Many recruitment consultants and managers conduct interviews, but few optimise the selection process by including testing. This blog highlights the role of the work sample or skills test. It’s one of four tools which, when used together, provide the highest predictive validity of all staff selection methods. The other tools are cognitive ability tests, structured interviews, and personality profiles.

Selection

Selection aims to predict which candidates will excel. Selection instruments like structured interviews have predictive validity, a measure of their quality of prediction. The higher the validity, the better. The cognitive ability test (including aptitude tests) is the best predictor, with a validity of around 0.5. Correctly built work sample testing also has a validity of around 0.5. By combining several instruments, the overall predictive validity can be improved to around 0.65, resulting in a robust and diverse selection process.

Here's an example of a selection programme TimelessTime consultants devised. The client's need for high selection validity required us to develop a set of competencies that the job holder would need to exhibit and for which tests could be developed. In our case, the client needed a consultant with specific job-related competencies: developing project methodologies, modelling complex wireless systems, presenting technical concepts, writing complex documents, and understanding wireless networks. Five competencies in all.

Work sample testing

In any selection programme (comprising several selection 'instruments'), the HR consultant must determine which competency each instrument tests. Only work samples can test all five in this case.

To develop work sample tests for project methodologies, we determined that candidates should create a methodology from a typical client document. An invitation to tender (ITT) for spectrum re-farming in Macao had six requirements, such as “shall provide recommendations for the re-farming of the spectrum.” We asked candidates to outline how they’d construct a project to meet these requirements. We used the ‘structured walk-through’ process, asking candidates to think about the method and then explain it to us. This is an important sub-competency in developing project methodologies. By thinking about the work sample beforehand, we defined excellent, adequate, and poor performance. Each candidate’s performance was scored for each competency.

Similarly, we developed work samples for modelling complex systems. Candidates were invited to select a model with which they were familiar, such as how queues behave in a Post Office, and characterise it. We then asked them to develop this into a presentation and write it up, as might be required in a client report, coincidentally testing reporting and presentation competencies.

Progressive process

The result overall was a progressive second interview where the client and HR consultant conducted work sample tests and a structured interview. We scored the candidates’ responses to yield an overall final score for each.

The recruitment and selection process starts with the development of necessary competencies. Some competencies can be tested in structured interviews, cognitive ability tests, or personality profile inventories. Others can only be tested with work sample tests or skills tests. Work sample testing enhances the predictive validity of the selection method.

This blog has illustrated how TimelessTime consultants work with clients to develop these competencies and then translate them into work sample tests that probe the candidates’ ability to complete key job-related competencies.

If this blog has interested you, do call us.