Handbook of Workplace Assessment E-Book

John C. Scott

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B SIOP Professional Practice Series
• Sprache: Englisch

Seitenzahl: 1385

Veröffentlichungsjahr: 2010

Beschreibung

Handbook of Workplace Assessment Given the trend for organizations to streamline their workforces and focus on acquiring and retaining only top talent, a key challenge has been how to use assessment programs to deliver a high-performing workforce that can drive revenues, shareholder value, growth, and long-term sustainability. The Handbook of Workplace Assessment directly addresses this challenge by presenting sound, evidence-based, and practical guidance for implementing assessment processes that will lead to exceptional decisions about people. The chapters in this book provide a wide range of perspectives from a world-renowned group of authors and reflect cutting-edge theory and practice. The Handbook of Workplace Assessment * provides the framework for what should be assessed and why and shows how to ensure that assessment programs are of the highest quality * reviews best practices for assessing capabilities across a wide variety of positions * summarizes key strategic applications of assessment that include succession management, mergers, acquisitions and downsizings, identification of potential, and selection on a global scale * highlights advances, trends, and issues in the assessment field including technology-based assessment, the legal environment, alternative validation strategies, flaws in assessment, and the strategic use of evaluation to link assessment to organizational priorities This SIOP Professional Practice Series Handbook will be applicable to HR professionals who are tasked with implementing an assessment program as well as for the users of assessments, including hiring managers and organizational leaders who are looking for direction on what to assess, what it will take, and how to realize the benefits of an assessment program. This Handbook is also intended for assessment professionals and researchers who build, validate, and implement assessments.

Leseprobe

Table of Contents

Cover

Series

Title

Copyright

Figures, Tables, and Exhibits

Foreword

Preface

The Audience

Overview of the Book

Orientation

Acknowledgments

The Editors

The Contributors

Part One: Framework for Organizational Assessment

CHAPTER 1: INDIVIDUAL DIFFERENCES THAT INFLUENCE PERFORMANCE AND EFFECTIVENESS

Two Perspectives for Determining What to Assess

Implications for Assessment in Organizations

References

CHAPTER 2: INDICATORS OF QUALITY ASSESSMENT

Buy Versus Build

Test Construction Considerations

Reliability

Validity

Operational Models for Assessment

Conclusion

References

CHAPTER 3: GENERAL COGNITIVE ABILITY

Dominant Models of General Cognitive Ability

Cognitive Ability and the World of Work

Guiding Practice

Conclusion

References

CHAPTER 4: PERSONALITY

Defining Personality

Business Applications of Personality Assessment

How Well Does Personality Assessment Work?

Standard Criticisms of Personality Assessment

Future Directions

Last Thoughts

References

CHAPTER 5: ASSESSMENT OF BACKGROUND AND LIFE EXPERIENCE

Definition of Biodata

Validity of Biodata Measures

Item-Generation Methods: Advantages and Disadvantages

Scale Development Methods: Advantages, Disadvantages, and New Developments

Validity Generalization and Other Factors That Affect Usefulness of Biodata Measures

Conclusion

References

CHAPTER 6: KNOWLEDGE AND SKILL

Knowledge and Skill Definitions

Declarative Knowledge

Procedural Knowledge and Skill

Conclusion

References

CHAPTER 7: PHYSICAL PERFORMANCE

Identifying Physical Job Requirements

Physical Performance Test Design and Selection

Test Scoring and Setting Passing Scores

Physical Test Adverse Impact and Test Fairness

Implementation of Physical Tests

Litigation Related to Physical Testing

Reduction in Injuries and Lost Time from Work

Conclusion

References

CHAPTER 8: COMPETENCIES, JOB ANALYSIS, AND THE NEXT GENERATION OF MODELING

Historical Links Between Competency Modeling and Job Analysis

Building a Basis for Assessment: Comparing and Contrasting Competency Modeling and Job Analysis

