5.14 Combining The Test Results Information
So far, we have seen that HR managers have access to many tools, data sources and tests will be used to help select new employees. In the vast majority of cases, multiple tools and the HR manager and hiring manager will have to decide how to combine the results of these different tools in order to make a decision. In this section, we discuss three methods that can be used to arrive at that final decision.
Clinical Approach
A clinical selection approach involves reviewing the information, and based on what has been learned from the candidate and the information available to them, the best candidate is selected. Since interviewers have a different perception about the strengths of a candidate, this method leaves room for error. One consideration is the risk of disparate treatment, in which one’s biases may result in not hiring candidates based on their age, race, or gender.
Statistical Approach
In this approach, a selection model is developed that assigns scores and gives more weight to specific factors if necessary. For example, for certain jobs, the ability to work in a team might be more important, while in others, knowledge of a specific computer program is more important. In this case, a weight can be assigned to each of the job criteria listed. With the statistical approach, there is more objectivity than with the clinical approach. Statistical approaches include the compensatory model, multiple cutoff model, and the multiple hurdle model.
Compensatory Approach
This approach allows a high score in an important area to make up for a lower score in another area. For example, if the job is a project manager, ability to work with the client might be more important than how someone dresses for the interview. This method allows for a fairer process and can limit disparate treatment, although it may not limit disparate impact. A compensatory approach may work like this: you and the hiring team review the job analysis and job description and then determine the criteria for the job. You assign a weight for each area and score ranges for each aspect of the criteria, rate candidates on each area as they interview, and then score tests or examine work samples. Once each hiring manager has scored each candidate, the hiring team can compare scores in each area and hopefully hire the best person in the best way.
| Job Criteria | Rating* | Weight** | Total | Comments |
|---|---|---|---|---|
| Dress | 4 | 1 | 4 | Candidate dressed appropriately. |
| Personality | 2 | 5 | 10 | Did not seem excited about the job. |
| Interview questions | ||||
| Give an example of a time you showed leadership. | 3 | 3 | 9 | Descriptive but didn’t seem to have experience required. |
| Give an example of when you had to give bad news to a client. | 0 | 5 | 0 | Has never had to do this. |
| Tell us how you have worked well in a team | 5 | 4 | 20 | Great example of teamwork given. |
| Score on cognitive ability test. | 78 | 5 | 390 | Meets minimum required score of 70 |
| 458 | ||||
* Rating system of 1-5, with 5 being the highest
** Weighting of 1-5, with 5 being the most important
Multiple Cutoff Approach
This approach requires that a candidate must achieve / receive a minimum score level on all selection criteria. For example, a candidate for a firefighter position may be required to have a score of at least 3 out of 5 on each criterion. If the candidate scored low on a “physical ability” test he or she wouldn’t get the job in a multiple cutoff approach regardless of how well they did in the other tests.
Multiple Hurdle Approach
This approach is similar to the multiple cutoff approach, but instead of having all of the candidates complete all of the tests, you only have candidates complete one test and if they achieve or exceed a preset score, they move on to the next test. This reduces the number of candidates as the process progresses – toward the finish line..
Combining the information culminates in a discussion and selection, typically involving HR and the hiring manager.
“5.14 Combining The Test Results Information” from Human Resources Management – 3rd Edition by Debra Patterson is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.
