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• Cover
• Series
• Title
• Copyright
• Figures, Tables, and Exhibits
• Foreword
• Preface
• The Audience
• Overview of the Book
• Orientation
• Acknowledgments
• The Editors
• The Contributors
• Part One: Framework for Organizational Assessment
• CHAPTER 1: INDIVIDUAL DIFFERENCES THAT INFLUENCE PERFORMANCE AND EFFECTIVENESS
• Two Perspectives for Determining What to Assess
• Implications for Assessment in Organizations
• References
• CHAPTER 2: INDICATORS OF QUALITY ASSESSMENT
• Buy Versus Build
• Test Construction Considerations
• Reliability
• Validity
• Operational Models for Assessment
• Conclusion
• References
• CHAPTER 3: GENERAL COGNITIVE ABILITY
• Dominant Models of General Cognitive Ability
• Cognitive Ability and the World of Work
• Guiding Practice
• Conclusion
• References
• CHAPTER 4: PERSONALITY
• Defining Personality
• Business Applications of Personality Assessment
• How Well Does Personality Assessment Work?
• Standard Criticisms of Personality Assessment
• Future Directions
• Last Thoughts
• References
• CHAPTER 5: ASSESSMENT OF BACKGROUND AND LIFE EXPERIENCE
• Definition of Biodata
• Validity of Biodata Measures
• Item-Generation Methods: Advantages and Disadvantages
• Scale Development Methods: Advantages, Disadvantages, and New Developments
• Validity Generalization and Other Factors That Affect Usefulness of Biodata Measures
• Conclusion
• References
• CHAPTER 6: KNOWLEDGE AND SKILL
• Knowledge and Skill Definitions
• Declarative Knowledge
• Procedural Knowledge and Skill
• Conclusion
• References
• CHAPTER 7: PHYSICAL PERFORMANCE
• Identifying Physical Job Requirements
• Physical Performance Test Design and Selection
• Test Scoring and Setting Passing Scores
• Physical Test Adverse Impact and Test Fairness
• Implementation of Physical Tests
• Litigation Related to Physical Testing
• Reduction in Injuries and Lost Time from Work
• Conclusion
• References
• CHAPTER 8: COMPETENCIES, JOB ANALYSIS, AND THE NEXT GENERATION OF MODELING
• Historical Links Between Competency Modeling and Job Analysis
• Building a Basis for Assessment: Comparing and Contrasting Competency Modeling and Job Analysis
• Strategic Competency Modeling and Assessment
• Conclusion
• References
• Part Two: Assessment for Selection, Promotion, and Development
• CHAPTER 9: ASSESSMENT FOR TECHNICAL JOBS
• Background on Technical Jobs
• Relationships with and Among Stakeholders
• Technical and Practical Considerations
• Selling and Negotiating: Making Employment Tests a Reality
• Implementing an Employment Test for Technical Jobs
• Defending Employment Tests in a Technical Environment
• Recruitment and Employee Development
• Conclusion
• References
• CHAPTER 10: ASSESSMENT FOR ADMINISTRATIVE AND PROFESSIONAL JOBS
• Administrative and Clerical Jobs
• Professional and Technical Jobs
• Conclusion
• References
• CHAPTER 11: ASSESSMENT FOR SALES POSITIONS
• A Wide World of Sales Positions
• Assessments for Selecting for Sales Positions
• Issues in Using Assessments for Sales Selection
• Special Validation Issues in Sales Selection
• Implementation Issues
• Making Sales Assessment Work
• References
• CHAPTER 12: ASSESSMENT FOR SUPERVISORY AND EARLY LEADERSHIP ROLES
• The Business Need
• Assessment Instruments
• Special Considerations for Implementation
• Managing the Assessment Program
• Evaluation and Return on Investment
• The Way Forward
• References
• CHAPTER 13: EXECUTIVE AND MANAGERIAL ASSESSMENT
• Objectives of Executive and Managerial Assessment
• The Executive and Managerial Population
• Executive and Managerial Work
• Assessing Executives Compared to Other Leaders
