Abstract The implementation of a test or assessment procedure that is used for selection affects its usefulness, success, and sustainability. Poor implementation can threaten the reliability and the validity of the test; diminish its value to the staffing process; and significantly impede the ability of the organization to defend its selection procedures if challenged. This chapter considers three broad categories of implementation issues—administration, scoring, and the use of test results—and discusses the interactions among implementation decisions, decisions about choices of tests, organizational goals for selection procedures, and staffing environments. Decisions about one aspect of test development and implementation affect other decisions and must be made and revisited throughout the processes of test selection or development, implementation, and operational use.

Many of the larger employers in this country and abroad have benefited from industrial-organizational (I/O) psychologists' evidence-based practice. However, charitable and not-for-profit organizations have not always been aware of our services or able to afford them when cognizant of them. Volunteering professional services to charitable organizations provides an opportunity to extend these benefits. In addition, volunteers reap the intrinsic rewards of service, acquire opportunities to hone their skills, and learn from others, and pro bono work has the potential of informing our understanding of the science and practice of I/O psychology. This paper provides five case studies from five I/O psychologists who share their volunteer experiences in their own words. Each case study describes what the I/O psychologist did for the organization, how he or she became involved, and what he or she got out of the experience and learned. The paper offers ways SIOP and the SIOP Foundation might facilitate volunteer activities and concludes by inviting readers to share their own volunteer experiences and suggestions for encouraging volunteer work.

Organizations are increasingly turning toward personnel selection tools that rely on artificial intelligence (AI) technologies and machine learning algorithms that, together, intend to predict the future success of employees better than traditional tools. These new forms of assessment include online games, video-based interviews, and big data pulled from many sources, including test responses, test-taking behavior, applications, resumes, and social media. Speedy processing, lower costs, convenient access, and applicant engagement are often and rightfully cited as the practical advantages for using these selection tools. At the same time, however, these tools raise serious concerns about their effectiveness in terms their conceptual relevance to the job, their basis in a job analysis to ensure job relevancy, their measurement characteristics (reliability and stability), their validity in predicting employee-relevant outcomes, their evidence and normative information being updated appropriately, and the associated ethical concerns around what information is being represented to employers and told to job candidates. This paper explores these concerns, concluding with an urgent call to industrial and organizational psychologists to extend existing professional standards for employment testing to these new AI and machine learning based forms of testing, including standards and requirements for their documentation.

The novel format of the journal focuses on an interactive exchanges on topics of importance to science and practice in the field of industrial and organizational psychology.The journal takes a focal article-peer commentary format.A focal article is a position paper on an important issue for the field (or potentially a pair of papers taking opposite sides in a debate).Such a focal article might summarize evidence on an issue and take a position as to implications for science, practice, or public policy.The paper might focus on a basic science issue, an applied science issue, a practice issue, or a public policy issue; many would be a blend.The focal article is then followed by a series of peer commentaries.These could challenge or critique the original article, expand on issues not addressed in the focal article, or draw out implications not developed in the focal article.The goal is to include commentaries from various perspectives, including science, practice, and international perspectives.

The Society for Industrial and Organizational Psychology (SIOP) is pleased to offer the fifth edition of the Principles for the Validation and Use of Personnel Selection Procedures, which was approved by the APA Council of Representatives in August 2018 as an authoritative guidelines document for employee selection testing and an official statement of the APA. Over a three-year period, the Principles Revision Committee updated this document from the fourth edition to be consistent with the 2014 Standards for Educational and Psychological Testing, invited commentary from SIOP and APA that informed subsequent revisions, and solicited a thorough legal review.

