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List of Sidebars, Tables, and Figures | |
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Author's Foreword | |
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Acknowledgments | |
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Introduction | |
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What Information Is the Book Based On? | |
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Assessments: The Difference Between Success and Failure | |
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What Staffing Assessments Measure, Why They Work, and When to Use Them | |
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What Do Assessments Measure? | |
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Why Do Assessments Work? | |
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When Is It Useful to Use Staffing Assessments? | |
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Concluding Remarks:Why Assessments Work | |
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Different Types of Staffing Assessments | |
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Categorizing Assessments Based on How They Collect Candidate Information | |
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Physical Exams | |
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Investigations | |
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Interviews | |
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Resume Screens | |
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Self-Report Measures | |
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Knowledge, Skill, and Ability Tests | |
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Situational Measures | |
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Behavioral Versus Direct Assessments | |
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Concluding Remarks: Different Types of Assessments | |
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Evaluating the Effectiveness of Staffing Assessments | |
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How Assessments Work | |
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Assessment Validity: How to Determine How Well an Assessment Is Working | |
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Concluding Remarks: Choosing What Assessments to Use | |
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Defining Job Performance and Its Relationship to Assessments | |
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Identify Key Performance Outcomes | |
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Use Job Analysis to Define and Describe Critical Employee Behaviors | |
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Choose an Effective Assessment | |
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Appropriately Collecting and Interpreting Assessment Data | |
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Concluding Remarks: Linking Assessment Processes to Job Performance | |
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Common Criticisms of Staffing Assessments | |
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Staffing Assessments are Not Very Accurate | |
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Staffing Assessments can Be Faked by Applicants | |
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Staffing Assessments Are Not Worth the Cost Required to Use Them | |
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Staffing Assessments Pose a Legal Risk | |
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Staffing Assessments Are an Unfair Way to Evaluate People | |
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Staffing Assessments Are Offensive to Candidates | |
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Staffing Assessments Add Too Much Time to the Hiring Process | |
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Concluding Remarks: Should Companies Use Staffing Assessments? | |
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Choosing Among Different Assessment Methods | |
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No Standardized Assessment: Start at the Bottom and Work Up | |
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Self-Report Pre-Screening Questionnaires: The Value of Structure | |
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Applicant Investigations: Avoiding Catastrophic Hiring Mistakes | |
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Structured Interviews:Maximizing Time Spent with Candidates | |
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Broad Self-Report and Situational Judgment Measures: Asking Candidates for Greater Levels of Self-Description | |
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Broad Knowledge and Skills Tests: Testing Basic Job Requirements | |
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Broad Ability Tests: Getting a General Sense of Candidates' Ability to Learn and Solve Problems | |
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Integrating Broad Self-Report Measures, Knowledge and Skills Tests, and Ability Tests: Predicting Maximal and Typical Performance | |
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Localized Scoring: Accurately Interpreting Candidate Responses | |
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Context-Specific Self-Report Measures: Asking Candidates to Describe Themselves in Greater Detail | |
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Context-Specific Knowledge, Skills, and Ability Tests: Seeing What a Candidate Can Actually Do | |
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Integrating Context-Specific Self-Report Measures and Knowledge, Skills, and Ability Tests: Predicting Highly Specific Types of Maximal and Typical Performance | |
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Advanced, Non-Linear Scoring: "Turbo-Charging" Assessment Results | |
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Concluding Remarks: Determining What Assessment Methods to Use | |
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Incorporating Staffing Assessments into the Hiring Process | |
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Principles of Staffing Assessment Process Design | |
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Designing Staffing Processes for Entry-Level Jobs | |
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Sample Staffing Assessment Process for Professional Jobs | |
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Concluding Remarks: Using Assessments | |