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
1.00	Perfect Prediction
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) Biodata (.35)
0.20 – 0.29	Situation Judgment Tests (.26) References (.26) Conscientiousness (.22)
0.10 – 0.19	Years of Job Experience (.13) Years of Education (.10)
0.01 – 0.09	Graphology (.02)
0.00	Chance Prediction

References
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.