Perform a job analysis Identify important tasks to be tested Develop testing procedures

1. Steps in Developing a Performance Test • Perform a job analysis • Identify important tasks to be tested • Develop testing procedures • Develop scoring procedures • Train judges

2. Assessment Procedures • Standardizing Testing Procedures • Develop a set of instructions for applicants • Provide the same or identical testing conditions to all applicants • Inform applicants of what will be scored • Develop rules for consistent grading/scoring • Train all scorers in the interpretation of scoring rules

3. Assessment Procedures (cont.) • Establish Independent Test Sections • Develop the test such that an applicant’s performance on one part of the test is not closely tied to another part of the test • Eliminate Contaminating Factors • Develop the test to ensure that apparatus, jargon, or other testing elements that have only a minor influence on job performance do not interfere with or limit the test performance of applicants not familiar with these elements

4. Performance Test Effectiveness • Research Findings • The results of using performance tests in selection have been universally positive in affirming that the tests add to the prediction of job performance • Motor performance tests were found to be valid while paper-and-pencil tests weren’t for the same subjects.

6. Performance Test Effectiveness (cont.) • Research Findings • There are no differences between demographic groups of incumbentsin either average scores on performance tests or on the percentage of applicantsselected • Performance tests may have an “adverse impact” on applicants (those without on-the-job experience)

7. Performance (Work Sample) Tests • What Performance Tests Do • Ask the applicant to do a representative part of the job for which he or she is being evaluated. • Provide direct evidence of the applicant’s ability and skill to work on the job. • Limitations of Performance Tests • Creating work samples representative of job activities • Relying on the assumption that applicants already possess KSAs to complete the job behavior • Costs of time, materials, and equipment required to develop and administer performance tests

8. Other Results of Using Performance Tests • General acceptance; few complaints about their appropriateness • Test administrators’ time is minimized • Standardization (e.g., instructions, materials, scoring) • Test results are immediately available to both the applicant and the selection specialist • Tests can serve as realistic job previews that help reduce turnover