Recruiting, Selecting, Training, and Employees - Class News · •Recruitment and selection are the...

Recruiting, Selecting, Training, and Developing Employees

7

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LEARNING OUTCOMES

2Copyright ©2016 Cengage Learning. Al l Rights Reserved. May not be scanned, copied or dupl icated, or posted to a publ icly acce ssible website, in whole or in part. HRM3 | CH3

1 Describe the recruiting process, including internal and external recruiting and the importance of realistic job previews

2 Discuss the steps in the selection process and the basic selection criteria used by most organizations

3 Identify and discuss popular selection techniques that organizations use to hire new employees

4 Describe the selection decision including potential selection errors and reliability and validity

5 Discuss how organizations train and develop new employees to better enable them to perform effectively


Recruiting

• Process of developing a pool of qualified applicants who are interested in working for the organization• Internal recruiting: Process of looking inside the

organization for existing qualified employees who might be promoted to higher level positions

- Job posting

- Supervisory recommendations

• External recruiting: Process of looking to sources outside the organization for prospective employees


Recruiting

- Word-of-mouth recruiting

- Advertisements

- Employment agencies

- College placement offices

- Digital recruiting

• Realistic job previews: Effective technique for ensuring that job seekers understand the actual nature of jobs available to them

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Table

HRM3 | CH3

7.1 Advantages and Disadvantages of

Internal and External Recruiting


Figure

HRM3 | CH3

7.2 Steps in the Selection Process


Basic Selection Criteria

Education and experience

Skills and abilities

Personal characteristics

Hiring for fit


Popular Selection Techniques

• Applications and background checks

• Employment tests

• Work simulations

• Personal interviews

• Other selection techniques• References and recommendations

• Assessment centers


Figure

HRM3 | CH3

7.3 A Sample Selection Process


The Selection Decision

• Multiple indicators• By using multiple approaches, an organization

can counterbalance the measurement error in one selection technique against another

• Banding - Allows an organization to select an applicant from some underrepresented group in the organization while still ensuring high performance standards



• Selection errors• Organization will always make at least one

occupational selection error and hire the wrong person

- False positives: Applicants who are predicted to be successful and are hired but who ultimately fail

- False negatives: Applicants who are predicted to fail and are not hired but who would have been successful if hired



• Reliability and validity• Reliability: Consistency of a particular selection

device - it measures whatever it is supposed to be measured without random error

• Validity: Scores on a test are related to performance on a job

- Criterion-related validity: Extent to which a selection technique accurately predicts elements of performance


Legal and Effectiveness Issues in Recruiting

and Selection

• Organization faced with a prima facie case of discrimination must prove that the basis for the selection decision was job related• Demonstrated by establishing the validity of a

selection instrument

• Utility analysis: Determines the extent to which a selection system provides real benefit to the organization


Figure

HRM3 | CH3

7.8 Assessing Training and Development

Needs


Training and Development

• Management development• Involves more generalized training for future

managerial roles and positions

• Organizational development• System-wide effort to increase the

organization’s overall performance through planned interventions

• Evaluating training and development• Determine if there is an actual change in the

behavior being targeted with the use of control groups

SUMMARY


• Recruitment and selection are the means whereby organizations acquire new human resources

• Organizations use different techniques for gathering information that reflect an individual’s education and experience, skills and abilities, and personal characteristics

• Training and development represents an investment in the employee with the goal of improving their ability to make contributions to the firm’s effectiveness

KEY TERMS


• Apprenticeships (p. 163)

• Big five personality traits (p. 147-148)

• Bio data application blanks (p. 149)

• Cognitive ability tests (p. 149)

• Contrast error (p. 155)

• Criterion-related validity (p. 159)

• Development (p. 161)

• Education (p. 147)

• Employment application (p. 149)

• Employment test (p. 149)

• Experience (p. 147)

• External recruiting (p. 142)

• False negatives (p. 157)

• False positives (p. 157)

• First-impression error (p. 155)

• Headhunter (p. 144)

• In-basket exercises (p. 154)

• Integrity tests (p. 153)

• Internal recruiting (p. 141)

• Job posting (p. 142)

• Nonrelevancy (p. 155)

• On-the-job training (p. 163)

KEY TERMS


• Organizational development (p. 164)

• Organizational learning (p. 164)

• Personality tests (p. 153)

• Projective technique (p. 153)

• Psychomotor ability tests (p. 153)

• Realistic job preview (RJP [p. 145-146])

• Recruiting (p. 140)

• Reliability (p. 159)

• Selection (p. 146)

• Self-report inventory (p. 153)

• Semistructured employment interview (p. 154)

• Similarity error (p. 155)

• Situational interview (p. 155)

• Structured employment interview (p. 154)

• Supervisory recommendations (p. 142)

• Training (p. 161)

• Unstructured employment interview (p. 154)

KEY TERMS


• Utility analysis (p. 161)

• Validity (p. 159)

• Vestibule training (p. 163)

• Weighted application blank (p. 149)

• Word-of-mouth recruiting (p. 143)

• Work simulations (p. 154)

• Work-based programs (p. 163)

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