This article reviews 100 years of research on recruitment and selection published in the Journal of Applied Psychology. Recruitment and selection research has been present in the Journal from the very first issue, where Hall (1917) suggested that the challenge of recruitment and selection was the Supreme Problem facing the field of applied psychology. As this article shows, the various topics related to recruitment and selection have ebbed and flowed over the years in response to business, legal, and societal changes, but this Supreme Problem has captivated the attention of scientist-practitioners for a century. Our review starts by identifying the practical challenges and macro forces that shaped the sciences of recruitment and selection and helped to define the research questions the field has addressed. We then describe the evolution of recruitment and selection research and the ways the resulting scientific advancements have contributed to staffing practices. We conclude with speculations on how recruitment and selection research may proceed in the future. Supplemental material posted online provides additional depth by including a summary of practice challenges and scientific advancements that affected the direction of selection and recruitment research and an outline of seminal articles published in the Journal and corresponding time line. The 100-year anniversary of the Journal of Applied Psychology is very much the celebration of recruitment and selection research, although predictions about the future suggest there is still much exciting work to be done. (PsycINFO Database Record

The rate of technological change is quickly outpacing today's methods for understanding how new advancements are applied within industrial-organizational (I-O) psychology. To further complicate matters, specific attempts to explain observed differences or measurement equivalence across devices are often atheoretical or fail to explain why a technology should (or should not) affect the measured construct. As a typical example, understanding how technology influences construct measurement in personnel testing and assessment is critical for explaining or predicting other practical issues such as accessibility, security, and scoring. Therefore, theory development is needed to guide research hypotheses, manage expectations, and address these issues at this intersection of technology and I-O psychology. This article is an extension of a Society for Industrial and Organizational Psychology (SIOP) 2016 panel session, which (re)introduces conceptual frameworks that can help explain how and why measurement equivalence or nonequivalence is observed in the context of selection and assessment. We outline three potential conceptual frameworks as candidates for further research, evaluation, and application, and argue for a similar conceptual approach for explaining how technology may influence other psychological phenomena.

As technology evolves and is incorporated into testing and assessment applications, psychologists have opportunities to improve testing processes making scores on measurement tools more accurate, the administration process more efficient, and often the assessment process more realistic. At the same time, they also must contend with fundamental changes in the assumptions made about good testing practices and confront new problems that are created by technological enhancements. Issues such as distractions and their implications for test performance, changes to the applicant pool and their effect on adverse impact, and cheating and its impact on test scores must be explored. This article provides examples of how technology is being used in tests and assessments, discusses the advantages and disadvantages of relying on technology, and offers an agenda for future research.

AbstractCareful implementation of a test or assessment procedure that is used for selection is critical to its success and sustainability. Poor implementation can threaten the validity of a carefully developed test and weaken its value to the staffing process. This chapter considers three broad categories of implementation issues: administration, scoring, and the use of test results, and discusses the interactions among implementation decisions, decisions about choices of tests, organizational goals for selection procedures, and staffing environments.

Chapter 1 Overview of Technology-Enhanced Assessments Nancy T. Tippins, Nancy T. TippinsSearch for more papers by this author Nancy T. Tippins, Nancy T. TippinsSearch for more papers by this author Book Editor(s):Nancy T. Tippins, Nancy T. TippinsSearch for more papers by this authorSeymour Adler, Seymour AdlerSearch for more papers by this authorAllen I. Kraut, Allen I. KrautSearch for more papers by this author First published: 11 April 2011 https://doi.org/10.1002/9781118256022.ch1Citations: 7 AboutPDFPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShareShare a linkShare onFacebookTwitterLinked InRedditWechat Summary This chapter provides a brief discussion of the opportunities and the challenges the use of technology-enhanced assessments presents. Technology-enhanced assessments include various technologies used for presenting or scoring items or other assessment materials. Computers can be used to store responses as simple as the number or letter of a response alternative or as complex as the summaries and spreadsheets associated with a business case or a videotape of an interactive role play simulation or the written responses to a structured interview that has been presented online. The chapter discusses the advantages and disadvantages of technology-enhanced assessments. In addition to the need to understand technology as it relates to tests and assessments, however, the industrial and organizational psychologist must continue to explore the impact technology has on the evaluation of individuals and the conclusions the organization may draw from test scores. Controlled Vocabulary Terms Business case; Spreadsheet Citing Literature Technology-Enhanced Assessment of Talent RelatedInformation

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