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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 | |