CH-6 Employee Testing and Selection – Human Resource Management : Book Guide

PART TWO RECRUITMENT AND PLACEMENT CHAPTER T Six Employee Testing and Selection 6 Lecture Outline Strategic Overview Why Careful Selection is Important Person and Job/Organization Fit Basic Testing Concepts Reliability Validity Evidence-Based HR: How to Validate a Test Bias Utility Analysis Validity Generalization Test Takers’ Individual Rights and Test Security How Do Employers Use Tests at Work? Computerized & Online Testing Types of Tests Tests of Cognitive Abilities Tests of Motor and Physical Abilities Measuring Personality and Interests Achievement Tests Work Samples and Simulations Using Work Sampling for Employee Selection Situational Judgment Tests Management Assessment Centers Situational Testing/Video-Based Situational Testing Computerized Multimedia Candidate Assessment The Miniature Job Training and Evaluation Approach Realistic Job Previews HR in Practice: Testing Techniques for Managers Background Investigations and Other Selection Methods Why Perform Background Investigations and Reference Checks? The Legal Dangers and How to Avoid Them How to Check a Candidate’s Background The Social Network: Checking Applicants’ Social Postings Using Pre-employment Information Services The Polygraph and Honesty Testing Graphology “Human Lie Detectors” Physical Exams Substance Abuse Screening Complying with Immigration Law Improving Productivity Through HRIS In Brief: This chapter gives an overview of the selection process, testing concepts, types of tests, and selection techniques. It also addresses legal and ethical questions surrounding the area of testing and selection. Interesting Issues: Reference checking is part of the care an employer must take to ensure that the potential employee will not pose a threat to current employees or customers. Employers who fail to exercise “due diligence” in checking a job candidate’s background may find themselves legally liable if the candidate is hired and subsequently uses the job to commit a crime. Liability may even extend to offenses that occur outside of work time. ANNOTATED OUTLINE 1. Explain what is meant by reliability and validity. 2. Explain how you would go about validating a test. 3. Cite and illustrate our testing guidelines. 4. Give examples of some of the ethical and legal considerations in testing. 5. List eight tests you could use for employee selection, and how you would use them. 6. Give two examples of work sample/simulation tests. 7. Explain the key points to remember in conducting background investigations. ANNOTATED OUTLINE I. Why Careful Selection Is Important Selecting the right employees is important for three main reasons: 1) employees with the right skills and attributes will perform more effectively; 2) the cost of making a wrong hire can become exhorbitant considering the time and money invested in the selection and training process; and 3) there are legal implications of incompetent or negligent hiring. Person and Job/Organization Fit - This refers to matching the knowledge, skills, abilities, and competencies central to performing a job with the perspective employee’s knowledge, skills, abilities, and competencies to achieve good fit. II. Basic Testing Concepts A. Reliability refers to the consistency of scores obtained by the same person when retested with the identical or equivalent tests.You can measure reliability in several ways. One is to administer a test to a group of people one day, re-administer the same test several days later to the same group, and then correlate the first set of scores with the second (test-retest reliability estimates.) Or you could administer a test and then administer what experts believe to be an equivalent test later; this would be an equivalent or alternate form estimate. Or, compare the test taker's answers to certain questions on the test with his or her answers to a separate set of questions on the same test aimed at measuring the same thing. B. Validity refers to evidence that performance on a test is a valid predictor of subsequent performance on the job. Test validity answers the question “Does this test measure what it’s supposed to measure?” Put another way, validity refers to the correctness of the inferences that we can make based on the test. Criterion validity shows that scores on the test (predictors) are related to job performance. It involves demonstrating statistically a relationship between scores on a selection procedure and the job performance of a sample of workers. Content validity shows that the test contains a fair sample of the tasks and skills actually needed for the job in question. Construct validity involves demonstrating that (a) a selection procedure measures a construct (something believed to be an underlying human trait or characteristic, such as honesty) and (b) the construct is important for successful job performance. Teaching Tip: The difference between reliability and validity is sometimes difficult for students to understand. Explain that if 100 accident-prone, careless applicants took the same test and scored well on it, the test would be reliable because the results are consistent. However, if the purpose of the test was to identify safety-conscious applicants, it would not be valid as a test because it does not predict good safety performance on the job, the very thing it was intended to measure. C. Evidence-Based HR: How to Validate a Test – This section discusses the steps in the validation process as well as the role that bias plays in validation. Utility analysis and validity generalization are also addressed. 