Assignment 2/LASA 1
The Advantages of Relying on Assessments for Selection
The advantages of relying on tests or assessments to select the best job candidate is highly dependent of whether or not the assessment measures the most influential business outcomes for the company doing the hiring. It is important to remember that evaluating candidates is not the primary goal when using assessments. Improving performance outcomes of employees is the ultimate goal of choosing and using the most effective assessment. Companies are in business to increase their bottom line. Learning about their potential employees and therefore making the right hiring decisions through the use of appropriate assessments leads to increased profits and the welfare of organization. This is most effectively done by using assessments that determine most accurately which candidates fit the qualities being sought out for best job performance. Certain desirable attributes that are strong points for some candidates often equate to weak points for others. The ability to get along with others and be a team player may not be as suitable for a manager that needs to be firm and keep his or her employees accountable for meeting quotas.
There are many attributes that need to be present within all working environments. The diversity of these characteristics and of differing skill levels needs to mix well with the needs of the organization to fill many work-related roles, and hiring the best candidates who balance each other make the workplace more efficient and effective in obtaining established business goals. Other advantages include identifying potential employees who would be disastrous for the organization if they were chosen, by determining who would be bad performers. Conversely, assessments can help identify exceptional strengths possessed by candidates. However, unlike hiring managers, assessments cannot decide on certain strengths and challenges that would fit best within the existing talents of current employees. The Disadvantages of Relying on Assessments for Selection
Much of the time, the business outcomes are influenced by variables that do not involve an employee’s actions. An example used by Hunt (2007) includes the actual sales of an employee can depend upon the amount of hours or the time of day the individual works. Their skill level may be minimal, but because they are there and the customer is buying, it appears that their skill level is higher than another employee, when in fact, it is not. Another example used involves turnover. This rate is influenced more by “broader economic trends, corporate policies, or actions of individual store managers than differences in employee attributes and behaviors” (Hunt, 2007, p. 124). These types of situational variables make using assessments to select candidates virtually useless.
If hiring managers use assessments to select people to fix problems without figuring out the problems existing within the system, then the problems will remain no matter how qualified the candidate chosen is or is not. Employee behavior is what is assessed when using these selection tools, not, as stated earlier, job performance outcomes. It would be disadvantageous for employers not to define the specific behaviors being sought after to ensure that job performance is at its peak, which leads to the final disadvantages mentioned here. It is crucial to remember that even the most precise and applicable assessment will be useless if those who are hiring do not use it, use it incorrectly, or if the assessments are too insulting or inappropriate. Broad Knowledge/Skill Tests & Broad Self-Report/Situational Judgment Measures
The two tests chosen to assess specific skills and aptitudes of prospective employees include the use of broad knowledge and skill tests, as well as broad self-report and...