Many organizations use multiple tests or assessments in their selection plan

Many organizations use multiple tests or assessments in their selection plan. There are essentially two approaches to evaluating candidates using multiple assessments: the multiple hurdle approach and a compensatory model. First, passing or “cut” scores need to be set for each test or assessment. These can be set high or low, depending on whether you would rather hire: • More people who are less qualified – with a cut score of 60% or higher, most people will probably pass the test. • Fewer people who are more qualified – with a cut score of 90% or higher, few people will probably pass the test. • Alpha or Beta errors are also a factor…remember last module’s Discussion Question? In a multiple hurdle approach, candidates are “knocked out” of the selection process after every given step. Say you ask candidates to take 1) an integrity test, 2) a job knowledge test, and 3) a personality test, in that order. If Candidate A fails to achieve the cut score on the integrity test (say you’ll only consider those who score at or above 85% and she scores 77%), there is no need for her to advance to the next test; she is out of consideration. If Candidate B passes the first 2 tests, but fails the personality test, he advanced further, but is still out of consideration. In a compensatory model, candidates are allowed to take all of the tests, either simultaneously or in order. No decision is made to eliminate any candidate until all tests have been taken. Often, a composite score is created, weighing and combining scores from each test. Thus if Candidate C does well on the integrity test and the job knowledge test, but poorly on the personality test, the better scores can compensate for the worse score. Provide a concrete example of when and why you would choose to use a multiple hurdle approach or a compensatory model. How could these approaches be combined? 1B.Choose a job that you are interested in. For this assignment, you may relate it to your term project by choosing a movie theater job title, or you may choose an unrelated job. However, you may not choose your own current job(s). You may work with one partner, or on your own. Develop a test or assessment for the job. While the assessment does not have to be a written or typed test, it should not be an interview situation (interviews will be covered at length in the next module). Start by providing: • Job Title • Brief Job Description • Brief List of KSAOs (this can be presented in outline format/bullet points) Describe your test in detail and provide a minimum of 3 sample items/questions. Be sure to: • Describe how you will develop the test (hint – think of job analysis) • Describe what type of test it is • Explain when and where in the selection process it will occur and who will administer it (e.g., immediately after application vs. closer to the end of the selection process, computerized/online vs. at the jobsite, proctored vs. unproctored, HR staff vs. hiring managers, etc.). Remember to give consideration to why you made these choices • Discuss relative costs/person hours required to administer it and how this relates to the utility of the test • Discuss how you will address and balance any issues related to reliability, validity, applicant perceptions, fake-ability, utility, and adverse impact Expect to take about 3-4 pages (double-spaced, 12-point font) to complete this assignment. Your work will be graded on content, clarity, creativity, correctness, and, above all, critical thinking per the HRA Written Assignment Rubric. •

- A holistic view of the candidate is desired: When I want to assess the overall "fit" of a candidate, considering all their strengths and weaknesses, a compensatory approach allows for a more nuanced evaluation.
- The job requires a diverse skillset: For complex roles, a combination of skills and abilities is often needed. A compensatory model allows for a balanced assessment of these different attributes.
Combining Approaches: It's possible to combine these. I might use a multiple hurdle approach initially to screen out unqualified candidates based on essential criteria (e.g., minimum education or certifications). Then, I could use a compensatory model with a battery of tests to assess the remaining candidates more comprehensively.

Example: Hiring a Software Engineer.

Multiple Hurdle (Initial Screening):
- Hurdle 1: Degree in Computer Science or related field.
- Hurdle 2: Passing score on a basic coding skills assessment.
Compensatory Model (Final Evaluation):
- Test 1: Advanced coding proficiency test.
- Test 2: Problem-solving and analytical skills test.
- Test 3: Teamwork and communication skills assessment.

This combined approach ensures that candidates meet minimum qualifications while also allowing for a more comprehensive assessment of those who advance.