1. Analyze the job and write job descriptions and job specifications. 2. Choose the tests that measure the attributes (predictors) important for job success. 3. Administer the test selected to old or new employees for concurrent and predictive validation. 4. Relate test scores and criteria through a correlation analysis, which shows the degree of statistical relationship between (1) scores on the test and (2) job performance. Cross-validate and revalidate by performing Steps 3 and 4 on a new sample of employees. Testing guidelines: 1) use tests as supplements; 2) validate the tests; 3) analyze all your current hiring and promotion standards; 4) keep accurate records; 5) begin your validation program now; 6) use a certified psychologist; and 7) test conditions are important. Who Scores the Test? – Some tests are professionally scored and interpreted but some allow the employer to score the test. D. Bias usually occurs in two ways: 1) how the test measures the trait, and 2) the predictions made with the test results. Employers must be careful to avoid bias whenever possible. E. Utility Analysis – Knowing the test is reliabe and valid is important, but one must also consider the practical use of the test. Completing a utility analysis shows the degree to which a selection test improves the quality of those selected versus what decision would have been made without it. Utility analysis usually includes the validity of the measures, a measure of job performance in dollars,the applicant’s average test scores, the cost of the measure and the number of applicants tested and selected. F. Validity Generalization is the degree to which evidence of a measure’s validity in one situation can be used as a measure of validity in other situations. G. Test Takers’ Individual Rights and Test Security – Test takers have certain rights to privacy and information under the American Psychological Association’s (APA) standard for educational and psychological tests. 1. Privacy Issues – Supreme Court decisions provide protection against the disclosure of employee information to people outside the company. Organizations should train supervisors regarding confidentiality and adopt a “need to know” policy to protect information. Disclosure of procedures may also limit liability. E. How Do Employees Use Tests at Work – Various types of tests are widely used by employers today, including those for basic skills, job skills, and psychological measurement. Computerized and online testing is increasingly replacing pencil-and-paper and manual tests. Ø NOTES Educational Materials to Use III. Types of Tests A. Tests of Cognitive Abilities – Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning. 1. Intelligence tests are tests of general intellectual abilities ranging from memory, vocabulary, and verbal fluency to numerical ability. 2. Specific cognitive abilities (aptitudes) include inductive and deductive reasoning, verbal comprehension, memory, and numerical ability. B. Tests of Motor and Physical Abilities – Employers may use various tests to measure such motor abilities as finger dexterity, manual dexterity, and reaction time. They may also want to measure such physical abilities as static strength, dynamic strength, body coordination, and stamina. C. Measuring personality and interests can be used to assess characteristics such as attitude, motivation, and temperament. 1. What Personality Tests Measure – Tests measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation. The "Big Five" – Industrial psychologists emphasize five personality dimensions as they apply to personnel testing: extraversion, emotional stability, agreeableness, conscientiousness, and openness to experience. Do Personality Tests Predict Performance? Personality Tests do correlate with job performance in a number of areas. Different traits are predictive of different jobs. Caveats – Personality tests are the most difficult tests to evaluate and use. Recent court decisions indicate that the Minnesota Multiphasic Personality Inventory (MMPI) is a medical test because it can screen out applicants with psychological impairment, and that its use before an employment offer is made is therefore a violation of ADA. Also, some dispute that self-report tests predict performance at all. Interest inventories compare a person’s interests with those of people in various occupations. Achievement tests measure what a person has learned. Ø NOTES Educational Materials to Use IV. Work Samples and Simulations A. Using Work Sampling for Employee Selection 1. Basic Procedure – The basic procedure is to choose several tasks crucial to performing the job in question and to test applicants on those identified tasks. Situational Judgment Tests – These tests are designed to assess an applicant’s judgment regarding a situation encountered in the workplace. C. Management assessment centers provide simulations in which candidates perform realistic management tasks under the observation of experts who appraise each candidate’s potential. Simulated exercises include in-basket, leaderless group discussion, management games, individual presentations, objective tests, and interviews. 