Published by:
Harvard Business Publishing
Length: 4 pages
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Abstract
The use of psychological testing to screen job applicants is growing. A June American Management Association survey reports that 45% of 1,085 member companies reported administering one or more tests to job applicants, up from 35% in 1997. Used properly, psychological tests may predict success on the job better than any other measure. But if you use the wrong test--or ask even a single inappropriate question--you expose your company to the threat of a lawsuit. Should your company be using psychological testing? HMU offers tips from experts on how to make testing work for you.
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Abstract
The use of psychological testing to screen job applicants is growing. A June American Management Association survey reports that 45% of 1,085 member companies reported administering one or more tests to job applicants, up from 35% in 1997. Used properly, psychological tests may predict success on the job better than any other measure. But if you use the wrong test--or ask even a single inappropriate question--you expose your company to the threat of a lawsuit. Should your company be using psychological testing? HMU offers tips from experts on how to make testing work for you.