1. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

2. 7–2 Learning Objectives After studying this chapter, you should be able to: 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 identify and the basic selection criteria used by 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

3. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–3 RecruitingRecruiting The process of developing a pool of qualified applicants who are interested in working for the organization and from which the organization might reasonably select the best individual or individuals to hire for employment.

4. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–4 Organizational and Individual Goals in Recruiting

5. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–5 Sources for Recruiting Internal RecruitingInternal Recruiting  Looking inside the organization  Job posting  Supervisory recommendations External recruitingExternal recruiting  Looking to sources outside the organization for prospective employees

6. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–6 Advantages and Disadvantages of Internal and External Recruiting

7. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–7 External Recruiting Methods Word-of-mouth Employment agencies College placement offices Electronic recruiting Advertisements

8. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–8 Electronic Recruiting Advantages:Advantages:  Cost effective  Time saver  Reaches a large number of applicants

9. Employment Agencies Public employment agenciesPublic employment agencies Private employment agenciesPrivate employment agencies Executive search firmsExecutive search firms © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–9

10. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–10 Internships: A Mixed Model A form of temporary employmentA form of temporary employment Intern must be a good fitIntern must be a good fit Hiring an intern is a form of internal and external recruitingHiring an intern is a form of internal and external recruiting

11. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–11 Realistic Job Preview Benefits Helps ensure that job seekers understand the actual nature of jobs available to them.Helps ensure that job seekers understand the actual nature of jobs available to them. Provides job applicants with an opportunity to observe others performing the work.Provides job applicants with an opportunity to observe others performing the work.

12. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–12 The Selection Process Selection ProcessSelection Process  Is concerned with identifying the best candidate or candidates for jobs from among the pool of qualified applicants developed during the recruiting process. Basic Selection CriteriaBasic Selection Criteria  Education  Experience  Skills and abilities

13. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–13 Steps in the Selection Process Gather information about pool of qualified applicants Make decisions about employment offers Evaluate the qualifications of each applicant The recruiting process

14. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–14 Big Five Personality Traits Neuroticism Openness to experience Agreeableness Conscientiousness Extraversion

15. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–15 A Sample Selection System

16. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–16 Biodata application Weighted application Types of employment applications Employment Applications

17. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–17 A Sample Employment Application

18. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–18 A Sample Employment Application (cont’d)

19. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–19 Testing Applicants Employment TestsEmployment Tests  Measure the characteristics of an individual, such as personality, intelligence, or aptitude.  Cognitive ability tests  Psychomotor ability tests Personality TestsPersonality Tests  Measure traits, or tendencies to act, that are relatively unchanging in a person.  Self-report inventory  Projective technique

20. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–20 Sample Items from an Employment Test

21. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–21 Employment Tests (cont’d) Integrity TestsIntegrity Tests  Attempt to assess an applicant’s moral character and honesty. Work Simulations (or Work Samples)Work Simulations (or Work Samples)  Ask the prospective employee to perform tasks or job-related activities that simulate or represent the actual work for which the person is being considered.

22. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–22 Employment Tests (cont’d) In-Basket ExercisesIn-Basket Exercises  A type of work simulation for prospective managers; consist of collections of hypothetical:  Memos  Letters  Notes that require responses

23. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–23 Personal Interviews A selection technique that uses a face- to-face conversation between the job applicant and a representative of the organization as part of the selection process.

24. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–24 Personal Interviews (cont’d) Structured employment interview Semi- structured employment interview Unstructured employment interview Situational interview Types of Interviews

25. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–25 First impression errors Contrast errors Similarity errors Non-relevancy errors Types of Interview Errors Personal Interviews (cont’d)

26. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–26 Selection Errors False PositivesFalse Positives  Applicants who are predicted to be successful and are hired but ultimately fail. False NegativesFalse Negatives  Applicants who are predicted to fail and are not hired, but had they been hired, they would have been successful.

27. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–27 Selection Errors

28. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–28 Reliability and Validity ReliabilityReliability  The consistency of a particular selection device; not the same as accuracy ValidityValidity  Whether or not an assessment tool measures what it is supposed to  Must be determined empirically to defend against charges of hiring discrimination

29. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–29 Criterion- related validity Content Validity Construct validity Forms of Test Validity Validity

30. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–30 Scatter Plots for Five Correlation Coefficients These diagrams illustrate correlations of 1.00 (a), –1.00 (b), zero (c),.80 (d), and.10 (e).

31. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–31 Legal and Effectiveness Issues in Recruiting and Selection HR’s Crucial Role in SelectionHR’s Crucial Role in Selection  HR managers help the organization defend itself in hiring discrimination cases. Utility AnalysisUtility Analysis  Attempts to determine how much benefit a selection system provides to an organization.  Assesses the practical payoff for any selection system.

32. Training and Development TrainingTraining  A planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors. DevelopmentDevelopment  Teaching managers and professionals the skills needed for both present and future jobs © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–32

33. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–33 Assessing Training and Development Needs Needs analysis Organization’s job- related needs Capabilities of the existing workforce Needs analysis Organization’s job- related needs Capabilities of the existing workforce Setting organizational and individual training and development goals Determining approach In-house programs Outsourced programs Determining approach In-house programs Outsourced programs

34. Organizational Development Organizational DevelopmentOrganizational Development  A system-wide effort, managed from the top of the organization, to increase the organization’s overall performance through planned interventions. OD TechniquesOD Techniques  Survey feedback  Third-party peacemaking  Process consultation © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 7–34