1B. Test Development Example: Movie Theater Manager

Job Title: Movie Theater Manager
Brief Job Description: Oversees daily operations of the movie theater, including staff management, customer service, sales, and facility maintenance.
Brief List of KSAOs:
- Customer service skills
- Leadership and management skills
- Communication skills (written and verbal)
- Problem-solving and decision-making skills
- Basic math and cash handling skills
- Knowledge of movie industry and trends
- Ability to work flexible hours (evenings, weekends, holidays)
Test Description: I will develop a Situational Judgment Test (SJT). This test presents candidates with realistic work-related scenarios and asks them to choose the best course of action.
Development: A thorough job analysis will be conducted, including interviewing current managers, observing their work, and reviewing job descriptions. This will identify critical incidents and challenges faced by theater managers, which will be used to create realistic scenarios for the SJT.
Sample Items/Questions:
1. Scenario: A customer is angrily complaining about a noisy group of teenagers in the theater. Options: a) Tell the customer to deal with it themselves. b) Offer the customer a refund or a complimentary ticket to another movie. c) Speak to the noisy group and ask them to be respectful of other patrons. d) Ignore the situation and hope it resolves itself.
2. Scenario: The projector in one of the theaters malfunctions just before a sold-out show. Options: a) Tell the audience the show is canceled and offer refunds. b) Try to fix the projector yourself, even if you're not trained to do so. c) Contact the technical support hotline immediately and explain the situation. d) Blame the projectionist for the malfunction.
3. Scenario: A staff member is consistently late for their shifts, causing disruption to the schedule. Options: a) Ignore the issue and hope it improves. b) Talk to the staff member privately and try to understand the reasons for their tardiness. c) Publicly reprimand the staff member in front of other employees. d) Immediately fire the staff member without further discussion.
Administration: The SJT will be administered online after the initial application screening. It will be unproctored, but time-limited to discourage excessive research or external help. HR staff will manage the online testing platform. This timing allows for a relatively quick and inexpensive initial screening of a large applicant pool.
Costs/Person Hours: The cost of developing the SJT will involve time for job analysis, scenario creation, and online platform setup. Administration will require minimal person-hours due to the automated online system. The utility is high because the SJT directly assesses critical job skills and can predict job performance.
Reliability/Validity: Reliability will be addressed through careful item construction and ensuring a sufficient number of scenarios. Validity will be established by linking the scenarios to the job analysis and demonstrating that the SJT scores correlate with job performance.
Applicant Perceptions: The SJT's realism and job relevance should lead to positive applicant perceptions. Clear instructions and a user-friendly online platform will also enhance the applicant experience.
Fake-ability: While SJTs are less fakeable than some other tests (e.g., personality tests), applicants could still try to guess the "correct" answers. Including a variety of scenarios and making the "best" option less obvious can mitigate this.
Adverse Impact: The SJT will be reviewed for potential adverse impact against protected groups. If any disparities are identified, the test items will be revised to ensure fairness.

Let's tackle these selection process scenarios and test development.

1A. Multiple Hurdle vs. Compensatory Model:

Multiple Hurdle: I would choose a multiple hurdle approach when:
- Specific KSAOs are absolutely essential: If a candidate must possess a certain skill or characteristic to even be considered, a hurdle is appropriate. For example, a surgeon must have a valid medical license. There's no point in assessing their bedside manner if they can't legally operate.
- Resources are limited: If I have a large applicant pool and limited time or budget for extensive testing, hurdles can quickly narrow down the field. This is a cost-effective way to weed out obviously unqualified candidates early.
- The job has sequential tasks: If the job involves a series of tasks, each dependent on the successful completion of the previous one, then a hurdle approach mirroring this sequence makes sense.
Compensatory Model: I would choose a compensatory model when:
- Multiple KSAOs are important, but not all are essential: If a candidate can compensate for weaknesses in one area with strengths in another, a compensatory model is better. For example, a sales representative might lack experience but possess exceptional communication skills.

Many organizations use multiple tests or assessments in their selection plan

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