1. Effectiveness – Most experts view assessment centers as effective for selecting and promoting management candidates, despite the extra cost to develop the centers. C. Situational testing and video-based situational testing typically present the candidate with several scenarios, each followed by a multiple-choice question. Computerized multimedia candidate assessment tools are systems specifically designed for each company to measure any type of skill or ability. The miniature job training and evaluation approach involves training candidates to perform a sample of job tasks and evaluating candidates’ performance. Realistic Job Previews – Being explicit about work schedules, preferences, and other job standards at the point of interview can help reduce turnover later. HR in Practice: Testing Techniques for Managers provides some tips for managers in large companies to screen applicants on a more formal basis. V. Background Investigations and Other Selection Techniques A. Why Perform Background Investigations and Reference Checks? Most employers check and verify an applicant’s background information and references, including driving record, check for criminal charges or convictions, and credit check. Why Check? The main reasons for conducting investigations into an applicant’s background are to verify factual information and to uncover damaging information to help prevent losses. Effectiveness – Reference letters are not viewed as very useful. Fewer than half of HR managers state that they were able to obtain adequate information about candidates. The Legal Dangers and How to Avoid Them Defamation – Laws (like the Fair Credit Reporting Act of 1970) increase the likelihood that rejected applicants will have access to the background information. The rejected applicant has various legal remedies, including the right to sue for defamation. Privacy – Truth is not always a defense. Employees can sue employers for disclosing true but embarrassing private facts to those without a need to know. C. How to Check a Candidate’s Background – Most employers at least try to verify an applicant’s current or former position and salary with current or former employers by phone, assuming permission was given by the candidate. Employers should include on their application forms a statement for applicants to sign that , explicitly authorizes a background check; rely more on telephone references than written ones; ask open-ended questions; use each reference as a source for another; and watch for “red flags.” An example of a reference checking form is illustrated in Figure 6-9. The Social Network: Checking Applicants’ Social Postings - A new technique for exploring applicants’ qualifications is checking social networking sites or using Google to run searches on the applicant. There are some legal issues with checking social networking sites. Organizations need to be careful when using this information for employment decisions. Using Preemployment Information Services – Various federal and state laws govern how employers acquire and use applicants' and employees' background information. Compliance involves four steps: 1) Disclosure and authorization; 2) Certification; 3) Providing copies of the reports; and 4) Notice after adverse action. F. The Polygraph and Honesty Testing Who Can Use the Polygraph? A polygraph (lie detector) is a device that measures physiological changes like increased perspiration. Current law prevents most employers engaged in interstate commerce from using these tests for preemployment screening or during the course of employment. Local, state, and federal government employers can continue to use the tests. 2. Checking for Honesty: What You Can Do – Employers can: ask blunt questions; listen, rather than talk; ask for a credit check; check all references; consider paper-and-pencil honesty tests and psychological tests as a part of their honesty-screening program; test for drugs; establish a search-and-seizure policy; and conduct searches. G. Graphology (handwriting analysis) assumes that handwriting reflects basic personality traits. H. “Human Lie Detectors” are experts who may be able to identify lying just by watching the applicant. The expert watches for signs of deception such as irregular breathing or pupils changing size. I. Physical Exams – Once an offer is made and the person is hired, a medical exam is usually the next step in the selection process. Ø NOTES Educational Materials to Use J. Substance Abuse Screening – Because drug abuse is a serious problem for employers, it is common practice for most employers to conduct drug screening just before employees are formally hired. Some Practical Considerations – Because drug testing indicates only the presence or absence of drugs, it can’t measure the level of impairment or addiction. Some argue that the testing is therefore not justifiable if workplace safety is the motivator for using tests. Legal Issues – Former drug users may be protected under the ADA. Privacy rights are also often cited. What to Do if an Employee Tests Positive – Many companies will not hire an applicant if they test positive, but current employees have more legal recourse. Complying with Immigration Law – Under the Immigration Reform and Control Act of 1986, employees hired in the U.S. have to prove they are eligible to work in the U.S. Immigrants face increasing difficulty in entering the U.S. Figure 6-10 outlines procedures to comply with immigration laws. 1. Proof of Eligibility – Restrictions on hiring undocumented workers have tightened. Employers should be careful to obtain and verify documents. 