Final paper

Human Resource Management MSL660/MPA606 Hall #4 Getting Them In & Getting Them Trained!

Format for Hall session

• Introduction of the Hall • Hall Topics • Christian worldview applications • Major points for the week’s learning

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Topics we’ll cover

• Selection & Placement • The Selection Process • The Types of Interviews • Background Investigations • Legal Concerns in the Selection Process • Training and How It Plays into Strategy • The Importance of Orientation • The Training Process & Its Four Steps

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Biblical Foundation: Proverbs 22:6

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Hall Objectives

• How do organizations select and place employees

• What is involved in the selection process • What types of interviews are used when selecting

employees • Why are background investigations important • How do organizations do training • What is involved in the training process

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Questions or Topics for Reflection & Study • What are the steps in the selection process? • Why is a structured interview better than a less-

structured interview? • Why is orientation important? • What is involved in the training process?

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Selection & Placement

• Selection – The process of choosing individuals with the correct qualifications needed to fill jobs in an organization.

• Placement – Fitting a person to the right job. ▫ Person/job fit, person/organization fit

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The Selection Process

• Fig. 7-4

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Sample Application Form

• Fig. 7-5

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Types of Interviews

• Structured interview – Interview that uses a set of standardized questions asked of all applicants ▫ Biographical (chronological order of experience) ▫ Behavioral (handled problem in the past) ▫ Competency (specific to job) ▫ Situational (handle specific job situations)

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Types of Interviews

• Less - Structured interview – Interview that occurs when the interviewer improvises by asking questions that are not predetermined ▫ Nondirective (answer to previous question

determines next question) ▫ Stress (designed to create anxiety & put pressure

on applicant)

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Questioning Techniques • Fig. 7-8

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Background Investigations

• Negligent hiring & retention • Legal constraints ▫ Fair Credit Reporting Act

• Medical exams & inquiries ▫ ADA, drug testing

• References

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Legal Concerns in the Selection Process • Who is an Applicant? ▫ Only accept for open positions

• Applicant Flow Documentation ▫ To fulfill EEO requirements

• Selecting for “Soft Skills” ▫ Non-cognitive abilities that are complementary to

outstanding job performance

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Training

• Training – Process whereby people acquire capabilities to perform jobs.

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Types of Training • Fig. 8-1

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Linking Strategies & Training

• Fig. 8-2

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Orientation

• Orientation – Planned introduction of new employees to their jobs, coworkers, and the organization. ▫ Favorable employee impression ▫ Provides organization & job information ▫ Enhances interpersonal acceptance by coworkers ▫ Accelerates socialization & integration of new

employee into the organization ▫ Ensures that employee performance &

productivity begin more quickly

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Systematic Training Process

• Fig. 8-4

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Training Needs Assessment

• Analyze what training might be necessary ▫ Organizational analysis

 Analyze organizational outcomes & look at future needs

▫ Job/task analysis  Review jobs involved & tasks performed in those

jobs ▫ Individual analysis

 Focuses on individuals & they perform their jobs

• Establish Training Objectives & Priorities

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Training Design Elements

• Fig. 8-6

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Training Delivery Options

• Fig. 8-7

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Training Evaluation • Levels of Evaluation

▫ Reaction ▫ Learning ▫ Behavior ▫ Results

• Training Evaluation Metrics ▫ Cost-benefit analysis ▫ Return-on-investment & benchmarking

• Training Evaluation Designs ▫ Post-measure ▫ Pre-/post-measure ▫ Pre-/post-measure w/ a control group

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Questions or Topics for Review

• What are the steps in the selection process? • Why is a structured interview better than a less-

structured interview? • Why is orientation important? • What is involved in the training process?

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What next?

• Take the Hall Quiz • Complete your detailed reading • Answer the discussion questions • Complete the writing assignments

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References

• Mathis, Robert & Jackson, John. (2011) Human Resource Management (13th ed.) Mason, OH: Cengage Southwestern.

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This concludes Hall 4