Transcript Work Sample/Performance Test Slides

Steps in Developing a Performance Test
• Perform a job analysis
• Identify important tasks to be tested
• Develop testing procedures
• Develop scoring procedures
• Train judges
Assessment Procedures
• Standardizing Testing Procedures
 Develop a set of instructions for applicants
 Provide the same or identical testing conditions to all
applicants
 Inform applicants of what will be scored
 Develop rules for consistent grading/scoring
 Train all scorers in the interpretation of scoring rules
Assessment Procedures (cont.)
• Establish Independent Test Sections
 Develop the test such that an applicant’s performance on one
part of the test is not closely tied to another part of the test
• Eliminate Contaminating Factors
 Develop the test to ensure that apparatus, jargon, or other
testing elements that have only a minor influence on job
performance do not interfere with or limit the test
performance of applicants not familiar with these elements
Performance Test Effectiveness
• Research Findings
 The results of using performance tests in selection have
been universally positive in affirming that the tests add to
the prediction of job performance
 Motor performance tests were found to be valid while
paper-and-pencil tests weren’t for the same subjects.
Performance Test Effectiveness (cont.)
• Research Findings
 There are no differences between demographic groups of
incumbents in either average scores on performance tests
or on the percentage of applicants selected
 Performance tests may have an “adverse impact” on
applicants (those without on-the-job experience)
Performance (Work Sample) Tests
• What Performance Tests Do
 Ask the applicant to do a representative part of the job for
which he or she is being evaluated.
 Provide direct evidence of the applicant’s ability and skill
to work on the job.
• Limitations of Performance Tests
 Creating work samples representative of job activities
 Relying on the assumption that applicants already possess
KSAs to complete the job behavior
 Costs of time, materials, and equipment required to
develop and administer performance tests
Other Results of Using Performance Tests
• General acceptance; few complaints about their appropriateness
• Test administrators’ time is minimized
• Standardization (e.g., instructions, materials, scoring)
• Test results are immediately available to both the applicant and
the selection specialist
• Tests can serve as realistic job previews that help reduce
turnover