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<p>Figures, Tables, and Exhibits xvii</p> <p>Foreword xxiii<br /><i>Janine Waclawski, Allan H. Church</i></p> <p>Preface xxv<br /><i>John C. Scott, Douglas H. Reynolds</i></p> <p>Acknowledgments xxxiii</p> <p>The Editors xxxv</p> <p>The Contributors xxxvii</p> <p><b>Part One: Framework for Organizational Assessment 1</b></p> <p>1 Individual Differences That Infl uence Performance and Effectiveness: What Should We Assess? 3<br /><i>Kevin R. Murphy</i></p> <p>2 Indicators of Quality Assessment 27<br /><i>Fritz Drasgow, Christopher D. Nye, Louis Tay</i></p> <p>3 General Cognitive Ability 61<br /><i>Michael A. McDaniel, George C. Banks</i></p> <p>4 Personality 81<br /><i>Robert Hogan, Robert B. Kaiser</i></p> <p>5 Assessment of Background and Life Experience: The Past as Prologue 109<br /><i>Leaetta M. Hough</i></p> <p>6 Knowledge and Skill 141<br /><i>Teresa L. Russell</i></p> <p>7 Physical Performance 165<br /><i>Deborah L. Gebhardt, Todd A. Baker</i></p> <p>8 Competencies, Job Analysis, and the Next Generation of Modeling 197<br /><i>Jeffery S. Schippmann</i></p> <p><b>Part Two: Assessment for Selection, Promotion, and Development 233</b></p> <p>So Where Are the Promised, Practical, and Proven Selection Tools for Managerial Selection and Beyond? A Call to Action 235<br /><i>Judith L. Komaki</i></p> <p>9 Assessment for Technical Jobs 247<br /><i>Wanda J. Campbell</i></p> <p>10 Assessment for Administrative and Professional Jobs 279<br /><i>Lia M. Reed, Rodney A. McCloy, Deborah L. Whetzel</i></p> <p>11 Assessment for Sales Positions 323<br /><i>Steven H. Brown</i></p> <p>12 Assessment for Supervisory and Early Leadership Roles 365<br /><i>Mark J. Schmit, Jill M. Strange</i></p> <p>13 Executive and Managerial Assessment 395<br /><i>Ann Howard, James N. Thomas</i></p> <p>14 The Special Case of Public Sector Police and Fire Selection 437<br /><i>Gerald V. Barrett, Dennis Doverspike, Candice M. Young</i></p> <p><b>Part Three: Strategic Assessment Programs 463</b></p> <p>15 The Role of Assessment in Succession Management 465<br /><i>Matthew J. Paese</i></p> <p>16 Assessing the Potential of Individuals: The Prediction of Future Behavior 495<br /><i>Rob Silzer, Sandra L. Davis</i></p> <p>17 Assessment for Organizational Change: Mergers, Restructuring, and Downsizing 533<br /><i>John C. Scott, Kenneth Pearlman</i></p> <p>18 Global Applications of Assessment 577<br /><i>Ann Marie Ryan, Nancy T. Tippins</i></p> <p><b>Part Four: Advances, Trends, and Issues 607</b></p> <p>19 Advances in Technology-Facilitated Assessment 609<br /><i>Douglas H. Reynolds, Deborah E. Rupp</i></p> <p>20 The Legal Environment for Assessment 643<br /><i>R. Lawrence Ashe Jr., Kathleen K. Lundquist</i></p> <p>21 Validation Strategies 671<br /><i>S. Morton McPhail, Damian J. Stelly</i></p> <p>22 Addressing the Flaws in Our Assessment Decisions 711<br /><i>James L. Outtz</i></p> <p>23 Strategic Evaluation of the Workplace Assessment Program 729<br /><i>E. Jane Davidson</i></p> <p>24 Final Thoughts on the Selection and Assessment Field 757<br /><i>Paul R. Sackett</i></p> <p>Appendix: Example Assessments Designed for Workplace Application 779<br /><i>Jill M. Strange, Michael R. Kemp</i></p> <p>Name Index 797</p> <p>Subject Index 809</p>

<p><b>The Editors</b> <p><b>John C. Scott</b> 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 <i>The Human Resources Program–Evaluation Handbook</i> and coauthor of <i>Evaluating Human Resources Programs: A Six-Phase Approach for Optimizing Performance.</i> <p><b>Douglas H. Reynolds</b> 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 <i>Online Recruiting and Selection</i>, a book on the integration of technology with personnel selection practices.

<p><b>Handbook of Workplace Assessment</b> <p>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. <p>The <i>Handbook of Workplace Assessment</i> 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. <p>The <i>Handbook of Workplace Assessment</i> <ul> <li>provides the framework for what should be assessed and why and shows how to ensure that assessment programs are of the highest quality</li> <li>reviews best practices for assessing capabilities across a wide variety of positions</li> <li>summarizes key strategic applications of assessment that include succession management, mergers, acquisitions and downsizings, identification of potential, and selection on a global scale</li> <li>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</li> </ul> <p>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 <i>Handbook</i> is also intended for assessment professionals and researchers who build, validate, and implement assessments.

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