Strategic Competency Modeling and Assessment

Conclusion

References

Part Two: Assessment for Selection, Promotion, and Development

CHAPTER 9: ASSESSMENT FOR TECHNICAL JOBS

Background on Technical Jobs

Relationships with and Among Stakeholders

Technical and Practical Considerations

Selling and Negotiating: Making Employment Tests a Reality

Implementing an Employment Test for Technical Jobs

Defending Employment Tests in a Technical Environment

Recruitment and Employee Development

Conclusion

References

CHAPTER 10: ASSESSMENT FOR ADMINISTRATIVE AND PROFESSIONAL JOBS

Administrative and Clerical Jobs

Professional and Technical Jobs

Conclusion

References

CHAPTER 11: ASSESSMENT FOR SALES POSITIONS

A Wide World of Sales Positions

Assessments for Selecting for Sales Positions

Issues in Using Assessments for Sales Selection

Special Validation Issues in Sales Selection

Implementation Issues

Making Sales Assessment Work

References

CHAPTER 12: ASSESSMENT FOR SUPERVISORY AND EARLY LEADERSHIP ROLES

The Business Need

Assessment Instruments

Special Considerations for Implementation

Managing the Assessment Program

Evaluation and Return on Investment

The Way Forward

References

CHAPTER 13: EXECUTIVE AND MANAGERIAL ASSESSMENT

Objectives of Executive and Managerial Assessment

The Executive and Managerial Population

Executive and Managerial Work

Assessing Executives Compared to Other Leaders

Individual Assessment Tools

Designing and Implementing Assessment Systems

Case Studies

Evaluation of Assessment Programs

Earning—and Keeping—a Seat at the Executive Table

References

CHAPTER 14: THE SPECIAL CASE OF PUBLIC SECTOR POLICE AND FIRE SELECTION

Entry-Level Hiring for Police and Fire

Promotional Testing for Police and Fire

Reflections

Conclusion

References

Part Three: Strategic Assessment Programs

CHAPTER 15: THE ROLE OF ASSESSMENT IN SUCCESSION MANAGEMENT

The Contemporary Succession Management Challenge

Fundamental 1: Align Succession Management with Business Strategy

Fundamental 2: Define Success Holistically for All Levels of Leadership

Fundamental 3: Identify Leadership Potential with a Focus on the Ability to Grow

Fundamental 4: Accurately Assess Readiness for Leadership at Higher Levels

Fundamental 5: Adopt a Creative, Risk-Oriented Approach to Development

Fundamental 6: Establish Management Accountabilities with Teeth

Conclusion

References

CHAPTER 16: ASSESSING THE POTENTIAL OF INDIVIDUALS

The Talent Challenge in Organizations

Defining Talent and Potential

High-Potential Candidates

Key Factors for Identifying Potential

An Integrated Model of Potential

Useful Assessment Techniques

Assessing the Potential of Individuals

Special Assessment Issues

A Few Lessons Learned from Experience

References

CHAPTER 17: ASSESSMENT FOR ORGANIZATIONAL CHANGE

Building the Staffing Model Road Map

Conducting Assessments and Making Selection Decisions

Conclusion

References

CHAPTER 18: GLOBAL APPLICATIONS OF ASSESSMENT

Key Challenges in Designing Global Assessments

What Are the Objectives of the Assessment?

