Selection Test Content Validity Job related typing tests Construct Validity topic concept related to performance Criterion Validity Prediction SAT ACT I Q W A I S IQ test for adults Wondurlic NFL Duke Power Case Honesty Test Assessment Center BEOTS Compare Training with Development and give 3 exmaple of activities for each and explain the 4 levels of evaluation of training along with advanced training validation techniques Training now use right away learning a new software program 1 Sales training test the product role playing 2 Safety see a video test 3 Open close the business hand out check list Development later is for later application of what was learn 1 Creative thinking techniques 2 Ethics 3 Management practices Training Needs Assessment Strategy SMP o Training Organization needs o Objectives Job needs Skills unmet o Person s needs for success Training activities evaluation success Key Terms OJT on the job training Job rotation weeks with one job and then switch Cross training everyone can do multiple things Vestibule Training they have a mock up with a fake check outs and shit Simulations Games for training and development trust games Internships Lewin s Change model Unfreeze the situation get ready for change Action make the change training Refreeze SOP 1 SmileSheet 2 Did you learn anything 3 How will you use what you learned 4 What will be the impact of using what you learned 1 Show the final product 2 Demonstrate the process 3 Let the learner try Coaching 4 Try alone 5 Evaluate work 6 correct any errors CHAPTER 9 BEOTS Compare 1 Employee Development with career 2 Name Explain 5 stages of career development 3 Career Development roles Key terms Career long term perspective Career development Career Stages 5 Mentory Plateaued Recruitment of talent Selection of talent Development of talent Pg 214 11 7 12 Key Terms Big picture Strategic management process internal analysis o Plateaued gone as far as you can or want to go in your career o Rising star high potential individual that has a lot of room for growth o Self assessment you evaluating your self for the job o Formal Mentoring program roles employees mentor boss company o Must understand these roles in order to make well informed decisions Explain how a formal mentoring program works and how to choose a mentor Exam review 2 52 multiple choice o Strategic thinking Strategic Management Process o Situations Example here is the problem she is facing what is the best choice Only look at what s given to u o Job analysis o Recruiting All the aspects of job analysis Looking for talent Good methods of finding talent EEO laws writing and ad recruiting Which recruiting techniques are good o Selection Law requirements ADA title 7 Ways to gather info legal and illegal Various kinds of documents job apps screening Interviewing people Types of questions FBO Tests Personality test assessment Assessment centers IQ tests o Reliability o Validity o Training and Development Different types of validity Differences between the two Activities for each What is true and not true about development and training What are the ways to train people o Vestibule training Evaluating training o Career development Stages of career development Who owns what in career development YOU Chapter 5 Human Resource Planning and Job Analysis Human resource planning process of determining an organization s human resource needs Right number and kinds of people at the right place at the right time capable of completing the organization s needed tasks o Mission Statement business weaknesses opportunities and threats o SWOT Analysis a brief statement of the reason an organization is in the process of determining an organizations strengths Strengths Core competency skills or resources Weaknesses poorly an organization s best attributes organization s strengths that represent unique resources an organization lacks or activities it does o Replacement Chart o Mission Objectives and goals strategy Structure People o Human resource information system a computerized system that assists HRM organizational charts indicating positions that in the processing of HRM info may become vacant in the near future and the individuals who may fill the vacancies future demand for employees based on skills knowledge and abilities of different jobs that meet the strategic direction of the organization forecasting methods must allow for the recognition of specific jobs as well as the total number of vacancies Transfers layoffs sabbaticals and dismissals INTERNAL HRM managers must estimate the o Determining the Demand for Labor o Predicting the future labor supply o Where will we find workers o Matching Labor Demand and Supply there are many External sources for a company to recruit workers including graduates job seekers military veterans etc planning is to bring together the forecasts of future demand for workers and the supply for human resources Pinpoint shortages and overstaffing closings offshoring changes in technology or organizational restructuring may occur as a result of financial difficulty mergers plant the objective of employment The Costs of Downsizing Layoffs Employees feel survivor guilt They feel insecure because they may be next to go Employees may leave to seek more stable company Organizational culture may suffer Increased workload Job Analysis provides information about jobs currently being done and the knowledge skills and abilities that individuals need to perform jobs adequately o Job analysis Methods o Structured Job analysis Techniques ii meeting with a number of employees i Observation method iii Group interview method meeting with an employee to a job analysis technique in which data are gathered by watching employees work Individual interview method determine what his or her job entails collectively to determine what their job entails questionnaire on which employees rate tasks they perform in their jobs involves extensive input from the employee s supervisor vi Diary Method activities requires job incumbents to record their daily iv Structured questionnaire method v Technical conference method a job analysis technique that specifically designed database that contains information on hundreds of O Net careers and is continually updated and provided online at no costs Mix of knowledge skills and abilities in 6 categories abilities work values work a Worker Characteristics b Worker Requirements c Experience Requirements skills knowledge education experience and