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What types of psychometric assessments (e.g., personality inventories, cognitive assessments, and integrity tests) are best to identify applicants with the strongest job and organizational fit? Why?
The Big Five personality theory is widely considered to be one of the most cross-culturally accurate methods of assessing personality. Although trait-based personality theories still remain controversial, the Big Five traits are broad enough and represented widely enough throughout the literature on psychometric testing to have some validity as a screening device. The five traits the Big Five inventories assess are openness to experience, conscientiousness or dutifulness, extraversion versus introversion, agreeableness, and neuroticism (Cherry, 2018). For workplaces which require interaction with customers, extraversion and agreeableness are essential. Creative workplaces require openness, while detail-oriented occupations, in contrast, demand conscientiousness (Cherry, 2018). Neuroticism is largely considered a negative trait and in virtually all occupations, resiliency is required.
Using cognitive assessments like IQ tests would be problematic, given that accusations of racial bias and the validity of different IQ tests remain controversial and could result in legal trouble for an organization. Even within the academic community, there is considerable debate about how to measure cognitive ability, such as whether it is a general attribute or whether multiple intelligences exist. However,...
These tests “have been validated against very different criteria—theft, faking credentials, ‘counter-productive’ behavior, etc.—and they do tend to produce rather different results. Working on company time or taking long lunch breaks is called ‘time theft,’” (Furnham, 2015, par.9). The lack of standardization of these tests designed to measure honesty likewise makes them questionable as an instrument to screen out dishonest candidates. Of course, arguably instruments such as drug testing are a kind of integrity test and have biological validity, although they too have been challenged in the court system.
Interview "How to build your network": Interview According to Uzzi & Dunlap (2005), while ability and talent are certainly important, who you know is often as important as what you know in the workplace. As well as restating this old cliche in their article "How to build your network," they also offer the reader important advice for targeting who is 'worth' knowing and cultivating within an organization. While power in an
However, some of these may be former employees, a group that has been demonstrated to be among the strongest of candidates (Zottoli & Wanous, 2000). The second recruiting source recommended is the internal job board. Wellpoint has a large staff from which to find a suitable candidate. The candidate will be familiar with the company and clearly seeking to build a career within the company. The employer brand will not
It can also be used in educational institutions to receive applications Larreamendy-Joerns & Leinhardt, 2006. Organizations, including educational institutions, which need to do any form of recruitment should thus be encouraged to use online recruitment which will give the company more advantages and enable the human resource management tactics to prosper Kirkby, Wilson, Calvert, & Draper, 2011() Conclusion Every company has its own set of needs and criteria for recruitment. However, since
Recruiting and Retention Strategies of Office Temporary Employees An in-depth analysis of the temporary office employee industry as it pertains to recruiting and retention of those employees. This paper presents a detailed proposal for the recruiting and retention of temporary office workers. The writer is employed as a full time on site recruiter of temporary office workers at one of Wall Street's top financial firms. The majority of the temporary help the
How to Hire the Right Worker Abstract This paper discusses the processes used for screening, interviewing and retaining candidates in the Noble Network of Charter schools in the Chicago area. The processes examined include those used for certified and non-certified candidates as well as evidence-based practices recommended by academic researchers. The paper concludes with a reflection of how the Noble Network could better facilitate the screening, interviewing and retaining process. Keywords: candidate screening,
interview that they conducted with Labor Relations Ms. Sheila Brown, a Labor Relations Specialist who works with the U.S. government in Columbia, SC. The interview paper involved an interview where she answered questions and answers about her job so that the author could get a better understanding of her type of work. In addition to the interview, the project essay will begin with a literature review that will relate