Key Issues in Implementation

Final Thoughts

References

Part Four: Advances, Trends, and Issues

CHAPTER 19: ADVANCES IN TECHNOLOGY-FACILITATED ASSESSMENT

Drivers for Technology-Based Assessment

Applicable Standards, Guidelines, Regulations, and Best Practices

Applications of Technology to Assessment

Case Studies

Common Issues Raised by Technology-Based Assessment

Future Opportunities and Challenges

References

CHAPTER 20: THE LEGAL ENVIRONMENT FOR ASSESSMENT

The Legal Framework

The Statutes

Legal and Professional Standards

The Current Legal Landscape: Implications for Practice

Conclusion

Notes

CHAPTER 21: VALIDATION STRATEGIES

The Rationale for Validity

Obtaining Validity Evidence

Selecting a Strategy

References

CHAPTER 22: ADDRESSING THE FLAWS IN OUR ASSESSMENT DECISIONS

The Flawed Classical Selection Model

Ethical Problems Created by a Flawed Model

Resolving the Moral and Ethical Issues

Converting the Job Analysis into a Selection Process

Conclusion

References

CHAPTER 23: STRATEGIC EVALUATION OF THE WORKPLACE ASSESSMENT PROGRAM

The Evaluation Imperative

Evaluation for Strategic Decision Making

The Nuts and Bolts of Strategic Evaluation

Challenges and Tensions in the Strategic Evaluation of Assessment Programs

Designing and Conducting Worthwhile Evaluations of Assessment Programs

References

CHAPTER 24: FINAL THOUGHTS ON THE SELECTION AND ASSESSMENT FIELD

The Role of Context

Differing Perspectives on the Use of Personality Measures in Selection

The Cognitive Ability-Adverse Impact Dilemma

Job Analysis and Competency Modeling

Komaki’s Call to Action

Future Prospects for the Selection and Assessment Field

References

Appendix: Example Assessments Designed for Workplace Application

Construct Targeted

Position Targeted

Managerial and Leadership Targeted

Job Analysis Support

Name Index

Subject Index

End User License Agreement

Guide

Cover

Table of Contents

Begin Reading

List of Tables

CHAPTER 1: INDIVIDUAL DIFFERENCES THAT INFLUENCE PERFORMANCE AND EFFECTIVENESS

Table 1.1 O*NET Generalized Work Activities

Table 1.2 Facets of the Big Five

Table 1.3 O*NET Work Value Taxonomy

CHAPTER 2: INDICATORS OF QUALITY ASSESSMENT

Table 2.1 IRT and CTT Equations for Evaluating Quality Assessments

CHAPTER 4: PERSONALITY

Table 4.1 The Five Factor Model of Personality

Table 4.2 Validity of Assessments for Predicting Job Performance

Table 4.3 Relation Between Five Factor Model of Personality and Leadership

Table 4.4 Summary of J. Hogan and Holland (2003) Results

Table 4.5 Organizationally Significant Outcomes Predicted by Personality Assessment

CHAPTER 6: KNOWLEDGE AND SKILL

Table 6.1 Hypothetical Test Plan

Table 6.2 Hypothetical Technology Knowledge Test Blueprint

CHAPTER 7: PHYSICAL PERFORMANCE

Table 7.1 Physical Abilities and Definitions

Table 7.2 Basic Ability Test Examples and Their Validity

CHAPTER 8: COMPETENCIES, JOB ANALYSIS, AND THE NEXT GENERATION OF MODELING

Table 8.1 Level of Rigor Scale

CHAPTER 9: ASSESSMENT FOR TECHNICAL JOBS

Table 9.1 Meta-Analysis Summary Correcting for Sampling Error, Criterion and Predictor Attenuation, and Range Restriction

CHAPTER 10: ASSESSMENT FOR ADMINISTRATIVE AND PROFESSIONAL JOBS

Table 10.1 Buy-Versus-Build Checklist for an Assessment Instrument

Table 10.2 Behaviorally Based Rating Scale for Clerical Selection Interview

Table 10.3 Comparison of Corrected Validity Estimates for Cognitive Constructs to Pearlman et al. (1980)

Table 10.4 Comparisons of Computerized and Paper-and-Pencil Measures of Predictor Constructs for Clerical Jobs

Table 10.5 Corrected Validity Estimates for Noncognitive Constructs for Clerical Jobs

Table 10.6 Case Study 3 Assessment Strategy

CHAPTER 11: ASSESSMENT FOR SALES POSITIONS

Table 11.1 O*NET Content Characteristics with High Importance Ratings Across Ten Sales Positions

Table 11.2 CP+ Validity Grouped into Score Classes

Table 11.3 Estimates for CP+ Use at Various Cutoff Assumptions Using Regression-Based Expectancies

