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Assessment Tools and Tests [WLOs: 2, 3] [CLO: 1] Prior to participating in the discussion, please read Chapter 9: Selection: Employment Testing from the textbook: Recruitment and Selection: Strategies for Workforce Planning & Assessment. You should also review the Free Personality TestLinks to an external site. webpage. Talent assessment tests and tools gather specific information regarding potential candidates. Assessments measure several psychological and physical capabilities, such as abilities, skills, work styles, and career interests, as predictors of job performance, leadership potential, learning styles, career success, motivation, and job satisfaction. Research various talent assessment tools used in the employee selection process, such as work samples and simulation tests, cognitive ability and problem-solving assessment tests, personality tests, structured interviews, unstructured interviews, etc. Select one and summarize it in your own words. Describe a minimum of two advantages and two disadvantages of this type of assessment. Evaluate what types of jobs would be best measured by the test. Additional examples include: · Tucker Assessment Profile (TPI) · Intercultural Development Inventory (IDI) · California Psychological Inventory (CPI) · Thomas-Kilmann Conflict Mode Instrument (TKI) · Fundamental Interpersonal Relations Orientation (FIRO-B) · DiSC Your initial post must be a minimum of 300 words. Support your thoughts with the course text, the article, and at least one scholarly or credible source, referenced, cited, and formattedLinks to an external site. according to APA 7th standards Chapter Summary Employment testing is another commonly used method in the selection process, and the tests used must contain relevant content that aligns directly with the KSAOs for a particular job to be accurate, and be administered consistently to be reliable.The implementation of testing as a selection method for assessing job candidates started over 100 years ago in the military. During World War I, military recruits were given either the Army Alpha or Army Beta test to determine their placement into an occupational role that would best suit each individual.Organizational selection decisions are based on test results measuring KSAOs such as cognitive ability, discrete job knowledge, language comprehension/communication skills, numerical problem solving, abstract thinking, critical thinking, motor skills, manual dexterity, spatial relations, and processing speed. While a general cognitive ability test may be necessary for certain jobs, KSAO-specific tests are important for measuring specific elements that are crucial to performing effectively in the job.Personality assessments are another measurement approach that may provide valuable insight regarding an individual’s personality and his or her likely effectiveness in a job. Two commonly used personality assessments in organizational settings are the five-factor (Big Five) personality model and the MBTI.Honesty and integrity testing are self-report measures also used in the selection process. Overt honesty/integrity tests are more focused on theft and dishonest behaviors, while covert/personality-based tests are oriented toward personality traits and behaviors that point toward deviance and a lack of ethics or moral compass.The manner in which a test is administered depends primarily on the KSAOs being examined as well as available resources. Tests may be hard copy/paper and pencil, computer-based, or skills demonstrations, and may be timed or untimed depending on the needs of the job.To predict performance using tests, it is essential to first understand the tasks being examined and the task output/outcome that would constitute different levels of performance. It is necessary to have existing data on task performance with which to compare candidates’ test scores, collected from archival records of job incumbents, to set a baseline with which to compare candidates’ test scores. Two commonly used methods for interpreting test scores are the use of cutoff scores and score bands.Validity and reliability are important to all selection methods and testing measures to determine the extent to which a measure is accurately and consistently reflecting key job elements. Types of validity critical to selection include construct, content (convergent and discriminant), and criterion (concurrent and predictive) validity. Reliability types critical to selection include test-retest, split-halves, alternate/parallel forms, inter-item, and interrater reliability.There are important legal compliance factors to consider throughout the entire selection testing process, including test design, administration, scoring, and employment decision making. A valuable resource for deciding on legally acceptable selection tests is the EEOC’s UGESP, helpful to organizations when determining which tests, as well as other selection methods, are legally compliant within the context of Title VII of the Civil Rights Act of 1964.Ethical challenges are also important to consider in the selection testing process, even though a practice that is unethical may still be in legal compliance. Common ethical issues include typecasting/labeling, honesty/response distortion (i.e., faking), and lack of assessment/testing expertise. Week 3 Lecture: Talent Sourcing and Selection In Week 3, this course will review the process of talent sourcing and selection. Organizational leaders must take talent sourcing and selection extremely seriously. Bussin (2018) explains that leaders can start the focus on employee engagement and retention early during this process. According to Ghosh (2020), talent sourcing is a "structured method of identifying, engaging and networking with relevant talent pools of best-fit prospective candidates, with the aim to generate a steady candidate flow for current and future positions." Some key points to keep in mind with talent sourcing: · Base talent need analysis on business growth needs. · Keep all requirements in mind when preparing the job-description. · It is important to study the market. · Tapping into the right talent pools will be beneficial. · The strategy should attract and engage the best-fit talent. · Solicit feedback through steps to upgrade the process (Ghosh, 2020). The selection process is critically important to an organization. Interviews are the most common method for selecting employees. "Interviews can be designed and structured in a clear, organized, and consistent manner relatively easily. In addition, candidates can also be made aware of the interview process and agenda in advance, which will enable them to better prepare and have more confidence going into the interview to make a strong impression on the interviewers or selection committee." (Picardi, 2020) Each organization has a different process to source and select their talent. It is critical that all individuals follow the same process to establish consistency and fairness. HR leaders can work with people leaders to support them with following this process. Picardi (2020) lists a potential process outline: 1. HR (or the recruiter) and hiring manager identify candidates from the resume and application process to prescreen. 