Selection Test– Content Validity- Job related “typing tests– Construct Validity- topic/concept related to performance– I.Q.– Criterion Validity Prediction- SAT ACTW.A.I.S.- IQ test for adultsWondurlic- NFLDuke Power CaseHonesty TestAssessment CenterBEOTS: 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 techniquesTraining (now) – use right away- learning a new software program1. Sales training- test the product role playing2. Safety- see a video/ test3. Open/close the business- hand out check listDevelopment (later) – is for later application of what was learn1. Creative thinking techniques2. Ethics3. Management practicesTraining Needs Assessment– Strategy- SMPo Training- Organization needso Objectives- Job needs- Skills unmeto 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)- InternshipsLewin’s Change model- Unfreeze the situation- get ready for change- Action- make the change, training- Refreeze SOP1. “SmileSheet”2. Did you learn anything3. How will you use what you learned4. What will be the impact of using what you learned1. Show the final product2. Demonstrate the process3. Let the learner try (Coaching)4. Try alone5. Evaluate work6. correct any errorsCHAPTER 9BEOTS- Compare 1. Employee Development with career2. Name/Explain 5 stages of career development3. Career Development rolesKey terms- Career- long term perspective- Career development- Career Stages (5)- Mentory- Plateaued- “Big picture”- Strategic management process- internal analysis- Recruitment of talent- Selection of talent- Development of talentPg 21411/7/12Key Termso Plateaued- gone as far as you can or want to go in your careero Rising star- high potential individual that has a lot of room for growtho Self-assessment- you evaluating your self for the jobo Formal Mentoring program roles-  mentor,  employees, boss, companyo Must understand these roles in order to make well informed decisionsExplain how a formal mentoring program works and how to choose a mentor?Exam review 252 multiple choiceo Strategic thinking- Strategic Management Processo Situations Example: here is the problem she is facing, what is the best choice Only look at what’s given to uo Job analysis All the aspects of job analysiso Recruiting Looking for talent Good methods of finding talent EEO laws* - writing and ad, recruiting Which recruiting techniques are goodo 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)- IQ tests- Assessment centerso Reliabilityo Validity Different types of validityo Training and Development Differences between the two Activities for each What is true and not true about development and training- What are the ways to train peopleo Vestibule training- Evaluating trainingo Career development Stages of career development Who owns what in career development (YOU)Chapter 5: Human Resource Planning and Job AnalysisHuman resource planning- process of determining an organization’s human resource needs. Right number and kinds of people at the right place at the right timecapable of completing the organization’s needed tasks.o Mission Statement - a brief statement of the reason an organization is in businesso SWOT Analysis - the process of determining an organizations strengths, weaknesses, opportunities, and threats Strengths - an organization’s best attributes Core competency - organization’s strengths that represent unique skills or resources Weaknesses - resources an organization lacks or activities it does poorlyo Mission  Objectives and goals  strategy  Structure  Peopleo Human resource information system - a computerized system that assists in the processing of HRM info. o Replacement Chart - HRM organizational charts indicating positions that may become vacant in the near future and the individuals who may fill the vacancieso Determining the Demand for Labor - HRM managers must estimate the future demand for employees based on skills, knowledge and abilities of different jobs that meet the strategic direction of the organizationo Predicting the future labor supply - forecasting methods must allow for the recognition of specific jobs as well as the total number of vacancies Transfers, layoffs, sabbaticals and dismissals (INTERNAL)o Where will we find workers - there are many External sources for a company to recruit workers including graduates, job seekers, military veterans etc.o Matching Labor Demand and Supply - the objective of employment planning is to bring together the forecasts of future demand for workers and the supply for human resources. Pinpoint shortages and overstaffing Layoffs - may occur as a result of financial difficulty, mergers, plant closings, offshoring, changes in technology or organizational restructuring. The Costs of Downsizing -- Employees feel survivor guilt- They feel insecure because they may be next to go- Increased workload- Employees may leave to seek more stable company- Organizational culture may sufferJob Analysis-provides information about jobs currently being done and the knowledge, skills and abilities that individuals need to perform jobs adequatelyo Job analysis Methodsi. Observation method - a job analysis technique in which data are gathered by watching employees workii. Individual interview method - meeting with an employee to determine what his or her job entailsiii. Group interview method - meeting with a number of employeescollectively to determine what their job entailsiv. Structured questionnaire method - specifically designed questionnaire on which employees rate tasks they perform in their jobsv. Technical conference method - a job analysis technique that involves extensive input from the employee’s supervisorvi. Diary Method - requires job incumbents to record their daily activitieso Structured Job analysis Techniques O*Net -