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2. Describe the recruiting process, including internal and external recruiting and the importance of realistic job previews
Discuss the steps in the selection process and the basic selection criteria used by most organizations
Identify and discuss popular selection techniques that organizations use to hire new employees
Describe the selection decision including potential selection errors and reliability and validity
Discuss how organizations train and develop new employees to better enable them to perform effectively

3. 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

4. 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

5. 7.1 Advantages and Disadvantages of Internal and External Recruiting

6. 7.2 Steps in the Selection Process

7. Basic Selection Criteria
Education and experience
Skills and abilities
Personal characteristics
Hiring for fit

8. Popular Selection Techniques
Applications and background checks
Employment tests
Work simulations
Personal interviews
Other selection techniques
References and recommendations
Assessment centers

9. 7.3 A Sample Selection Process

10. 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

11. The Selection Decision
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

12. The Selection Decision
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

13. 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

14. 7.8 Assessing Training and Development Needs

15. 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

16. 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

17. Apprenticeships (p. 163)
Big five personality traits (p )
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)
Non-relevancy (p. 155)
On-the-job training (p. 163)

18. 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 ])
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)

19. 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)