Title Details

The Society for Human Resource Management (SHRM) is the world's largest association devoted to human resource management. Representing more than 210,000 individual members, the Society's mission is both to serve human resource management professionals and to advance the profession. Founded in 1948, SHRM currently has more than 550 affiliated chapters within the United States and members in more than 100 countries. Visit SHRM Online at www.shrm.org.

List of Sidebars, Tables, and Figures xi

Author’s Foreword xiii

Acknowledgments xv

ONE Introduction 1

What Information Is the Book Based On? 7

Assessments: The Difference Between Success and Failure 14

TWO What Staffing Assessments Measure, Why They Work, and When to Use Them 19

What Do Assessments Measure? 20

Why Do Assessments Work? 25

When Is It Useful to Use Staffing Assessments? 27

Concluding Remarks: Why Assessments Work 36

THREE Different Types of Staffing Assessments 39

Categorizing Assessments Based on How They Collect 40

Candidate Information

Physical Exams 41

Investigations 51

Interviews 52

Resume Screens 55

Self-Report Measures 56

Knowledge, Skill, and Ability Tests 65

Situational Measures 69

Behavioral Versus Direct Assessments 72

Concluding Remarks: Different Types of Assessments 75

FOUR Evaluating the Effectiveness of Staffing Assessments 79

How Assessments Work 80

Assessment Validity: How to Determine How Well an Assessment Is Working 86

Concluding Remarks: Choosing What Assessments to Use 109

FIVE Defining Job Performance and Its Relationship to Assessments 119

Step 1. Identify Key Performance Outcomes 121

Step 2. Use Job Analysis to Define and Describe Critical Employee Behaviors 124

Step 3. Choose an Effective Assessment 128

Step 4. Appropriately Collecting and Interpreting Assessment Data 136

Concluding Remarks: Linking Assessment Processes to Job Performance 138

SIX Common Criticisms of Staffing Assessments 141

Criticism 1: Staffing Assessments are Not Very Accurate 142

Criticism 2: Staffing Assessments can Be Faked by Applicants 146

Criticism 3: Staffing Assessments Are Not Worth the Cost Required to Use Them 150

Criticism 4: Staffing Assessments Pose a Legal Risk 152

Criticism 5: Staffing Assessments Are an Unfair Way to Evaluate People 157

Criticism 6: Staffing Assessments Are Offensive to Candidates 160

Criticism 7: Staffing Assessments Add Too Much Time to the Hiring Process 167

Concluding Remarks: Should Companies Use Staffing Assessments? 170

SEVEN Choosing Among Different Assessment Methods 175

Method 1. No Standardized Assessment: Start at the Bottom and Work Up 183

Method 2. Self-Report Pre-Screening Questionnaires: The Value of Structure 184

Method 3. Applicant Investigations: Avoiding Catastrophic Hiring Mistakes 184

Method 4. Structured Interviews: Maximizing Time Spent with Candidates 185

Method 5. Broad Self-Report and Situational Judgment Measures: Asking Candidates for Greater Levels of Self-Description 186

Method 6. Broad Knowledge and Skills Tests: Testing Basic Job Requirements 189

Method 7. Broad Ability Tests: Getting a General Sense of Candidates’ Ability to Learn and Solve Problems 190

Method 8. Integrating Broad Self-Report Measures, Knowledge and Skills Tests, and Ability Tests: Predicting Maximal and Typical Performance 193

Method 9. Localized Scoring: Accurately Interpreting Candidate Responses 194

Method 10. Context-Specific Self-Report Measures: Asking Candidates to Describe Themselves in Greater Detail 199

Method 11. Context-Specific Knowledge, Skills, and Ability Tests: Seeing What a Candidate Can Actually Do 201

Method 12. Integrating Context-Specific Self-Report Measures and Knowledge, Skills, and Ability Tests: Predicting Highly Specific Types of Maximal and Typical Performance 202

Method 13. Advanced, Non-Linear Scoring: “Turbo-Charging” Assessment Results 202

Concluding Remarks: Determining What Assessment Methods to Use 206

EIGHT Incorporating Staffing Assessments into the Hiring Process 209

Principles of Staffing Assessment Process Design 209

Designing Staffing Processes for Entry-Level Jobs 215

Sample Staffing Assessment Process for Professional Jobs 227

Concluding Remarks: Using Assessments 235

NINE Conclusion 237

Glossary of Common Assessment Terms 243

Index 271

About the Author 281

Pfeiffer Publications Guide 283

"Dr. Hunt's book is the perfect combination of decision science and management practice. If you are interested in successful hires you must read this book."
—Jac Fitz-enz, Ph.D., CEO, Human Capital Source

"Dr. Hunt clearly illustrates the critical contribution of improved employee selection methods to the achievement of strategic business goals."
—Ann Gowdey, manager, assessment and development, United Technologies Corporation, Learning and Development

"It is simply a useful toolkit filled with helpful suggestions. . . it will make the process a lot smoother in the long-run!"
—Maggie Ricketts, PHR, director, recruitment & administration, Luxottica Retail

"A book that is both accessible and scientifically rigorous, an excellent resource for both students and practitioners of HR."
—Donald Truxillo, professor of Industrial Organizational Psychology, Portland State University, fellow, Society for Industrial & Organizational Psychology (SIOP)

"Strikes a superb and much needed balance between the complexities of assessments and the practical application and effectiveness they offer as a selection tool."
—Paul Riddle, organizational and leadership development manager, Southeastern Freight Lines

"Hiring Success is a must read for anyone interested in creating a hiring process that is both sound and maximally effective. An excellent reference for using assessments to achieve measurable business results."
—Charles Handler, Ph.D. PHR, president, Rocket-Hire Inc.

"Full of useful nuggets, this book helps guide businesses of all kinds. . . . Ensures what you measure aligns with your business objectives and culture."
—Vito Romano, director of employee development, Costco Inc.