This document outlines the key topics to be covered in Chapter 7, which includes recruiting, selecting, training, and developing employees. It will describe the recruiting process, the steps in employee selection, popular selection techniques, ensuring reliability and validity in selection, and how organizations train and develop new employees. The chapter will cover internal and external recruiting methods, criteria used for selection, how to assess training needs, and different training techniques organizations can use.

1. Chapter 7
Recruiting, Selecting,
Training, and Developing
Employees
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2. cv
LEARNING OUTCOMES
2
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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)
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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
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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
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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
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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
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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
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External recruiting: Advantages and
Disadvantages
• Advantages
• Brings in new ideas
• Avoids the ripple effect
• Disadvantages
• May hurt motivation
• Costs more
LO 1

9. 9
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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
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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
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Basic Selection Criteria
• Education and experience
• Skills and abilities
• Personal characteristics
• Hiring for fit
LO 2

12. 12
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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
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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
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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
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7.3 A Sample Selection System
LO 3

16. 16
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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
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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
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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
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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
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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
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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
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Training and Development Techniques
(Continued)
• Instructional-based programs
• Lectures or discussions
• Computer-assisted instruction
• Programmed instruction
LO 5

23. 23
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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
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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
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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
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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
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• 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
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• 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