• Individual Assessment Tools
• Designing and Implementing Assessment Systems
• Case Studies
• Evaluation of Assessment Programs
• Earning—and Keeping—a Seat at the Executive Table
• References
• CHAPTER 14: THE SPECIAL CASE OF PUBLIC SECTOR POLICE AND FIRE SELECTION
• Entry-Level Hiring for Police and Fire
• Promotional Testing for Police and Fire
• Reflections
• Conclusion
• References
• Part Three: Strategic Assessment Programs
• CHAPTER 15: THE ROLE OF ASSESSMENT IN SUCCESSION MANAGEMENT
• The Contemporary Succession Management Challenge
• Fundamental 1: Align Succession Management with Business Strategy
• Fundamental 2: Define Success Holistically for All Levels of Leadership
• Fundamental 3: Identify Leadership Potential with a Focus on the Ability to Grow
• Fundamental 4: Accurately Assess Readiness for Leadership at Higher Levels
• Fundamental 5: Adopt a Creative, Risk-Oriented Approach to Development
• Fundamental 6: Establish Management Accountabilities with Teeth
• Conclusion
• References
• CHAPTER 16: ASSESSING THE POTENTIAL OF INDIVIDUALS
• The Talent Challenge in Organizations
• Defining Talent and Potential
• High-Potential Candidates
• Key Factors for Identifying Potential
• An Integrated Model of Potential
• Useful Assessment Techniques
• Assessing the Potential of Individuals
• Special Assessment Issues
• A Few Lessons Learned from Experience
• References
• CHAPTER 17: ASSESSMENT FOR ORGANIZATIONAL CHANGE
• Building the Staffing Model Road Map
• Conducting Assessments and Making Selection Decisions
• Conclusion
• References
• CHAPTER 18: GLOBAL APPLICATIONS OF ASSESSMENT
• Key Challenges in Designing Global Assessments
• What Are the Objectives of the Assessment?
• Key Issues in Implementation
• Final Thoughts
• References
• Part Four: Advances, Trends, and Issues
• CHAPTER 19: ADVANCES IN TECHNOLOGY-FACILITATED ASSESSMENT
• Drivers for Technology-Based Assessment
• Applicable Standards, Guidelines, Regulations, and Best Practices
• Applications of Technology to Assessment
• Case Studies
• Common Issues Raised by Technology-Based Assessment
• Future Opportunities and Challenges
• References
• CHAPTER 20: THE LEGAL ENVIRONMENT FOR ASSESSMENT
• The Legal Framework
• The Statutes
• Legal and Professional Standards
• The Current Legal Landscape: Implications for Practice
• Conclusion
• Notes
• CHAPTER 21: VALIDATION STRATEGIES
• The Rationale for Validity
• Obtaining Validity Evidence
• Selecting a Strategy
• References
• CHAPTER 22: ADDRESSING THE FLAWS IN OUR ASSESSMENT DECISIONS
• The Flawed Classical Selection Model
• Ethical Problems Created by a Flawed Model
• Resolving the Moral and Ethical Issues
• Converting the Job Analysis into a Selection Process
• Conclusion
• References
• CHAPTER 23: STRATEGIC EVALUATION OF THE WORKPLACE ASSESSMENT PROGRAM
• The Evaluation Imperative
• Evaluation for Strategic Decision Making
• The Nuts and Bolts of Strategic Evaluation
• Challenges and Tensions in the Strategic Evaluation of Assessment Programs
• Designing and Conducting Worthwhile Evaluations of Assessment Programs
• References
• CHAPTER 24: FINAL THOUGHTS ON THE SELECTION AND ASSESSMENT FIELD
• The Role of Context
• Differing Perspectives on the Use of Personality Measures in Selection
• The Cognitive Ability-Adverse Impact Dilemma
• Job Analysis and Competency Modeling
• Komaki’s Call to Action
• Future Prospects for the Selection and Assessment Field
• References
• Appendix: Example Assessments Designed for Workplace Application
• Construct Targeted
• Position Targeted
• Managerial and Leadership Targeted
• Job Analysis Support
• Name Index
• Subject Index
• End User License Agreement