The Psychometric Test and the Employee Selection Process Essay

Current – does the evidence show that the candidate can perform the competence while working?

However costly, the benefits of effective and efficient recruitment and selection, along with appropriate policies and procedures for retention, could outweigh the costs as well as reduce the costs of high labour turnover. Armstrong (2006, p97) cites Purcell et al (2003) to state that 'the way managers implement and enact policies ' is crucial in achieving greater competitive advantage. This process spans from gathering the potential candidates for a job position to short listing and in the final stages, selection. They may have knowledge of suitable candidates; however it is the ability to recruit the right people for the right job through, essentially, a systematic and fair, procedural process.              However, choosing the right person for the right job is not always easy. Effectively conducting job analysis and targeting right potential candidates ensures a good match between applicants and the jobs (Delaney et al 1996). Argument has been given that under qualified employees may not able to effectively perform their job positions due to lack of knowledge and competencies, while on the other hand over qualified employees tend to experience less job satisfaction due to their higher qualification than a desired level for a given job (Johnson et al 2002). For every job in the organisation, a thorough job analysis, which includes

Job markets often look for an ideal candidate. Many wish to hire workers who would appeal to the other workers including the clientele and consuming industry. Unfortunately it might be seen as

assessment by managing suitable alternatives to the candidate needs. The key being to identify specific

Criteria - Suitability criteria should be relevant to the job. This ensures that rational decisions based on evidence are made about a candidate’s suitability for the job. Therefore, the approach should be professional, organised and decisions recorded in accordance with legal aspects and equal opportunities as described above.

The first thing to consider when planning on hiring people is the overall goal of recruitment clear goal of what the company wants to achieve. (Chen et al, 2004). The need arises to complement the situation of the organization, such as recruitment may be to substitute an old staff due to career advancement, or retirement or creating a new role of work (Buchan and Dal Piz, 2002). In whatever situation, the company needs to have a precise understanding of the standards, such as skills, competence, education and working experiences. (Thornley, 2000).

1. There are many different ways that I use personality in a day. I use personality to help others to understand me. However, I also use personality to help me understand others. I am a shy individual in most atmosphere, which allows me to observe and get to know others. This way, I can decide whether or not I would like to approach an individual. At the very beginning of each semester I observe each professors' personality in order to set the tone for the semester. By doing so I can usually tell if I will enjoy the class or not.

and those who qualifications has the best match for the position, then it is okay to hire the one

Other team provided solid arguments and evidence to support the “Con” point of view of the personality tests. They argued that Myers Briggs test was not designed for hiring at all. Mainly it was designed for training and development of the work teams. Even our text says that Myer’s Briggs should not be used as the selection tool for hiring. They also made a solid point by mentioning that tests can be taken advantage of. It can be adjusted to the desired results or faked.

Scroggins, Thomas, and Morris (2009) is a meta-analysis of the validity and practicality of using personality tests in employment selection. According to Scroggins, Thomas, and Morris (2009), personality tests using the Big Five can predict job performance; identify specific traits associated with a particular profession; job and training proficiency; performance motivation; career success; and organizational commitment. Additionally, personality tests combined with cognitive ability test reduce adverse impact; thereby, enhancing the validity of employment selection process (Scroggins, Thomas, & Morris, 2009). Specifically, the variety of items within the NEO PI scales allows organization to match job candidates with a particular job based on personality traits, for example, a salesman (Scroggins, Thomas, & Morris, 2009).

The advantages of relying on tests or assessments to select the best job candidate is highly dependent of whether or not the assessment measures the most influential business outcomes for the company doing the hiring. It is important to remember that evaluating candidates is not the primary goal when using assessments. Improving performance outcomes of employees is the ultimate goal of choosing and using the most effective assessment. Companies are in business to increase their bottom line. Learning about their potential employees and

Thus, we went over two main issues caused by inappropriate personality test: time and money. They are also two key elements for an organization. Let’s go deeper to understand why these two points can decrease the efficiency of an organization.

Biodata is a self-rated and self-measured method in which candidates provide biographical information about themselves (Levashina, 2012). Information such as personal work history that is relevant to the job being applied for and demographic details are typically included in biodata (Kalliath, Brough, O 'Driscoll, Manimala, Siu & Parker, 2013). Biodata involves questions about a candidate’s experience where they have had to act on their opinions, attitudes or values (Levashina, 2012). The biography provided by job candidates provides useful information for employers for assignment of the candidates attributes. If a candidate provided information about being able to speak multiple languages as well as having lived in many countries, the employer is able to conclude that the candidate shows ability to learn, has cross cultural experiences as well as being able to relocate (Kuntz, 2014). Breaugh (2009) stated that biodata is an effective performance predictor for potential employees. However, this method is not commonly used, as it has low face validity, and candidates have suspicions about how their information will be used (Kalliath, et al., 2013). Schmidt and Hunter, 1998 (as cited by Breaugh, 2009) conducted a meta-analysis in which they estimated for job performance, the predictive validity of biodata was 0.35 and a validity of 0.30 for performance during job training. Mount, Witt & Barrick (2000) stated that employees that rate higher on the biodata work habit

Selecting the right employee to fill a position is one of the most challenging decision making processes a company has to make. The ultimate goal of employee selection is to hire the candidate who is most compatible not only with the organization but for the position that they are trying to fill. In order for the candidate to be successful in a particular position, their talents and personal goals must be taken into consideration and objectives need to be utilized in order to retain qualified individuals. The most common forms of selection methods are resumes and applications but testing, interviews, reference checks, honesty tests, medical exam and drug

Cognitive tests will vary to correlate with the requirement of a position; however, they measure critical thinking and problem solving skills, and a person’s ability to learn, apply and comprehend new information. Personality tests is usually based on a model which describes the different personality dimensions and calculates where an individual stand. For example, a person who wishes to be in law enforcement is screened for traits such as impulse control, stress tolerance, courage, and judgement under pressure. Research supports the use of personality tests in addition to cognitive ability measures where both are valid predictors of job performance (Bobko et. al., 1999; Sackett & Ellingson, 1997; Schmitt et. al.,1997). Psychological evaluations before employment can rationalize the hiring process which results in making more informed decisions.