Psychological testing for selection purposes: a guide to evidence-based practice for human resource professionals

Abstract

In order to be effective, HR practitioners need to be informed of best practice in a wide array of activities (Pfeffer 1994; Griffeth and Hom 2001). A key activity that is crucial to firm performance is recruitment and selection, yet many practitioners are poorly informed of the latest findings. In this review, evidence on the use of psychological testing for selection purposes was examined. Specifically, the focus of this paper is evidence that can be applied to ensure that psychological tests (ability and personality tests) are used in a way that ensures their effectiveness is maximized. A review of the extant literature identified five broad issues that relate to the use of psychological tests for selection purposes. These are: (1) how constructs for a particular job should be identified for selection purposes; (2) how test scores should be reported to a manager; (3) whether test information should be previewed prior to the interview;, (4) how psychological test scores and interview data should be combined; and, (5) whether a hiring recommendation should be given by the provider of candidate psychological test scores. The evidence on each of these issues is summarized and recommendations are made for effective HRM practices.

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