewer allows one strong point that he/she values highly to overshadow all other
information.
6. Cultural Noise
The failure to recognize responses of a candidate that are socially acceptable rather than factual.
7. Nonverbal bias
Undue emphasis is placed on nonverbal clues that are unrelated to job performance.
8. Contrast effect
Strong candidates interviewed after weak ones may appear more qualified than they actually are
because of the contrast.
9. Similar-to-me error
Picking candidates based on personal characteristics that they share with the interviewer rather than
job-related criteria.
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 Tests: The next stage in the selection process is conducting different tests. The
objective of tests is to solicit further information to assess the employee suitability
to the job. The important tests are:
 Aptitude Test:
a) Intelligence test
b) Mechanical Test
c) Psychomotor Test
d) Clerical Test
 Achievement Test:
a) Job Knowledge Test;
b) Work Sample Test.
 Situational Test:
a) Group Discussion;
b) In Basket.
 Interest Test:
 Personality Test:
a) Objective Test;
b) Projective Test.
 Aptitude Tests: These tests measure whether an individual has the capacity or
latent ability to learn a given job if given adequate training. Aptitudes can be
divided in to general and mental ability or intelligence or specific aptitudes such
as mechanical, clerical, manipulative capacity etc. These are:
1.Intelligence Tests: These tests in general measure intelligence quotient of a
candidate. In detail these tests measures capacity for comprehension, reasoning,
word fluency, verbal comprehension, numbers, memory and space.
2.Mechanical Tests: These tests measure the capacities of spatial visualization,
perceptual speed and knowledge of mechanical matter.
3.Psycho meter Tests: These tests measure abilities like manual dexterity, motor
ability and eye hand coordination of candidates.
4.Clerical Aptitude: Measure specific capacities involved in office work, items of
this test include spelling, computation, comprehension, copying, word
measuring etc.
 Achievement Tests: These tests are conducted when applicants claim to know
something as these tests are concerned with what one has accomplished. These
tests are more useful to measure the value of specific achievement when an
Organisation wishes to employ experienced candidates. These are:
1. Job Knowledge Test: Under this test a candidate is tested in the knowledge of a
particular job.
2. Work Sample Test: Under this test a portion of the actual work is given to the
candidate as a test and the candidate asked to do it.
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 Situational Test: This test evaluates a candidate in a similar real life situation. In
this test the candidate is asked either to cope with the situation or solve critical
situation of the job.
1. Group Discussion: This test is administered through group discussion approach
to solve a problem under which candidates are observed in the areas initiating,
leading, proposing valuable ideas, conciliating skills, oral communicating skills,
co-ordination and concluding skills.
2. In Basket Test: The candidate in this test is supplied with actual letters,
telephone and telegraphic message, reports and requirements by various officers
of the Organisation, adequate information about the job and Organisation. The
candidate is asked to take decisions on various items based on the in basket
information regarding requirements in the memoranda.
 Interest Tests: These tests are inventories of the likes and dislikes of candidates
in relation to work, job, occupations, hobbies and recreational activities.
 Personality Tests: These tests prove deeply to discover clues to an individual’s
value system, his emotional reactions, and maturity and characteristic mood.
1. Objective Test: most personality tests are objective tests as they are suitable for
group testing and can be scored objectively.
2. Projective tests: Candidates are asked to project their own interpretation of
certain standard situations basing on ambiguous pictures, figures etc., under these
tests
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 Final Interview: Final Interview is usually followed by testing. This is the most
essential step in the process of selection. In this step the interviewer matches the
information abstained about the candidate through various means to the job
requirements and to the information obtained through his own observation during
interview.
Types Of Interview:
Type
Structured
Unstructured
Type of questions
A predetermined
checklist if questions,
usually asked of all
applicants.
Few, if any, planned
questions. Questions are
made up during the
interview.
Mixed
A
combination
of
structured
and
unstructured questions,
which resembles what,
is usually done in
practice.
Behavioral
Questions limited to
hypothetical situations.
Evaluation is based on
the
solution
and
approach
of
the
applicant.
A series of harsh, rapidfire questions intended
to upset the applicant.
Stress
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Usual applications
Useful for valid results,
especially when dealing
with large number of
applicants.
Useful
when
the
interviewer tries to
probe personal details of
the candidate to analyze
why they are not right
for the job.
A realistic approach that
yields
comparable
answers plus in depth
insights.
Useful to understand
applicant’s
reasoning
and analytical abilities
under modest stress.
Useful for stressful jobs,
such
as
handling
complaints.
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