HR Pulse - Fall 2007 - (Page 42)

Another point that is worth mentioning is that, just like this case study, management is not always able to determine if the product is a good match for their needs. the results of the behavioral survey score if the test taker was under or over 40. The data entry, Microsoft Windows, math, Microsoft Excel, Microsoft Word and typing skill tests were relatively easy for the test takers. The results indicated that the majority of the test takers passed these tests. The pass- ing rate exceeded 95 percent in all of the tests. However, it is important to identify that the frequency test study was based on a small sampling. Therefore the test was not statistically significant, and a direct correlation between a higher score on the tests and better performance and longer retention could not be formed. In this case study, the analysis also indicated that many individuals were hired regardless of the fact that the behavioral survey indicated that the individuals would be below average performers and would not remain in the position. This study was valuable because it identified the fact that if the recruitment team would have put a significant amount of emphasis on the behavioral survey and skill tests in the hiring process they could have at least avoided hiring below average to average performers. Obviously, the results of the survey were not valued or used in the hiring process as originally intended. Even though the survey and the skill tests did not do an adequate job of predicting performance and retention, if the test takers that scored unfavorably would not have been hired, turnover and performance should have improved. How to Avoid the Same Mistake The reliability studies provided in the literature for the behavioral survey indicated that this survey produced a “fairly reliable measure” which in this case study was not sufficient. The frequency studies, as outlined in Figures 3, 4, and 5, (see page 38) measured the test takers service aptitude, service attitude, and the interpersonal cooperation they would exhibit in a healthcare environment. The outcome consistently indicated that the mean score was low and in most cases the standard deviation between average and above average performance was high. Therefore, a job candidate that truly was slightly above average or slightly below average was not identified. As a result, one could say that the behavioral survey did not provide more than a 50 percent chance of accurately predicting performance or retention. This study was instrumental in identifying potential problems with purchasing generic behavioral surveys and skill tests that do not adequately predict performance and retention. The time and money that is spent in administering the tests can be a waste if the test does not produce the results necessary to make a good hiring decision. Furthermore, when the recruitment team does not value the test results it makes a bad situation worse. 42 HR Pulse Fall 2007 318677_United.indd 1 6/14/07 10:39:15 AM

Table of Contents Feed for the Digital Edition of HR Pulse - Fall 2007

Contents Executive Director’s Letter President’s Message HR Leader Profile: Lisa McDaniel Spotlight on Community Citizenship Culture of Engagement How Transparent Should Healthcare Compensation Be? The Value of Assessment Testing in the Recruitment Process Technology Dramatically Changes FMLA Compliance Creating a Magnetic Culture™ Taking It to the Hill: An Advocacy Update 401(k) / 403(b) Fee Lawsuits – Are You the Next Target? Compensation Offers – A Better Process Find It Again Pulse Points Who, Why and Where Conference Highlights Schedule at a Glance Keynote Speakers Social Events Conference Sponsors Exhibitors Index to Advertisers

HR Pulse - Fall 2007

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