2. HR (or the recruiter) and hiring managers schedule and conduct the first round of interviews by phone. 3. HR (or the recruiter) and hiring manager decide which candidates to invite to proceed in the next round based on their qualifications and interview responses. 4. Schedule candidates for an in-person interview (or virtual if the role is remote). 5. HR (or the recruiter) and hiring manager decide which candidates to invite to any remaining interviews or to complete additional interviews/tests/assessments. 6. Schedule candidates for any follow-up steps to narrow the remaining candidates for the hiring decision. References Bussin, M. (2018). Retention Strategies: The Key to Attracting and Retaining Excellent EmployeesLinks to an external site.. KR Publishing. https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=nlebk&AN=1944997&site=eds-live&scope=site&custid=s8856897&ebv=EB&ppid=pp_a DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of human resource management (12th ed.). Wiley. Ghosh, P (2020). What is talent sourcing? Definition, process, strategy with examplesLinks to an external site.. Spiceworks. https://www.spiceworks.com/hr/recruitment-onboarding/articles/what-is-talent-sourcing/ Picardi, C. A. (2020). Recruitment and Selection: Strategies for workforce planning and assessment. SAGE Publications, Inc. Articles Abbot, L. (2023, May 06). Hiring in 2023: How talent leaders are navigating a changing market Links to an external site.. LinkedIn Talent Blog. https://www.linkedin.com/business/talent/blog/talent-acquisition/hiring-2023-talent-leaders-navigate-changing-market · This article emphasizes the challenges of the changing hiring landscape and discusses the strategies adopted by talent leaders to steer through the uncertain market. It will assist you in your Talent Sourcing discussion forum this week. Accessibility Statement Links to an external site. Privacy Policy Links to an external site. Federman, B. (2021, June 15). How to ask behavioral questions for better interview results Links to an external site.. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/06/15/how-to-ask-behavioral-questions-for-better-interview-results/?sh=7a33d7fe3249 · This article provides excellent insight and tips on conducting interviews and may assist you in your Employee Interview, Selection, and Assessment assignment this week. Accessibility Statement does not exist. Privacy Policy Links to an external site. Koster, A. (2019, March 18). Top recruiting stats for 2019 Links to an external site.. iCIMS. https://www.icims.com/blog/top-recruiting-stats-for-2019/ · The article describes key trends that are occurring (or will occur in the near future). The information in the article can aid in understanding the issues that human resource managers must be able to mitigate. It will assist you in your Talent Sourcing discussion forum this week. Accessibility Statement does not exist. Privacy Policy Links to an external site. McCorvey, J.J. (2023, May 06). College seniors are graduating into a job market in flux, but a handful of industries are still eager to hire Links to an external site.. NBCU. https://www.nbcnews.com/business/economy/job-market-graduation-class-2023-outlook-rcna82020 · This article explores the challenges and opportunities that students entering the workforce will need to face. The article presents data from a survey conducted by the National Association of Colleges and Employers. It will assist you in your Talent Sourcing discussion forum this week. Accessibility Statement does not exist. Privacy Policy Links to an external site. Ulrich, D. (2018, October 29). Talent matters to all stakeholders Links to an external site.. HR Exchange Network. https://www.hrexchangenetwork.com/hr-talent-management/articles/talent-matters-to-all-stakeholders · This article outlines how HR and management can work together to create a talent management strategy that functions effectively across the organization and may assist you in your discussion forum on Talent Sourcing. Accessibility Statement does not exist. Privacy Policy Links to an external site. Multimedia The University of Arizona Global Campus (n.d.). Attracting or sourcing talent—Which is more efficient? Links to an external site. [Interactivity]. https://content.bridgepointeducation.com/curriculum/file/a7757deb-a143-43fe-b9d7-54a7949d979e/1/hrm630_week_03_attracting_or_sourcing%20talent%E2%80%94what%20is%20more%20efficient.zip/story.html · This interactive scenario compares attracting and sourcing talent, on the parameter of efficiency. This interactive scenario will enable you to participate in the Talent Sourcing discussion forum. Accessibility Statement Links to an external site. Privacy Policy Links to an external site. Webpage 16 Personalities. (n.d.). Free personality test Links to an external site.. NERIS Analytics Limited. https://www.16personalities.com//free-personality-test · Many organizations use assessments for the purposes of selection, recruitment, development, team building, and professional and leadership development. This webpage should assist you with your Assessment Tools and Tests discussion forum this week. Accessibility Statement does not exist. Privacy PolicyLinks to an external site. Recommended Resources Articles Bates, S. (2016). Interviews that work Links to an external site.. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/0616/Pages/Interviews-That-Work.aspx · Interview styles differ between industries, positions, and organizations. This article provides a detailed account of interview styles and the pros and cons of each. This article may assist you in completing your Employee Interview, Selection, and Assessment assignment this week. Accessibility Statement does not exist. Privacy Policy Links to an external site. Martin, W. (2014, August 27). The problem with using personality tests for hiring Links to an external site.. Harvard Business Review. https://hbr.org/2014/08/the-problem-with-using-personality-tests-for-hiring · The article gives insight into the advantages and disadvantages of using personality testing in the hiring process. This article may assist you with your Assessment Tools and Tests discussion forum this week. Accessibility Statement does not exist.