Table 11.4 Pros and Cons of Assessment Tools for Sales Selection

Table 11.5 An Effective Selection Process for Sales Personnel

CHAPTER 12: ASSESSMENT FOR SUPERVISORY AND EARLY LEADERSHIP ROLES

Table 12.1 Comparison of Key Leadership Theories and Implications for Selection

Table 12.2 Common O*NET Elements Across Various Supervisor Jobs

Table 12.3 Selection and Promotion Methods for Supervisors

Table 12.4 Example Supervisory Assessments for Specific Situations

CHAPTER 13: EXECUTIVE AND MANAGERIAL ASSESSMENT

Table 13.1 Factors Distinguishing Assessment of Managers by Level

Table 13.2 Executive and Managerial Assessment Methods

Table 13.3 Pros and Cons of Assessment Methods for Executives and Managers

Table 13.4 Strengths and Weaknesses of Categories of Assessment Methods

Table 13.5 Stakeholder Communications for Managerial and Executive Assessment

CHAPTER 14: THE SPECIAL CASE OF PUBLIC SECTOR POLICE AND FIRE SELECTION

Table 14.1 Methods for Reducing Adverse Impact

CHAPTER 15: THE ROLE OF ASSESSMENT IN SUCCESSION MANAGEMENT

Table 15.1 Success Profile Elements and Associated Assessment Tools

Table 15.2 Cascading Competencies

Table 15.3 Definitions of Performance, Potential, and Readiness

CHAPTER 16: ASSESSING THE POTENTIAL OF INDIVIDUALS

Table 16.1 Summary of Current Models of Potential

Table 16.2 Integrated Model of Potential

Table 16.3 Useful Techniques for Assessing Potential

Table 16.4 Sample Career Motivation Anchored Scale

CHAPTER 17: ASSESSMENT FOR ORGANIZATIONAL CHANGE

Table 17.1 Application of Guiding Principles to a Merger and Acquisition Initiative: Staffing Model Road Map Step 1

Table 17.2 Design of Communication Plan for the Merger and Acquisition Initiative: Staffing Model Road Map Step 2

Table 17.3 Identifying Positions Requiring Staffing Decisions for a Merger and Acquisition Initiative: Staffing Model Road Map Step 3

Table 17.4 Importance Rating Scale

Table 17.5 Sample Competency for Leads Strategically: Staffing Model Road Map Step 4

Table 17.6 Competency Weighting

Table 17.7 Overview of Major Project Steps Undertaken to Demonstrate Content Validity

Table 17.8 Development and Validation of Assessment Tools for a Merger and Acquisition Initiative: Staffing Model Road Map Step 5

Table 17.9 Selecting Leader Worksheet

Table 17.10 Candidate Disposition Codes

Table 17.11 Selection Process for Merger and Acquisition Initiative

CHAPTER 20: THE LEGAL ENVIRONMENT FOR ASSESSMENT

Table 20.1 Theories of Discrimination

CHAPTER 21: VALIDATION STRATEGIES

Table 21.1 Summary of Research Strategies

CHAPTER 22: ADDRESSING THE FLAWS IN OUR ASSESSMENT DECISIONS

Table 22.1 Determining the Relative Importance of Major Job Components for a Settlement Specialist

CHAPTER 23: STRATEGIC EVALUATION OF THE WORKPLACE ASSESSMENT PROGRAM

Table 23.1 Generic Interpretation Guide for Process and Outcome Evidence

List of Illustrations

CHAPTER 1: INDIVIDUAL DIFFERENCES THAT INFLUENCE PERFORMANCE AND EFFECTIVENESS

Figure 1.1 The Cognitive Domain

Figure 1.2 Holland Taxonomy of Vocational Interests

CHAPTER 2: INDICATORS OF QUALITY ASSESSMENT

Figure 2.1 Flowchart of Key Processes in Quality Assessment

Figure 2.2 Proportion Correct on an Item by Individuals with Different Total Test Scores

Figure 2.3 Three-Parameter Logistic Item Response Function for a Hypothetical Job Knowledge Test

Figure 2.4 Example of Three-Item Information Curves for Items with Varying Levels of Difficulty and Discrimination

Figure 2.5 ROI Plot Depicting Attrition Rates Across Levels of the Army’s AIM Composite

