Recruiting, Selecting, Training, and Developing Employees

Chapter 7 – Recruiting, Selecting, Training,
and Developing Employees
7
Recruiting,
Selecting,
Training, and
Developing
Employees
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible website, in whole or in part.
LO 1
Recruiting
• Process of developing a pool of qualified

applicants who are interested in working for
the organization
• Goals
• Optimization of qualified applicant pool
• Generation of a pool of applicants who are both
qualified and interested
• Providing an honest and candid assessment of
available jobs and opportunities
Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HRM4 | CH7 2
LO 1
Figure 7.1 Organizational and Individual Goals in
Recruiting
© Cengage Learning®
LO 1
Internal and External Recruiting
• Internal recruiting: Process of looking inside

the organization for existing qualified
employees who are eligible for promotion
• Job posting
• Supervisory recommendations
• External recruiting: Process of looking to
sources outside the organization for
prospective employees
LO 1
Table 7.1 Advantages and Disadvantages of
Internal and External Recruiting
LO 1
External Recruiting and Realistic Job Previews
• Methods of external recruiting include:

• Word-of-mouth recruiting
• Advertisements
• Employment agencies
• College placement offices
• Digital recruiting
• Realistic job previews (RJP): Technique for
ensuring that job seekers understand the
actual nature of jobs available to them
LO 2
Figure 7.2 Steps in the Selection Process
©Cengage Learning®
LO 2
Basic Selection Criteria
Education and Skills and

experience abilities
Personal
Hiring for fit
characteristics
LO 3
Popular Selection Techniques
• Applications and background checks

• Ask applicants to fill an employment application
- Weighted application blank
- Biodata application blank
• Employment tests: Measure characteristics
of an individual
• Cognitive ability tests
• Psychomotor ability tests
• Personality tests and integrity tests
LO 3
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
Figure 7.3 A Sample Selection Process
LO 4
The Selection Decision - Multiple Indicators
• By using multiple approaches, firms can

counterbalance the measurement error in
one selection technique against another
• Banding
• Permits firms to select applicants from some
underrepresented group in the organization
while still ensuring high performance standards
LO 4
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
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
Legal and Effectiveness Issues in Recruiting LO 4
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 5
Figure 7.8 Assessing Training and Development
Needs
LO 5
Training and Development Techniques
• Work-based programs
• 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
• Instructional-based programs
• Lectures or discussions
• Computer-assisted instruction
• Programmed instruction
Training and Development Techniques LO 5
(Continued)
• 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 via planned interventions
• Techniques used include survey feedback, third-
party peacemaking, and process consultation

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Chapter 7 – Recruiting, Selecting, Training,

and Developing Employees

• Process of developing a pool of qualified

• Internal recruiting: Process of looking inside

• Methods of external recruiting include:

Education and Skills and

• Applications and background checks

• Work simulations or work samples

• By using multiple approaches, firms can

• Firms make at least one occasional selection

• Reliability: Consistency of a particular

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