CHAPTER 7 RECRUITING, SELECTING, TRAINING  The organization simply informs current employees

DEVELOPING EMPLOYERS that positions are available and encourages them to

refer friends, family members for those jobs.
Recruiting
 Advertisements
 is the process of developing a pool of qualified  Employment Agencies
applicants who are interested in working for the 1. Public employment agencies
organization and select the best individual or 2. Private Employment Agencies
individuals hire for employment.  College replacement offices
 Digital recruiting
Headhunter
Three specific related goals that are important to the recruiting
process: -is an individual working for an executive search firm who
seeks out qualified individuals for higher-level positions.
1. optimize the size of the pool of qualified applicants
2. should generate pool of applicants that is both Internships: A mixed Model
qualified and interested
3. should give prospective applicants an honest and  Internships that will provide real-world experience,
candid assessment of kinds of jobs about internships are also quite useful from the
organization’s perspective.
INDIVIDUALS WORK FOR SEVERAL REASON:
Relations Job Preview (RJP)
 Financial income
 Job security  Is an effective technique for ensuring that job seekers
 Promotion Opportunities understand the actual nature of the jobs available to
them.
 Benefits
 Challenging work assignments Evaluating the recruitment Process
Internal recruiting Metrics that a firm might use in that evaluation:
 Is the process of looking inside the organization for -Time to fill a position
existing qualified employees who might be promoted
-Vacancy rates
to higher-level positions
- Turnover rates
Job Posting
-Selection ratios
 Is a mechanism for internal recruiting in which
vacancies in the organization are publicized through -Quality of hire
various media such as companies’ newsletters,
bulletin boards -Retention rates

Supervisor Recommendation BASIC SELECTION CRITERIA

 A manager solicits nominations or recommendations Selection

for the position from supervisors in the organization.  Is concerned with identifying the best candidate or
candidates for a job from among the pool of qualities
applicants developed during the recruiting process.

External Recruiting

 Is the process of looking to sources outside the

organization for prospective employees. Steps in the selection process

METHODS FOR EXTERNAL RECRUITNG 1.Gather information about pool of qualified applicants
2. Evaluate qualifications of each applicant
 Word-of mouth recruiting

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 3. Make decisions about employment offers  Weighted Application blank
 Biodata application blank
Education
Employment test
 Refers to the formal classroom training an individual
has received in public or private school and in a  Is a device for measuring the characteristics of
college, university or technical school an individual such personalities, intelligence, and
aptitudes
Experience
Cognitive Ability Test
 Is the amount of time the individual has spent working
in either a general capacity or a particular field of  Measure mental skills
study.
Psychomotor Ability Test
Skills and Abilities
 Measure physical abilities
 Subjective and more difficult to asses accurately
Personality Tests
Personal Characteristics
 Measures traits or tendencies to act that are
 Believed to reflect the applicant’s personality. relatively unchanging in a person. measured on
two ways self-inventory, projective techniques.
Big Five Personality Traits
- neuroticism Self-report inventor
 A paper and pencil measure in which an
- extraversion
applicant responds to a series of statements
- openness to experience that might or not apply to him or her.

- agreeableness Projective Technique

- conscientious  Involves showing an individual an

ambiguous stimulus such as an inkblot or
Hiring for “FIT” fuzzy picture and then asking what he or
 Hires a person basis of fit, a person who is good fit for she “sees”.
organization Integrity Tests
Popular selection Techniques  -attempt to asses an applicant’s moral
 Reliability character and honesty.
 Validity Work Simulations
 Logic
 Requires an applicant to perform tasks or
APPLICANTS AND BACKGOURND CHECKS job-related activities that stimulate or
represent the actual work for which the
 Ask applicants to complete an employment
person is being considered.
application
In-basket-exercises
Employment Application
-are special forms of work simulations for
 Various bits of information pertaining to their personal
prospective managers.
background

Structured Employment Interview

Application Blanks
-the interviewer either prepares or receives from
 Provide quick and inexpensive mechanism for
others a list of standard questions to be asked during
gathering several kinds of objective information
the interview.
about an individual that can be verified.

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Semi-structured employment interview
 Involves advance preparation of major or
key questions that all applicants will be
asked.
Unstructured Employment Interview
 The interviewer may have general idea
about what she or he wants to learn about
the job applicant but has few or no advance
questions about specific situation to see
how the applicant reacts.
Situational interviewer
 a type of interview, goring popularity, in
which the interviewer asks the applicant
questions about a specific situation to see
how the applicant reacts.
First-Impression error
 occurs when an interviewer makes decision
too early in the interview process.
Contrast Error
 occurs when the interviewer is unduly
influenced by other people who have been
interviewed.
Nonrelevancy
 influenced by information that is irrelevant to
the job
Similarity error
 influenced by the fact that interviewee is
similar to the interviewer in one important
ways or more.
Assessment Centers
 an approach to selecting managers based
on measuring and evaluating their ability to
perform critical work behaviors.
SELECTION ERROS
 False positive
-who are predicted to be successful and
who are hired but ultimately fall.
 False negatives
- Who are predicted to fall and are not
hired, f they have been hired would
have been successful.
Reliability
- Is the consistency of a particular
selection device-It measures whatever it
is supposed to measure whatever it is
supposed
Validity
- A measure or indicator in fact real
reflection of what it is assumed to be.
Criterion-related validity
- Refers to which particular selection
technique can accurately predict one or
more elements of performance.
Evaluating recruiting and Selection
- Are such vital parts of the HRM process
for the most organizations
Utility Analysis
- Attempt to determine the extent to which
a selection system provides real to the
organization.
Training
- To facilitate employee learning of job-
related knowledge, skills and behaviors
Development
- Refers to teaching managers and
professionals the skills needed for both
present and future jobs.
Work-based Programs
- Tie training and development activities
directly to performance of the tasks
Apprenticeships
- Involves a combination of the on-the-job
and classroom instructin.
On-the-Job training
- Involves having employees learn the job
while they are actually performing it.
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Vestibule Training
- Involves a work-simulation situation in
which the job is performed under a
condition that closely simulates the real
work environment.

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