2. Avoiding Discrimination – The I-9 Employment Eligibility Verification form must not be used to discriminate based on race or country of national origin. H. Improving Productivity through HRIS: Automated Applicant Tracking Systems and Applicant Screening - These systems are an example of technology use in HR. These systems help companies screen applicants in three ways: 1) Eliminating applicants who do not meet minimum, non-negotiable job requirements; 2) testing and screening applicants online including Web-based skills testing, cognitive skills testing, and psychological testing; and 3) identifying talents in the candidate pool that lend themselves to job matches at the company that the applicant didn't know existed when he or she applied. Minimum functionality requirements of ATS are discussed here. Ø NOTES Educational Materials to Use DISCUSSION QUESTIONS 1. What is the difference between reliability and validity? In what respects are they similar? Answer: Reliability is the consistency of scores obtained by the same person when retested with identical tests or with an equivalent form of a test. It is a measure of internal consistency of the instrument. Validity is the degree to which a test measures what it is purported to measure. It is a measure of external consistency. They are similar in that both are concerned with aspects of consistency of the instrument, and that reliability is a necessary condition for validity. 2. Explain how you would go about validating a test. How can this information be useful to a manager? Answer: The validation process consists of five steps: job analysis, selecting a test, administering a test, relating the test scores and the criteria, and cross validation and revalidation. Using valid selection devices will enable the manager to develop objective information in the selection process and should result in more effective selection decisions. 3. Explain why you think a certified psychologist who is specially trained in test construction should (or should not) always be used by a small business that needs a test battery. Answer: Due to the complex and legal nature of this activity, the use of a certified psychologist may be the only safe way to accomplish your objectives. However, because of the high salary and limited job scope of such a specialist, a definite drawback to this approach is the cost involved. Perhaps more "direct" tests can be developed which require less sophistication: motor and physical abilities tests (many state employment agencies provide this service), on-job knowledge tests, and work sampling. This chapter also presents some alternative testing tools that are relatively easy to administer and low in cost and that are reasonable choices for small employers to use. 4. Give some examples of how interest inventories could be used to improve employee selection. In doing so, suggest several examples of occupational interests that you believe might predict success in various occupations including college professor, accountant, and computer programmer. Answer: Interest inventories can improve employee selection by identifying individuals with similar interests as those reported by a substantial percentage of successful incumbents in an occupation. This should clearly increase the likelihood that the applicants will be successful in their new jobs. Interests that one might expect: accountant: math, reading, music; college professor: public speaking, teaching, counseling; computer programmer: math, music, computers. 5. Why is it important to conduct pre-employment background investigations? How would you go about doing so? Answer: Past behavior is the best predictor of future behavior. It is important to gain as much information as possible about past behavior to understand what kinds of behavior one can expect in the future. Knowledge about attendance problems, insubordination issues, theft, or other behavioral problems can certainly help one avoid hiring someone who is likely to repeat those behaviors. The section on background investigations and reference checks has some excellent guidelines for background checks. 6. Explain how you would get around the problem of former employers being unwilling to give bad references on their former employees. Answer: Since many companies have strict policies regarding the release of information about former employees, it may not be possible to get information at all, good or bad. However, conducting a thorough reference audit by contacting at least two superiors, two peers, and two subordinates will help increase the chance that you will find someone who is willing to give you the information you need. Also, making the contacts by phone rather than in writing will increase their belief that the information may not be traced back to them. Using the additional technique of asking references for the name of someone else who might be familiar with the applicant's performance will also increase the possibility of getting more information. 7. How can employers protect themselves against negligent hiring claims? Answer: There is a list of ways employers can protect themselves against negligent hiring claims discussed in the section on why careful selection is important at the beginning of the chapter. To protect themselves against negligent hiring claims, employers can implement the following measures: 1. Thorough Background Checks: Conduct comprehensive background checks, including criminal history, employment verification, and reference checks, to ensure candidates do not pose a risk. 2. Clear Job Descriptions: Define job roles and responsibilities clearly to ensure that the hiring criteria are appropriate for the position. 3. Consistent Hiring Procedures: Apply standardized hiring procedures and criteria to all applicants to avoid discrimination and ensure fairness. 4. Documenting the Hiring Process: Keep detailed records of the hiring process, including interview notes, assessments, and reasons for hiring decisions, to demonstrate due diligence. 