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UH TELS 3345 - Chap6-9 pages

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Chap6: Employee Selection244: Selection Process245: Begin with a Job Analysis & Steps in the selection Process246: Obtaining reliable and Valid Information 1. Reliability2. Validity247: Initial Screening: Cover Letters and Resumes248: Internet Checks and Phone Screening249: Video Resume Application Forms: 250:1. Application date2. Educational background3. Experience4. Arrests and criminal convictions5. National Origin6. References7. Disabilities251:Disclaimers: EEOC at will statements, reference checks, employment testing, information falsificationOnline ApplicationsEmployment Interviews252: The Nondirective interview1. Nondirective InterviewThe Structured Interview1. Structured Interview253: Situational Interview Behavioral Description Interview (BDI)254: Panel and Sequential Interviews1. Panel Interview255: Sequential InterviewPhone Interviews. Computer Interviews,256: Video Interviews: Virtual interview, Guidelines for Employment Interviewers257: Interview Training, Variables in the Employment Interview258: 11 Ground rules for employment interviews, Diversity Management: Are your questions Legal259: Post Interview Screening:Reference Checks260: APPROPRIATE AND INNAPROPRIATE INTERVIEW QUESTIONS.261: Privacy Act 1974, Sample reference-checking questions262: Background Checks: negligent hiring Credit Checks263: Preemployment Tests: preemployment tests265: Type of Tests:1. Job Knowledge Tests2. Work Sample Tests266:3. Assessment Center Tests-- In basket Exercises- Leaderless group discussion- Role-Playing- Behavioral Interviews267: Cognitive Ability Tests and Examples of Tests268: Bio data Tests Personality and interest Inventories:1. Extroversion2. Agreeableness3. Conscientiousness4. Neuroticism5. Openness to Experience269: Honesty and Integrity Tests Polygraph Tests270: Physical Ability Tests Medical Examinations271: Drug Tests272: Determining the Validity of tests:1. Criterion-Related Validity2. Concurrent Validity3. Predictive Validity4. Cross-Validation273: Content Validity274: Construct Validity***BEST PRACTICES FOR EMPLOYEE TESTIGN AND SELECTION275: Reaching a Selection Decision---Candidate Evaluation Form276: Summarizing Information about Applicants Decision Making Strategy- Can do and Will Do factors in selection decisions277: Clinical Approach Statistical Approach1. Compensatory Model2. Multiple cutoff model3. Multiple hurdle model279: SELECTION RATIO, Final Decision280: SUMMARYCHAPTER 7: TRAINING AND DEVELOPMENT292: Scope of Training, Investments in Training,293: Strategic Approach to Training- 1. Needs assessment, 2. Program design, 3. Implementation, 4. Evaluation294: Phase 1: Conducting the Needs Assessment: chief learning officer, STRATEGIC MODEL OF TRAINING-Phase 1-4295: Figure: Needs Assessment for Training: ORGANIZATION ANALYSIS, TASK ANALYSIS, PERSON ANALYSIS296: Develop a Plan297: Task Analysis, Competency Assessment298:**A competency assessment for a managerial Positon**299: Person Analysis300: Phase 2: Designing the Training Program, 1.INSTRUCTIONAL OBJECTIVES, 2. Trainee Readiness and …… Motivation301: Principles of Learing. GOAL SETTING FIGURE 7.4302: MEANINGFULNESS OF PRESENTATION, MODELING, INDIVIDUAL DIFFERENCES, ACTIVE PRACTICE ……..ANDREPETITION303:WHOLE-VERSUS-PART LEARNING, MASSED-VS-DISTRIBUTED LEARNING, FEEDBACK & …….REEINFORCEMENT, BEHAVIOR MODICIFACTION304: SPOT REWARDS, Characteristics of Instructors1. Knowledge of subject 2. Adaptability 3. Sincerity4. Sense of Humor305: 5. Interest6. Clear Instructions7. Individual Assistance8. EnthusiasmPhase 3: Implementing the Training Program, training Methods for Nonmanagerial Employees, ON THE JOB TRAINING (OJT)306: OJT: Develop realistic goals, plan specific training schedule, help managers establish, conduct periodic evaluations. FIGURE 7.6 PROPER- P- PREPARE- R- REASSURE- O- ORIENT- P- PERFORM- E- EVALUATE- R- REINFORCE AND REVIEW307: Apprenticeship Training, Cooperative Training, Internships, and Governmental Training308: Internship Programs, Classroom Instruction: Blended learning309: Figure 7.7 Training Delivery Methods310: Programmed Instruction, Audiovisual Methods, Simulation Method311: E- learning, Just-in-Time training312: Learning Management Systems (LMS), Methods for Management Development313: On the Job Experiences1. Coaching2. Understanding assignments3. Job rotation and lateral transfers4. Special projects and juniorboards5. Acton learning6. Managerial Staff Meetings7. Planned Career Progressions Seminars and Conferences314: Case Studies, Management Games and Simulations315: Figure 7.8 When using case Studies, Role Playing:1. Ensure members gotten to know each other 2. Prepare role-players by introducing specific situation316: 3. Realize volunteers make better role-players 4. Prepare observers giving specific tasks, offering feedback 5. Guide role-play enactment through its bumps ( 6. Keep it short Behavior modeling: learning points, modeling, practice role-play, feedback and reinforcement Tuition Assistance Programs317: Corporate Universities318: PHASE 4: Evaluating the Training Program, CRITERION 1: REACTIONS, FIG 7.9319: CRITERION 2: LEARNING CRITERION 3: BEHAVIOR, TRANSFER OF TRAINING320: CRITERION 4: RESULTS, OR (ROI) RETURN ON Investment= results/Training costs321:**Calculating training ROI, BENCHMARKING322:***Plan, Do, Check, Act..Benchmarking HR Training323: Additional Training and Development Programs, Orientation Training1. Intro to other employees2. Outline of training3. Expectations for attendance, conduct, appearance,4. Condition of employment: hours and pay periods5. Explanation of job duties, standards, appraisal criteria6. Safety regulations,7. List of chain of command8. Explanation of organizations purpose and strategic goals324:****CHECKLIST FOR ORIENTING NEW EMPLOYEES** ONBOARDING325: Basic Skills Training: Reading, writing, computing, speaking, listening, problem-solving, managing Oneself, knowing how to learn, working as a team, leading others326: 1.Explain to employees why and how training will help, 2.relate training to employees goals, 3.respect and considerparticipants experiences and use as resource,4. Use a task-centered or problem centered approach, 5.give employee’s feedback327:***Figure 7.10 TEAM TRAINING SKILLS*** Ethics Training328: chief ethics officer, Diversity Training329:**Additional Ethics


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