Figure 2.6 Hypothetical IRFs for Men and Women

CHAPTER 3: GENERAL COGNITIVE ABILITY

Figure 3.1 Carroll’s Three-Stratum Theory of Cognitive Ability

CHAPTER 6: KNOWLEDGE AND SKILL

Figure 6.1 A Performance-Based Item

Figure 6.2 A Moderately Complex Work Sample

Figure 6.3 A Highly Complex Work Sample or Simulation

CHAPTER 8: COMPETENCIES, JOB ANALYSIS, AND THE NEXT GENERATION OF MODELING

Figure 8.1 Job Analysis and Competency Modeling: Streams-of-the-Story History

Figure 8.2 The Competency Pyramids

Figure 8.3 Strategic Direction and Challenges for Company ABC

Figure 8.4 Strategic Challenges for Company ABC

Figure 8.5 Visual Representation of Relevance and Validity

CHAPTER 13: EXECUTIVE AND MANAGERIAL ASSESSMENT

Figure 13.1 Measurement Stages and Types of Metrics

Figure 13.2 Logical Path Examples for Executive Selection and Development

CHAPTER 15: THE ROLE OF ASSESSMENT IN SUCCESSION MANAGEMENT

Figure 15.1 Nine-Box Performance-Potential Grid

CHAPTER 17: ASSESSMENT FOR ORGANIZATIONAL CHANGE

Figure 17.1 Example of Assessment-Process Data

CHAPTER 19: ADVANCES IN TECHNOLOGY-FACILITATED ASSESSMENT

Figure 19.1 Technology-Facilitated Assessment Center Delivery System

Figure 19.2 Assessor Integration Tools

Figure 19.3 Assessment Design Using an Avatar

CHAPTER 20: THE LEGAL ENVIRONMENT FOR ASSESSMENT

Figure 20.1 Order of Proof in Testing Cases

CHAPTER 21: VALIDATION STRATEGIES

Figure 21.1 Illustration of the 80 Percent Rule

CHAPTER 22: ADDRESSING THE FLAWS IN OUR ASSESSMENT DECISIONS

Figure 22.1 Classical Selection Model

Figure 22.2 Four Categories of Applicant Results

Figure 22.3 Quadrant Patterns for Four Applicants Based on Four Predictors

CHAPTER 23: STRATEGIC EVALUATION OF THE WORKPLACE ASSESSMENT PROGRAM

Figure 23.1 Sample Logic Model for a Workplace Assessment Program for Succession Planning

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“With the increased use of employee testing and other employee assessment devices and the increased legal challenges to those tests and assessments, this Handbook provides an extremely timely and enormously valuable resource for HR professionals and assessment professionals as well as an indispensable and unique reference for HR counsel who advise and defend employers in conjunction with their use of employee tests and other assessments.”

—Mark S. Dichter, chair, Labor and Employment Practice, Morgan, Lewis & Bockius LLP

“The Handbook is remarkably complete in addressing the complexities of selection research and practice over an exceptionally broad range of contexts and issues faced by those charged with organizational staffing.”

—Neal Schmitt, chair, Department of Psychology, Michigan State University

“This volume provides human resource professionals and executives with leading-edge and innovative approaches to assessment that will enhance organizational effectiveness.”

—Ben E. Dowell, vice president of Talent Management (retired), Bristol-Myers Squibb

“This is an invaluable resource, with sound, practical guidelines steeped in empirical research for implementing an assessment process that will effectively drive an organization’s critical talent decisions.”

—David A. Rodriguez, executive vice president, Global Human Resources, Marriott International, Inc.

“This is the only ‘go-to’ guide for decision makers who need to plan for their current and future workforce to remain competitive on a global basis.”

—Peter M. Fasolo, Ph.D., chief talent officer, Portfolio Companies Kohlberg Kravis Roberts & Company

“The editors’ stated purpose for the Handbook was to present technically sound, research-based assessment procedures that engage the full spectrum of individual assessment objectives that organizations face when attempting to maximize their human talent. They succeeded. The coverage is broad, deep, and accessible to a wide audience. It examines our most fundamental assessment issues from a variety of perspectives and in a variety of contexts. It covers the landscape, and the differences across perspectives are informative, even for a hard-core academic. Read it.”

—John Campbell, professor of Psychology and Industrial Relations, University of Minnesota