5. Training for Hiring Managers: Train hiring managers on legal and ethical hiring practices, including recognizing red flags and adhering to company policies and legal requirements. INDIVIDUAL AND GROUP ACTIVITIES 1. Write a short essay discussing some of the ethical and legal considerations in testing. Answer: State and federal laws, EEOC guidelines, and court decisions require that you must be able to prove that your tests are related to success or failure on the job and that they are not having an adverse impact on members of a protected group. Test takers also have certain basic rights to privacy and information. The test taker also has the right to expect that the test is equally fair to all test takers. Ethical and Legal Considerations in Testing Testing in employment involves significant ethical and legal considerations. Ethically, tests should be fair, transparent, and respect the dignity of all candidates, ensuring that no group is unfairly disadvantaged. Legally, tests must comply with laws such as the Americans with Disabilities Act (ADA) and the Equal Employment Opportunity Commission (EEOC) guidelines, which prohibit discrimination based on race, gender, age, disability, and other protected characteristics. Employers must also ensure the validity and reliability of tests, using them only as a means to evaluate job-related skills and qualifications. Maintaining confidentiality and securing candidates' personal data are crucial ethical and legal obligations. 2. Working individually or in groups, develop a list of selection techniques that you would suggest your dean use to hire the next HR professor at your school. Also, explain why you chose each selection technique. Answer: The students should use the selection information presented in the chapter to list their selection techniques of choice with their supporting rationale. Selection Techniques for Hiring an HR Professor 1. Curriculum Vitae (CV) Review: Assess academic qualifications, professional experience, publications, and teaching history. This helps ensure the candidate has the necessary educational background and expertise in HR. 2. Teaching Demonstration: Have candidates conduct a mock lecture or seminar. This allows the selection committee to evaluate teaching style, communication skills, and the ability to engage students. 3. Panel Interview: Conduct interviews with a panel of faculty members, administrators, and students. This provides a comprehensive assessment of the candidate's fit within the department and institution. 4. Research Presentation: Ask candidates to present their research. This helps gauge their scholarly contributions, research methodologies, and relevance to current HR topics. 5. Reference Checks: Contact previous employers, colleagues, and students to gather insights into the candidate's work ethic, teaching effectiveness, and interpersonal skills. 6. Behavioral Assessment: Use structured interview questions to evaluate interpersonal skills, cultural fit, and problem-solving abilities, ensuring the candidate can handle the challenges of academia. These techniques were chosen to ensure a holistic evaluation of candidates, covering academic qualifications, teaching ability, research contributions, and overall fit with the institution's values and culture. 3. Working individually or in groups, contact the publisher of a standardized test such as the Scholastic Assessment Test and obtain from them written information regarding the test's validity and reliability. Present a short report in class discussing what the test is supposed to measure and the degree to which you think the test does what it is supposed to do, based on the reported validity and reliability scores Answer: Encourage students to contact different sources; it may be a good idea to have a sign-up sheet so that no two students or groups are gathering information about the same instrument. Students should be able to relate validity and reliability scores to effectiveness. Report on the SAT The SAT aims to measure college readiness through assessments of critical reading, math, and writing skills. According to the College Board, the test has high reliability, with coefficients around 0.90-0.94, indicating consistent results. Its validity is moderate, showing a correlation between scores and first-year college grades, suggesting it is a decent predictor of academic success. However, it should be used alongside other factors in admissions. 4. The HRCI "Test Specifications" lists the knowledge someone studying for the HRCI certification exam needs to know in each area of human resource management (such as in Strategic Management, Workforce Planning, and Human Resource Development). In groups of 4-5 students, do four things: (1) review that appendix now; (2) identify the material in this chapter that relates to the required knowledge the appendix lists; (3) write four multiple-choice exam questions on this material that you believe would be suitable for inclusion in the HRCI exam; and (4) if time permits, have someone from your team post your team's questions in front of the class, so the students on other teams can take each other's exam questions. Answer: Material included in this chapter that relates to the HRCI certification exam includes establishing and implementing selection procedures of testing; reference and background checking; post-offer employment activities; knowledge of reliability and validity of selection tests/tools/methods; and use and interpretation of selection tests. HRCI Exam Question Development 1. Review Appendix: Examine the HRCI "Test Specifications" to understand the knowledge areas required for certification, such as Strategic Management, Workforce Planning, and Human Resource Development. 