Pre-employment Testing: A Good Indicator Of Job Success

BY STEPHEN O’CONNOR

Most employers, whether a hospital or physician’s office, use a combination of applications, interviews, resumes and employment reference checks. These methods are best described as subjective. Traditional selection methods are highly vulnerable to data distortion or falsification. Subjective methods provide useful, but limited information.
Several health systems have recently discovered that expensive time consuming testing instruments often don’t justify their high price. For as little as $2.00 per applicant, they can administer and score "ability tests." These tests can be easily administered using either paper and pencil or computer technology.
"These tests are good predictors of job success," says Sandy Soltysiak, Chief Executive Officer of Hiring Solutions, Inc. "Because they test a person’s ability to learn."
John Hunter, Ph.D. at Michigan State University, conducted a recent study on selection methods used in the hiring process. His findings indicate that the traditional interview is not as valid of a predictor. (See chart.) His research shows that Cognitive Ability Testing is the highest predictor of success in any portion of the hiring process. The "validity coefficients" support the development and use of a testing as a component of the hiring and selection process.
If your organization is not using any tests, you may wish to consider using an inexpensive cognitive ability test. This information will help match the right person to the right position and determine job and training potential. Use only validated, reliable test instruments that meet professional psychological standards.

Testing can provide you with qualified candidates, but it can also do more. It can save time and eliminate much of the guesswork that is involved in the hiring process. In addition, hiring the wrong person can cost dearly. Replacing a poor hiring choice can potentially cost an organization 65 to 120 percent of that employee’s salary, according to the Trendlines magazine.
Don’t make the mistake of hiring based on an interview. It’s as accurate as flipping a coin! Try using the best hiring tool there is…testing!
Selection Method Validity Coefficient
Cognitive Ability Testing .53
Skill Testing .44
Reference Checking .26
Class Rank .21
Experience .18*
Interview .14
Education .10
Interest .10
Age -.10

* Assessment methods must have a validity
coefficient of at least .20 to be valid
predictor of success-on-the-job.

Source: Sandy Soltysiak, President
Hiring Solutions Inc.
Lansing, Michigan
(517) 347 0590

Three Levels of Hiring
In today's recruiting market, it's important to know about the hidden agendas prevalent in every hiring interview. They revolve around three levels of appraisal. Level 1 evaluates candidates based on appearance, dress, self-expression, poise and professionalism. Level 2 involves such intangibles as experience, resumes, skills and education. Level 3 links to personal characteristics or personality, which involves measuring vital, long-term behaviors such as attitudes, and beliefs, self-motivation, stability and persistence, maturity and judgement and the capacity to learn. In short, those temperamental factors that make people do the things they do.
"People make hiring mistakes when they base their candidate assessments on Level 1 and Level 2 criteria, which they understandably do because they are the easiest to determine and assess," says Michelle Gravelle of The McQuaig Institute in Ontario, Canada. "Level 3 characteristics must be assessed because they are the hardest things to change about a person and, ultimately, have the greatest impact on how well someone will perform and grow in a job."

Source: Employment Management Today
Employment Management Association
Winter 2002 issue