John C. Scott & Douglas H. Reynolds 
Handbook of Workplace Assessment 

Handbook of Workplace Assessment

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.

Table of Content

Figures, Tables, and Exhibits xvii

Foreword xxiii
Janine Waclawski, Allan H. Church

Preface xxv
John C. Scott, Douglas H. Reynolds

Acknowledgments xxxiii

The Editors xxxv

The Contributors xxxvii

Part One: Framework for Organizational Assessment 1

1 Individual Differences That Infl uence Performance and Effectiveness: What Should We Assess? 3
Kevin R. Murphy

2 Indicators of Quality Assessment 27
Fritz Drasgow, Christopher D. Nye, Louis Tay

3 General Cognitive Ability 61
Michael A. Mc Daniel, George C. Banks

4 Personality 81
Robert Hogan, Robert B. Kaiser

5 Assessment of Background and Life Experience: The Past as Prologue 109
Leaetta M. Hough

6 Knowledge and Skill 141
Teresa L. Russell

7 Physical Performance 165
Deborah L. Gebhardt, Todd A. Baker

8 Competencies, Job Analysis, and the Next Generation of Modeling 197
Jeffery S. Schippmann

Part Two: Assessment for Selection, Promotion, and Development 233

So Where Are the Promised, Practical, and Proven Selection Tools for Managerial Selection and Beyond? A Call to Action 235
Judith L. Komaki

9 Assessment for Technical Jobs 247
Wanda J. Campbell

10 Assessment for Administrative and Professional Jobs 279
Lia M. Reed, Rodney A. Mc Cloy, Deborah L. Whetzel

11 Assessment for Sales Positions 323
Steven H. Brown

12 Assessment for Supervisory and Early Leadership Roles 365
Mark J. Schmit, Jill M. Strange

13 Executive and Managerial Assessment 395
Ann Howard, James N. Thomas

14 The Special Case of Public Sector Police and Fire Selection 437
Gerald V. Barrett, Dennis Doverspike, Candice M. Young

Part Three: Strategic Assessment Programs 463

15 The Role of Assessment in Succession Management 465
Matthew J. Paese

16 Assessing the Potential of Individuals: The Prediction of Future Behavior 495
Rob Silzer, Sandra L. Davis

17 Assessment for Organizational Change: Mergers, Restructuring, and Downsizing 533
John C. Scott, Kenneth Pearlman

18 Global Applications of Assessment 577
Ann Marie Ryan, Nancy T. Tippins

Part Four: Advances, Trends, and Issues 607

19 Advances in Technology-Facilitated Assessment 609
Douglas H. Reynolds, Deborah E. Rupp

20 The Legal Environment for Assessment 643
R. Lawrence Ashe Jr., Kathleen K. Lundquist

21 Validation Strategies 671
S. Morton Mc Phail, Damian J. Stelly

22 Addressing the Flaws in Our Assessment Decisions 711
James L. Outtz

23 Strategic Evaluation of the Workplace Assessment Program 729
E. Jane Davidson

24 Final Thoughts on the Selection and Assessment Field 757
Paul R. Sackett

Appendix: Example Assessments Designed for Workplace Application 779
Jill M. Strange, Michael R. Kemp

Name Index 797

Subject Index 809

About the author

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.