2. Identify Relevant Material: Align chapter content with these knowledge areas, focusing on key concepts and best practices. 3. Develop Questions: • Question 1: Which strategy is most effective for aligning HR goals with overall business objectives? • A) Implementing annual performance reviews • B) Developing a comprehensive HR strategy that supports business goals • C) Increasing employee bonuses • D) Conducting frequent employee surveys • Question 2: What is a crucial component of effective workforce planning? • A) Relying solely on external recruitment agencies • B) Utilizing historical data to forecast future staffing needs • C) Maintaining a high employee turnover rate • D) Offering minimal training programs • Question 3: Which approach best supports the development of HR policies? • A) Creating policies based on industry trends without customization • B) Involving stakeholders in policy development and review • C) Implementing policies without employee input • D) Focusing only on legal compliance • Question 4: What is the primary purpose of a strategic HR plan? • A) To reduce the number of training sessions • B) To ensure HR practices are reactive rather than proactive • C) To align HR initiatives with the organization's long-term objectives • D) To minimize the HR department's involvement in strategic decisions 4. Class Activity: Post these questions for peer review and discussion, allowing students to engage with and evaluate each other's questions for comprehensive understanding. EXPERIENTIAL EXERCISES & CASES Experiential Exercise: A Test for a Reservation Clerk This exercise gives the students the opportunity to practice designing a test to measure one’s specific ability for applicants. (LO 6.1-7; AACSB: Analytic Skills; Learning Outcome: Identify the characteristics of properly designed selection tests) Application Case: The Insider 1. We want you to design an employee selection program for hiring stock traders. We already know what to look for as far as technical skills are concerned – accounting courses, economics, and so on. What we want is a program for screening out potential bad apples. To that end, please let us know the following: What screening tests would you suggest, and why? What questions should we add to our application form? Specifically, how should we check candidates’ back-grounds, and what questions should we ask previous employers and references? Answer: Students should consider the different types of selection measures that they believe should be included. Employee Selection Program for Stock Traders 1. Screening Tests: Use psychological assessments to evaluate traits like risk tolerance, decision-making under pressure, and ethical judgment. 2. Application Questions: Include queries about past high-pressure scenarios, ethical dilemmas, and strategies for handling stress. 3. Background Checks: Verify financial history, criminal records, and any past regulatory issues. 4. Previous Employers/References: Ask about candidates' handling of high-pressure situations, integrity, and adherence to regulations. 5. Ethics and Integrity: Conduct in-depth interviews focusing on ethical decision-making and past behavior. 2. What else (if anything) would you suggest? Answer: Students should list (and be ready to defend) the specifications that they believe would be needed. 1. Behavioral Interviews: Use structured behavioral interviews to assess past actions and responses in critical situations. 2. Simulation Exercises: Implement trading simulations to observe real-time decision-making and stress management. 3. Cultural Fit: Evaluate alignment with company values and culture through targeted questions. 4. Ongoing Monitoring: Establish regular performance reviews and ethical training programs. 5. Peer Reviews: Include feedback from potential future colleagues on team dynamics and compatibility. Continuing Case 3: Honesty Testing at Carter Cleaning Company 1. What would be the advantages and disadvantages to Jennifer’s company of routinely administering honesty tests to all its employees? Answer: Polygraph testing raises a large number of legal and moral issues, issues Carter Cleaning would best avoid. Use of some of the available “paper–and-pencil” honesty tests may be a possibility. In general, these have been shown to be reasonably reliable and valid, but they are still controversial. The costs associated with these tests may also make them prohibitive to a small operation like Jennifer’s. 2. Specifically, what other screening techniques could the company use to screen out theft-prone employees, and how exactly could these be used? Answer: More thorough background checks are a recommended technique to eliminate potential thieves. Some firms choose to contract this out to a private security agency, althoughcost may be an issue to Jennifer. However, the company can quickly check to see if savings from reduced theft would offset the cost of an outside agency. As part of the job preview, Carter must communicate that dishonesty and theft will not be tolerated. Further, company policies regarding theft should be clearly communicated to new and existing employees. 