ABSTRACT
Before jumping directly into a discussion of the practice of individual assessment for selection, it will be useful to provide some context by first discussing the broader practice of employment testing, given that testing is at the center of the assessment process. Few would disagree that selecting the right people to fill critical jobs in an organization is important to the long-term success of a business. The decisions made at the point of entry to an organization can have an effect that lasts for decades. Fortunately, a wide range of methods (e.g., paper-and-pencil tests, interview questions, performance simulations) are available to help improve the accuracy of selection decisions. In total, this range of methods refers to the realm of employment testing, which, when broadly interpreted, is probably as old as employment itself. Yet, employment testing as we know it todayobjective, standardized, and validated procedures based on the results of some form of analysis of the target job’s requirements-is a relatively recent development (i.e., in the past 85 years). Over the past 85 years, an extensive literature base has evolved, one that indicates that employment testing can be a reliable, valid, and fair method for choosing candidates who are likely to perform well on the job (Guion, 1991; Hunter & Hunter, 1984; Reilly & Chao, 1982; Schmitt, Gooding, Noe, & Kirsch, 1984; Schmidt & Hunter, 1998). This is important. Choosing the right candidate improves productivity.
