Handbook of Workplace Assessment: Evidence-Based Practices for Selecting and Developing Organizational Talent -- Contents -- Figures, Tables, and Exhibits -- Foreword -- Preface -- 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 -- SO WHERE ARE THE PROMISED, PRACTICAL, AND PROVEN SELECTION TOOLS FOR MANAGERIAL SELECTION AND BEYOND? -- Notes -- References -- Chapter 9: ASSESSMENT FOR TECHNICAL JOBS -- Background on Technical Jobs -- Relationships with and Among Stakeholders -- Technical and Practical Considerations -- Combining Cognitive Ability Tests and a Work Sample: An Example -- 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 -- 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.