Human Resources, 6e Chapter 7: Recruiting, Selecting, Training, and Developing Employees PDF

Human Resources, 6e Chapter 7: Recruiting, Selecting, Training, and Developing Employees DeNisi, Hu...

Human Resources, 6e Chapter 7: Recruiting, Selecting, Training, and Developing Employees DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1  Chapter Objectives By the end of this chapter, you should be able to: 7-1: Describe the recruiting process, including internal and external recruiting and the importance of realistic job previews. 7-2: Discuss the steps in the selection process and the basic selection criteria used by most organizations. 7-3: Identify and discuss popular selection techniques that organizations use to hire new employees. 7-4: Describe the selection decision, including potential selection errors and reliability and validity. 7-5: Discuss how organizations train and develop new employees to better enable them to perform effectively. DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2  Recruiting (1 of 2) 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 who are both qualified and interested – Providing an honest and candid assessment of available jobs and opportunities DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 PARTS OF A JOB ADVERTISEMENT 1. Company Information (Name of the company, logo, and address) 2. Job Title 3. Summary of Job Responsibilities 4. Qualification (Education, number of years of experience, skills, and abilities needed) 5. Company Benefits 6. Application Instruction 7. List of requirements needed 8. Contact Person DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4  Recruiting (2 of 2) Individual goals in recruiting – Meeting work-related goals – Meeting personal goals – Addressing personal needs DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6  Internal Recruiting: Advantages and Disadvantages Advantages – Increases motivation – Sustains knowledge and culture Disadvantages – May foster stagnation – May cause a ripple effect DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7  External Recruiting: Advantages and Disadvantages Advantages – Brings in new ideas – Avoids the ripple effect Disadvantages – May hurt motivation – Costs more DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10  Basic Selection Criteria Education and experience Skills and abilities Personal characteristics Hiring for fit DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11  Popular Selection Techniques (1 of 2) 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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12  Popular Selection Techniques (2 of 2) 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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14  A Sample Selection System DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15  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 KSAs 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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20  Training and Development Techniques (1 of 2) 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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21  Training and Development Techniques (2 of 2) Instructional-based programs – Lectures or discussions – Computer-assisted instruction – Programmed instruction DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22  Management Development and Organizational Development Management development – Involves more generalized training for future managerial roles and positions Organizational development (OD) – System-wide effort to increase the organization’s overall performance through planned interventions – Techniques used include survey feedback, third-party peacemaking, and process consultation DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23  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 DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24  Key Terms (1 of 3) Recruiting Selection Internal recruiting Education Job posting Experience Supervisory recommendations Big five personality traits External recruiting Employment application Word-of-mouth recruiting Weighted application blank Headhunter Realistic job preview (RJP) Biodata application blanks DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25  Key Terms (2 of 3) Employment test In-basket exercises Cognitive ability tests Structured employment Psychomotor ability tests interview Personality tests Semistructured employment interview Self-report inventory Projective technique Unstructured employment interview Integrity tests Situational interview Work simulation or work samples DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26  Key Terms (3 of 3) First-impression error Utility analysis Contrast error Training Similarity error Development Nonrelevancy Work-based programs False positives On-the-job training False negatives Apprenticeships Reliability Vestibule training Validity Organizational development Criterion-related validity Organizational learning DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27  Summary 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 Click the link to review the objectives for this presentation Link to Objectives DeNisi, Human Resources, 6 Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28