The Assessment And Selection Handbook

Employee selection has long stood at the practical forefront of industrial/organizational psychology. Today's social, business, and economic climates require ongoing adaptations by those who select organizations' personnel, and research on the topic helps gauge the impact of these adaptations and their implications for human performance and potential. The Oxford Handbook of Personnel Assessment and Selection codifies the wealth of new research surrounding employee selection (web-based assessments, social networking, globalization of organizations), situating them alongside more traditional practices to establish the best and most relevant research for both professionals and academics. Comprising chapters from authors in both the private sector and academia, this volume is organized into seven parts: (1) historical and social context of the field of assessment and selection; (2) research strategies; (3) individual difference constructs that underlie effective performance; (4) measures of predictor constructs; (5) employee performance and outcome assessment; (6) societal and organizational constraints on selection practice; and (7) implementation and sustainability of selection systems. While providing a comprehensive review of current research and practice, the purpose of this handbook is to provide an up-to-date profile of each of the areas addressed and highlight current questions that deserve additional attention from researchers and practitioners. This compendium is essential reading for industrial/organizational psychologists and human resource managers.

This handbook shows how to introduce, design and deliver assessment or development centre methods in an organization.

The failure to recruit the right candidates can cost your company a fortune in time and money. The same applies for selecting staff for promotion. If recruits or staff are not motivated, engaged or committed, the likelihood is that your organization will suffer. This book gives you the guidance, tools and techniques to help determine the best candidates for the job.A Practical Guide to Assessment Centres and Selection Methods provides you with the right tools to gain a fully rounded picture of candidates, be they new recruits or prospects for promotion. In two parts, the book shows you how to create market-standard assessment and development centre methods in your organisation. It also provides a range of easy-to-implement assessment exercises, giving you practical advice on how to use them for best results.Part 1 shows you to understand key staff competencies and how to develop internal structures that will allow you to develop a "Competence Framework". It describes how to design and run an assessment centre which works for both the employer and the candidate. It reveals what makes a top-class assessor and describes the role of psychometric instruments in selection. Finally, it presents practical advice on how to adapt and devise your own staff selection activities for revealing the most suitable candidates, using the tools given in Part 2.Part 2 is particularly valuable. It delivers a wide range of different assessment activities designed specifically to determine key strengths and weaknesses of potential candidates. These activities include:* a range of role-play activities. These will help you assess a number of typical issues including performance feedback, dealing with disputes and how to influence without formal authority.* "In Tray" activities designed to reveal how candidates prioritise work.* Report writing and analysis activities designed to reveal how participants use data and information..* Open-ended group decision-making activities. These use role play in a variety of typical business situations, followed by an analytical phase to reveal how participants may have changed their views during the course of the exercise.* Physical task group activities designed to be more relaxing and enabling the assessor to determine how candidates behave when they are more relaxed and less formal* Mental task group activities which help participants understand how plan, organise, adapt, influence and communicate* Supplementary group activities designed to act as a reserve should other exercises become "over-exposed" or if there is a need to regularly run several group activities with a nominated leaderA Practical Guide to Assessment Centres and Selection Methods provides you with a robust, rounded way to measure candidate competency in recruitment or in assessing for promotion. A FREE CD reproduces all the exercises contained in the book so that you can print them individually whenever you need.

Assessment centres, psychometric testing and structured interviews are all methods that are regularly used to select and recruit employees. Assessment Methods in Recruitment, Selection and Performance offers clear explanations of the principles behind these methods along with their history, practice and implementation. There is also an exploration of how these methods can be used to determine competencies to shape performance management systems. Complete with case studies, figures and illustrations, the book links selection and performance management by examining a number of issues including the use of selection and recruitment methods; the background and approaches to measurement within performance management; and, the use of information and communication technology in assessment and performance management.

A collection of essays analyzing the results of several experimental projects in electronic publishing, all funded at least in part by the Mellon Foundation.

This second edition provides managers and students the nuts and bolts of assessment processes and selection techniques. With this knowledge, managers learn to make informed personnel decisions based on the results of tests and assessments. The book emphasizes that employee performance predictions require well-formed hypotheses about personal characteristics that may be related to valued behavior at work. It also stresses the need for developing a theory of the attribute one hypothesizes as a predictor—a thought process too often missing from work on selection procedures. Topics such as team-member selection, situational judgment tests, nontraditional tests, individual assessment, and testing for diversity are explored. The book covers both basic and advanced concepts in personnel selection in a straightforward, readable style intended to be used in both undergraduate and graduate courses in Personnel Selection and Assessment.

This second edition of the Handbook of Employee Selection has been revised and updated throughout to reflect current thinking on the state of science and practice in employee selection. In this volume, a diverse group of recognized scholars inside and outside the United States balance theory, research, and practice, often taking a global perspective. Divided into eight parts, chapters cover issues associated with measurement, such as validity and reliability, as well as practical concerns around the development of appropriate selection procedures and implementation of selection programs. Several chapters discuss the measurement of various constructs commonly used as predictors, and other chapters confront criterion measures that are used in test validation. Additional sections include chapters that focus on ethical and legal concerns and testing for certain types of jobs (e.g., blue collar jobs). The second edition features a new section on technology and employee selection. The Handbook of Employee Selection, Second Edition provides an indispensable reference for scholars, researchers, graduate students, and professionals in industrial and organizational psychology, human resource management, and related fields.

This second edition of the Handbook of Employee Selection has been revised and updated throughout to reflect current thinking on the state of science and practice in employee selection. In this volume, a diverse group of recognized scholars inside and outside the United States balance theory, research, and practice, often taking a global perspective. Divided into eight parts, chapters cover issues associated with measurement, such as validity and reliability, as well as practical concerns around the development of appropriate selection procedures and implementation of selection programs. Several chapters discuss the measurement of various constructs commonly used as predictors, and other chapters confront criterion measures that are used in test validation. Additional sections include chapters that focus on ethical and legal concerns and testing for certain types of jobs (e.g., blue collar jobs). The second edition features a new section on technology and employee selection. The Handbook of Employee Selection, Second Edition provides an indispensable reference for scholars, researchers, graduate students, and professionals in industrial and organizational psychology, human resource management, and related fields.