Handbook of workplace assessment : evidence-based practices for selecting and developing organizational talent

Given the trend for organizations to streamline their workforces and focus on acquiring and retaining only top talent, a key challenge has been how to use assessment programs to deliver a high-performing workforce that can drive revenues, shareholder value, growth, and long-term sustainability.

The Handbook of Workplace Assessment directly addresses this challenge by presenting sound, evidence-based, and practical guidance for implementing assessment processes that will lead to exceptional decisions about people. The chapters in this book provide a wide range of perspectives from a world-renowned group of authors and reflect cutting-edge theory and practice.

The Handbook of Workplace Assessment

provides the framework for what should be assessed and why and shows how to ensure that assessment programs are of the highest quality reviews best practices for assessing capabilities across a wide variety of positions summarizes key strategic applications of assessment that include succession management, mergers, acquisitions and downsizings, identification of potential, and selection on a global scale highlights advances, trends, and issues in the assessment field including technology-based assessment, the legal environment, alternative validation strategies, flaws in assessment, and the strategic use of evaluation to link assessment to organizational priorities

This SIOP Professional Practice Series Handbook will be applicable to HR professionals who are tasked with implementing an assessment program as well as for the users of assessments, including hiring managers and organizational leaders who are looking for direction on what to assess, what it will take, and how to realize the benefits of an assessment program. This Handbook is also intended for assessment professionals and researchers who build, validate, and implement assessments.

Author Notes

The Editors

John C. Scott is chief operating officer and cofounder of APTMetrics, Inc., a global human resource consulting firm that designs sophisticated talent management solutions for Fortune 100 companies and market innovators. He is coeditor of The Human Resources Program-Evaluation Handbook and coauthor of Evaluating Human Resources Programs: A Six-Phase Approach for Optimizing Performance.

Douglas H. Reynolds is vice president of assessment technology at Development Dimensions International, where he leads the development and deployment of assessment and testing products. Recently Doug coauthored Online Recruiting and Selection , a book on the integration of technology with personnel selection practices.

Janine Waclawski and Allan H. ChurchJohn C. Scott and Douglas H. ReynoldsKevin R. MurphyFritz Drasgow and Christopher D. Nye and Louis TayMichael A. McDaniel and George C. BanksRobert Hogan and Robert B. KaiserLeaetta M. HoughTeresa L. RussellDeborah L. Gebhardt and Todd A. BakerJeffery S. SchippmannJudith L. KomakiWanda J. CampbellLia M. Reed and Rodney A. McCloy and Deborah L. WhetzelSteven H. BrownMark J. Schmit and Jill M. StrangeAnn Howard and James N. ThomasGerald V. Barrett and Dennis Doverspike and Candice M. YoungMatthew J. PaeseRob Silzer and Sandra L. DavisJohn C. Scott and Kenneth PearlmanAnn Marie Ryan and Nancy T. TippinsDouglas H. Reynolds and Deborah E. RuppR. Lawrence Ashe Jr. and Kathleen K. LundquistS. Morton McPhail and Damian J. StellyJames L. OuttzE. Jane DavidsonPaul R. SackettJill M. Strange and Michael R. Kemp

Figures, Tables, and Exhibits	p. xvii
Foreword	p. xxiii
Preface	p. xxv
Acknowledgments	p. xxxiii
The Editors	p. xxxv
The Contributors	p. xxxvii
Part 1 Framework for Organizational Assessment	p. 1
1 Individual Differences That Influence Performance and Effectiveness: What Should We Assess?	p. 3
2 Indicators of Quality Assessment	p. 27
3 General Cognitive Ability	p. 61
4 Personality	p. 81
5 Assessment of Background and Life Experience: The Past as Prologue	p. 109
6 Knowledge and Skill	p. 141
7 Physical Performance	p. 165
8 Competencies, Job Analysis, and the Next Generation of Modeling	p. 197
Part 2 Assessment for Selection, Promotion, and Development	p. 233
So Where Are the Promised, Practical, and Proven Selection Tools for Managerial Selection and Beyond? A Call to Action	p. 235
9 Assessment for Technical Jobs	p. 247
10 Assessment for Administrative and Professional Jobs	p. 279
11 Assessment for Sales Positions	p. 323
12 Assessment for Supervisory and Early Leadership Roles	p. 365
13 Executive and Managerial Assessment	p. 395
14 The Special Case of Public Sector Police and Fire Selection	p. 437
Part 3 Strategic Assessment Programs	p. 463
15 The Role of Assessment in Succession Management	p. 465
16 Assessing the Potential of Individuals: The Prediction of Future Behavior	p. 495
17 Assessment for Organizational Change: Mergers, Restructuring, and Downsizing	p. 533
18 Global Applications of Assessment	p. 577
Part 4 Advances, Trends, and Issues	p. 607
19 Advances in Technology-Facilitated Assessment	p. 609
20 The Legal Environment for Assessment	p. 643
21 Validation Strategies	p. 671
22 Addressing the Flaws in Our Assessment Decisions	p. 711
23 Strategic Evaluation of the Workplace Assessment Program	p. 729
24 Final Thoughts on the Selection and Assessment Field	p. 757
Appendix: Example Assessments Designed for Workplace Application	p. 779
Name Index	p. 797
Subject Index	p. 809

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Summary

Summary

Author Notes

Table of Contents