When designing a recruitment assignment, ensure you include the most valid assessment methods. The table below shows the relative validity of alternative selection methods as predictors of job performance. As a rule of thumb, on a scale of 0 – 1, a strong predictor is considered to be .40 and above; and a weak predictor is .20 and below. However, even a weak predictor has the potential to add value in the selection process.
|Validity Level||Prediction of Overall Job Performance|
|0.70 – 0.99||Cognitive Ability and Structured Interview Combined (.76)|
|0.60 – 0.69||Cognitive Ability (.65)|
|0.50 – 0.59||Structured Interviews (.58)|
|0.40 – 0.49||Job Knowledge Tests (.48)
Integrity Tests (.46)
Job Tryout (.44)
|0.30 – 0.39||Assessment Centres (.37)
|0.20 – 0.29||Situation Judgment Tests (.26)
|0.10 – 0.19||Years of Job Experience (.13)
Years of Education (.10)
|0.01 – 0.09||Graphology (.02)|
Schmidt, F. L., & Hunter, J. F. (1998) The validity and utility of selection methods in
personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychology Bulletin, 124, 262-274.
Schmidt, F. L., Shaffer, J. A., & Ho, I.-S. (2008). Increased accuracy of range restriction corrections: Implications for the role of personality and general mental ability in job and training performance. Personnel Psychology, 61, 827-868.