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CH 7 BSAD 310 Fall 2019
1.
Chapter 7 Recruiting, Selecting, Training,
and Developing Employees Copyright ©2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2.
cv LEARNING OUTCOMES 2 Copyright ©
2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 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
3.
3 LEARNING OUTCOMES (Continued) Copyright
© 2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 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
4.
4 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Recruiting • Process of developing a pool of qualified applicants who are interested in working for an organization • Organization might reasonably select the best individual or individuals to hire for employment from this pool • Organizational goals in recruiting • Optimization of the size of the pool of qualified applicants • Generation of a pool of applicants that is both qualified and interested LO 1
5.
5 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Recruiting (Continued) • Providing an honest and candid assessment of available jobs and opportunities • Individual goals in recruiting • Meeting work-related goals • Meeting personal goals • Addressing personal needs LO 1
6.
6 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Internal and External Recruiting • Internal recruiting: Process of looking inside the organization for existing qualified employees who are eligible for promotion • Methods - Job posting - Supervisory recommendations • External recruiting: Process of looking to sources outside the organization for prospective employees LO 1
7.
7 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Internal recruiting: Advantages and Disadvantages • Advantages • Increases motivation • Sustains knowledge and culture • Disadvantages • May foster stagnation • May cause a ripple effect LO 1
8.
8 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 External recruiting: Advantages and Disadvantages • Advantages • Brings in new ideas • Avoids the ripple effect • Disadvantages • May hurt motivation • Costs more LO 1
9.
9 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 External Recruiting Methods and Realistic Job Previews • Methods of external recruiting include: • Word-of-mouth recruiting • Advertisements • Employment agencies • College placement offices • Digital recruiting • Internships • Realistic job preview (RJP): Technique for ensuring that job seekers understand the actual nature of the jobs available to them LO 1
10.
10 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Steps in the Selection Process • The recruiting process • Gather information about pool of qualified applicants • Evaluate qualifications of each applicant • Make decisions about employment offers LO 2
11.
11 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Basic Selection Criteria • Education and experience • Skills and abilities • Personal characteristics • Hiring for fit LO 2
12.
12 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Popular Selection Techniques • Applications and background checks • Ask applicants to fill out an employment application or an application blank - Application blanks can be weighted application blanks or biodata application blanks • Employment tests: Measure the characteristics of an individual • Cognitive ability tests • Psychomotor ability tests • Personality tests and integrity tests LO 3
13.
13 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Popular Selection Techniques (Continued) • Work simulations or work samples • Personal interviews • Structured employment interview • Semistructured employment interview • Unstructured employment interview • Situational interview • Other selection techniques • References and recommendations • Assessment centers LO 3
14.
14 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Interview errors • Makes it difficult to establish the job relatedness of interviews • Types • First-impression error • Contrast error • Similarity errors • Nonrelevancy • Error related to the interviewer’s knowledge of the job LO 3
15.
15 Figure Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 7.3 A Sample Selection System LO 3
16.
16 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 The Selection Decision: Multiple Indicators • Firms can counterbalance the measurement error in one selection technique against another by using multiple approaches • Banding • Selecting a person from a cluster of applicants who differ somewhat in terms of K S A’s but not enough to be critical using any decision rules without sacrificing performance on the job • Permits firms to select applicants from some underrepresented group in the firm while still ensuring high performance standards LO 4
17.
17 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Selection Errors • Firms make at least one occasional 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 LO 4
18.
18 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Reliability and Validity • Reliability: Consistency of a particular selection device • Test–retest reliability, alternate-forms reliability, and internal consistency reliability • 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 LO 4
19.
19 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Legal and Effectiveness Issues in Recruiting and Selection • Legal issues • Organization faced with a prima facie case of discrimination must prove that the basis for selection decision was job related - Demonstrated by establishing the validity of a selection instrument • Evaluating recruiting and selection • Utility analysis: Determines the extent to which a selection system provides real benefit to the organization LO 4
20.
20 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Assessing Training and Development Needs • Step 1: Conduct a needs analysis • By focusing on the firm’s job-related needs and the capabilities of its current workforce • Step 2: Determine the goals for training and development • Step 3: Decide between in-house versus outsourced training • Step 4: Determine the specific techniques to be used LO 5
21.
21 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Training and Development Techniques • Work-based programs • Tie the training and development activities directly to performance of the tasks • Methods - On-the-job training - Apprenticeships: Combination of on-the-job training and classroom instruction - Vestibule training: Job is performed under a condition that closely simulates the real work environment LO 5
22.
22 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Training and Development Techniques (Continued) • Instructional-based programs • Lectures or discussions • Computer-assisted instruction • Programmed instruction LO 5
23.
23 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Management Development and Organizational Development • Management development • Involves more generalized training for future managerial roles and positions • Organizational development (O D) • System-wide effort to increase the organization’s overall performance through planned interventions • Techniques used include survey feedback, third- party peacemaking, and process consultation LO 5
24.
24 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 Evaluating Training and Development • Fundamental change in individual performance behavior induced by training and development can be quantified easily • Makes evaluation straightforward • Evaluating management development programs • May require a longer period of time and outcome measurement to evaluate these programs • Difficult because the training is really geared at helping managers prepare for future jobs LO 5
25.
KEY TERMS 25 Copyright ©
2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 • Recruiting • Internal recruiting • Job posting • Supervisory recommendations • External recruiting • Word-of-mouth recruiting • Headhunter • Realistic job preview (RJP) • Selection • Education • Experience • Big five personality traits • Employment application • Weighted application blank • Biodata application blanks
26.
KEY TERMS 26 Copyright ©
2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 • Employment test • Cognitive ability tests • Psychomotor ability tests • Personality tests • Self-report inventory • Projective technique • Integrity tests • Work simulation or work samples • In-basket exercises • Structured employment interview • Semistructured employment interview • Unstructured employment interview • Situational interview
27.
KEY TERMS 27 Copyright ©
2020 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 • First-impression error • Contrast error • Similarity error • Nonrelevancy • False positives • False negatives • Reliability • Validity • Criterion-related validity • Utility analysis • Training • Development • Work-based programs • On-the-job training • Apprenticeships • Vestibule training • Organizational development • Organizational learning
28.
SUMMARY 28 Copyright © 2020
Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HR5 | CH7 • Recruitment and selection enable firms to acquire new human resources • During selection, the best candidates from the qualified applicants pool are identified • Organizations should use reliable and valid techniques to gather information • The final step in the selection process is deciding who to hire • Training and development represent an investment in the employee
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