1: Employee Selection: Recruitment & Interviewing2: Employee Selection: References and Testing3: Evaluating Employee Performance (textbook, chart P194) parasail should gave to employee when they were hired.4: Designing and Evaluating Training Systems1: Employee Selection: Recruitment & InterviewingRecruitment: What is it? Attracting qualified people to your business.- External - Internal External Recruitment: Media Ads- Sources (e.g. Newspaper, TV, radio…)- Only 10% of all jobs are advertised Effective Print Ads- Creative (so people can pay attention)- Attractive - Contain information about the job (more specific) - Types of ads (examples) 1: External Recruitment: Point of Purchase Methods- Signs- Cash register receipts- On-hold phone recording (e.g. Papa John)- Restaurant placement- Brochures- Sides of trucks (google)- Table tents …..P41External Recruitment: Internet Recruiting- Employer-based websites (e.g. google)- Internet recruiters (e.g. : monster.com/notjobs.com)- Social networking websites/blogsRecruiting for Upper Level Jobs- Recruiters (e.g. career fairs)- Employee Agencies and Search Firms 2: Internal Recruitment: Employee Referral Programs- Frequency of use - Incentives - Why are they so effective? RJPs: Realistic Job PreviewOffering Incentives What incentives would motivate you to take a job?- Bonus - 401k watch - Relocation- Vacation- Flexible schedules- Casual dress- Education….Evaluating Recruitment Effectiveness: Get a job – silhouettes. 剪剪- Time to fill - Retention rates - Cost per hire - Number of applicants - Job performance of new hires - EEO/diversity impact Employee Selection Methods: Get a job – silhouettes. 剪剪Optimal Employee Selection Systems- Are Reliable and Valid - Reduce the Chance of a Legal Challenge - Are Cost Effective Interviews: 98% use interview Test: measurement of a carefully chosen sample of behavior - Popular: 98% used- Problems - Types: unstructured vs. structured(use this one)Unstructured Interviews are Not Optimal- Reliability? No Validity? No Legal Issues? Legal problems- Because they are not job related. They are subjective, suffer from common rating problems. e.g.: where do you see yourself five years from now? What are your greatest strengths and weaknesses? What subject did you most enjoy in college? Why should I hire you?Structured Interviews are Optimal- They are: Reliability, Validity, not as prone to Legal Issues.- Because they are based on a job analysis (test, work condition, KSNOs). They ask the same questions of each applicant. Have a standardized scoring procedure. Structured Interview Goals- Understand the Applicant - Predict Job Performance - Predict Organizational Fit - Sell the Organization to the Applicant Types of Questions: Clarifiers – background/resume, Disqualifiers, Past-Focused, Skill Determiners, Future-Focused, Organizational-Fit Comparison (Validity Table)Conducting the Structured Interview- Choose interviewers for a panel - Interview applicants - After the interview Legal Issues and the Interview- Marital status, unwed motherhood - Spouse’s salary - Pregnancy, contraceptive practices - Number of children, child-care arrangements - Arrest record - Health conditions (described into job condition)- Height and weight - Citizenship Evaluation of test -- Interviews - Advantages - Disadvantages Types of Resumes- Chronological -- ordered- Functional – clear what skills you have (leadership, customer service)- Psychological – strengths: impression management, education/experienceCharacteristics of Effective Resumes- Basics – attractive and easy to read- No typing, spelling or factual mistake- Professional strengths – highest degree, work experience, computer skills, languages spoken, leadership experience….- Highlights – minor or concentration, GPA (overall and major), leadership positions, internships/practicums, community service….- Professional experience – include all relevant jobs, can include internship and volunteer work, for each job include date/duties/level of performance/reason for leaving…Other Issues- Video Resumes: try to be different and impressive. - Internet Information: e.g. google yourself, see if there any negative information. - Cover Letters: don’t cover same information, bring something new!- One page- Don’t beg/sounds desperate- Grammar and spelling in professional way- Don’t rehash resume- Don’t bad mouth your employer- Tailor you letter to each company- Direct letter to a particular person2: Employee Selection: References and TestingWhy Check References?- Resume fraud - New information - Potential discipline problems – credit checks: purpose is predict motivation to steal, determine character of application, FCRA: Fair Credit Reporting Act- Predict future performance Leniency Issues- Reasons: applicants often choose their own reference, and they have the right to see their files- Potential legal ramifications: Negligent hiring, Invasion of privacy, Negligent reference, Defamation Over view: Personal selection methods:1: Applicant ability: Cognitive Ability Tests- Predicts training and job performance for all jobs - Type of job ( more complex jobs use this one) Other Ability Tests- Perceptual Ability - Psychomotor Ability (剪剪剪剪)- Physical Ability Applicant Knowledge Tests – predict performance. (Bennett Mechanical Comprehension Test)Skill Tests Advantages and Disadvantages of KSAs Advantages:- High validity- Face validity (knowledge skills) - Easy to administer - Relatively inexpensiveDisadvantages:- Adverse impact- Low face validity (by the people who take the test, longitude ability)- Not well liked by applicants (cognitive ability)Work Samples - Definition: applicants perform task that replicate actual job tasks. - Advantages: directly related to the job, good validity/face validity, less adverse impact than ability test, provide RJP (realistic job preview)- Disadvantages: expensive to developer/maintain. Education: can predict behavior- Meta-Analyses- Education and Incremental Validity r=0.51- Validity of GPA: - Job performance, training performance, starting salary, promotions, and grade school performance.- Most predictive in the first year after graduation.- People with high GPAs are (positive)Prior Experience- Past behavior predicts future behavior - Types of experience: work vs. life- Predicting performance using: personality characteristics Personality