Copyright © 2004 Prentice Hall. All rights reserved.9–1 The Basic HR Process FIGURE 9–1.

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Presentation transcript:

Copyright © 2004 Prentice Hall. All rights reserved.9–1 The Basic HR Process FIGURE 9–1

Copyright © 2004 Prentice Hall. All rights reserved.9–2 Steps in the Recruitment and Selection (staffing) Process FIGURE 9–2

Copyright © 2004 Prentice Hall. All rights reserved.9–3 Sources of Recruits Current employees Advertising The Internet Employment agencies  Public  Private Contingent workers and temporary help agencies Executive recruiters Employee referrals Walk-ins College recruiting Recruiting for a diverse workforce

Copyright © 2004 Prentice Hall. All rights reserved.9–4 Job Analysis  The procedure used to determine the duties of particular jobs and the kinds of people (in terms of skills and experience) who should be hired for them. Job Specification  The human qualifications in terms of traits, skills, and experiences required to accomplish a job. Job Description  A document that identifies a particular job, provides a brief job summary, and lists specific responsibilities and duties of the job.

Copyright © 2004 Prentice Hall. All rights reserved.9–5 Testing for Employee Selection Uses of Tests  Reliability (repeatability of test results)  Validity (measures what it purports to measure) Types of Tests  Intelligence  Mechanical comprehension  Personality and interests  Ability/achievement (current capabilities/knowledge)  Aptitude (performance potential)  Management assessment center

Copyright © 2004 Prentice Hall. All rights reserved.9–6 Conducting Effective Interviews Plan the interview Structure the interview Establish rapport Ask effective questions Delay your decision Close the interview

Copyright © 2004 Prentice Hall. All rights reserved.9–7 Training Employees Training Program Steps  Needs analysis  Instructional design  Validation  Implementation  Evaluation and follow-up Orientation

Copyright © 2004 Prentice Hall. All rights reserved.9–8 Employee Appraisal Performance Appraisal Typical Performance Appraisal Critical Incidents Forced Distribution 360-degree Feedback

Copyright © 2004 Prentice Hall. All rights reserved.9–9 Forms of Employee Compensation Fixed Salary Hourly Wage Benefits Financial Incentive  Bonus  Stock

Copyright © 2004 Prentice Hall. All rights reserved.9–10 Guidelines for Interviewees Prepare Make a good first impression Uncover the interviewer’s needs Relate your answers to the interviewer’s needs Think before answering Watch your nonverbal behavior