3. How should her company terminate employees caught stealing, and what kind of procedure should be set up for handling reference calls about these employees when they go to other companies looking for jobs? Answer: Terminating employees for theft should include the involvement of proper authorities and should only be done when there is absolute proof of the theft and who committed it. Such an action will also send a message to the other employees that you will not tolerate theft of company resources. While many employers are reluctant to prosecute employees for theft, developing evidence with police and through the courts can be beneficial in providing future employers of the individual with truthful and factual information. Translating Strategy into HR Policies and Practice Case: The Hotel Paris Testing - The continuing case study of Hotel Paris is discussed here. In this example, Lisa Cruz, the HR manager, wants to design a battery of tests that will produce employees who can help the hotel meet its strategic objectives. Questions 1. Provide a detailed example of the front desk work sample test. Answer: Students should begin by discussing the types of tasks a front desk clerk is responsible for. Figure 6-7 is an example of the types of questions that should be on this test. Front Desk Work Sample Test Example Objective: To assess candidates’ ability to handle typical front desk tasks effectively and professionally. Scenario 1: Guest Check-In • Task: Simulate checking in a guest. The candidate receives a fictitious reservation with the following details: • Name: John Doe • Reservation Number: 12345 • Room Type: Deluxe Suite • Check-In Time: 3 PM • Instructions: 1. Greet the guest warmly. 2. Verify the reservation details. 3. Complete the check-in process, including key issuance. 4. Provide information on hotel amenities and answer any guest questions. Scenario 2: Handling a Complaint • Task: A guest approaches with a complaint that their room is not ready, despite arriving at 4 PM. • Instructions: 1. Listen actively and empathize with the guest. 2. Apologize for the inconvenience and offer a solution, such as a complimentary upgrade or alternative room. 3. Document the complaint and follow up to ensure resolution. Scenario 3: Telephone Inquiry • Task: Handle a phone call from a potential guest inquiring about room availability for a specific date and the rates for different room types. • Instructions: 1. Provide accurate information on availability and rates. 2. Offer to make a reservation and provide the necessary details. 3. Use effective communication and maintain professionalism throughout the call. Assessment Criteria: • Communication Skills: Clarity, politeness, and responsiveness. • Problem-Solving Ability: Effectiveness in handling complaints and inquiries. • Attention to Detail: Accuracy in managing reservations and guest information. • Customer Service Orientation: Ability to provide a positive guest experience and handle stress professionally. Candidates are evaluated based on their performance in these scenarios, simulating real-life front desk situations. 2. Provide a detailed example of two possible personality test questions. Answer: Example 1: Situational Judgment Test (SJT) Question Question: You are working on a team project, and one of your colleagues consistently misses deadlines, which is affecting the overall project timeline. How would you handle this situation? Options: • A) Ignore the issue and continue working on your part of the project, hoping it will improve. • B) Confront the colleague directly and express frustration about their missed deadlines. • C) Discuss the issue with the team leader and suggest a meeting to address the problem collectively. • D) Take over the colleague’s tasks yourself to ensure the project stays on track. Explanation: This question assesses the candidate's ability to handle interpersonal conflicts, problem-solving skills, and their approach to teamwork and communication. Example 2: Self-Assessment Personality Question Question: On a scale of 1 to 5, how much do you agree with the following statement: "I prefer working on tasks alone rather than in a team." Options: • 1) Strongly Disagree • 2) Disagree • 3) Neutral • 4) Agree • 5) Strongly Agree Explanation: This question evaluates the candidate’s preference for teamwork versus solitary work, providing insight into their work style and how well they might fit into a collaborative work environment. 3. What other tests would you suggest to Lisa, and why would you suggest them? Answer: Because front desk employees usually handle credit cards and make cash transactions, Lisa should consider the benefits of paper-and-pencil honesty testing. For Lisa, additional tests to consider include: 1. Cognitive Ability Test: Measures problem-solving skills, logical reasoning, and cognitive capacity. Useful for assessing the candidate's ability to handle complex tasks and think critically under pressure. 2. Emotional Intelligence (EI) Test: Evaluates the candidate's ability to understand and manage their own emotions and those of others. This is crucial for roles requiring strong interpersonal skills and stress management. 3. Job Knowledge Test: Assesses specific knowledge related to the job, such as industry terminology or technical skills. Ensures the candidate has the necessary expertise and can apply it effectively. 4. Integrity Test: Examines attitudes toward honesty, reliability, and ethical behavior. Helps in identifying candidates who are likely to adhere to company values and avoid unethical behavior. These tests provide a comprehensive view of a candidate’s cognitive abilities, emotional skills, job-specific knowledge, and integrity, enhancing the overall selection process. KEY TERMS Solution Manual for Human Resource Management Gary Dessler 9780132668217, 9780134235455, 9780135172780