Effective Employee Selection, Induction, and Training
Topic 5: Selection
The process by which managers and others use specific instruments to choose from a pool of applicants the person most likely to succeed in the job.
Methods: Interviews
A selection procedure designed to predict future job performance based on applicants’ oral responses to oral inquiries.
- Occupational experience
- Academic achievement
- Interpersonal skills
- Personal qualities
- Organizational fit
Advantages of Interviews
- Useful for determining if the applicant has requisite communicative or social skills, which may be necessary for the job
- Interviewer can obtain supplementary information
- Used to appraise candidates’ verbal fluency
- Can assess the applicant’s job knowledge
- Enables the supervisor and co-workers to determine if there is compatibility between the applicant and the employees
- Allows the applicant to ask questions
- The interview may be modified as needed to gather important information
Disadvantages of Interviews
- Subjective evaluations are made
- Decisions tend to be made within the first few minutes of the interview, with the remainder of the interview used to validate or justify the original decision
- Interviewers form stereotypes concerning the characteristics required for success on the job
- Negative information seems to be given more weight
Preliminary Interview
To eliminate those who obviously do not meet the position’s requirements.
Telephone Interview
To cut down on wasted time and effort in the recruiting process.
General Types of Interviews
- Unstructured: The interviewer asks probing, open-ended questions
- Structured: The interviewer asks each applicant for a particular job the same series of job-related questions (situational questions, job-knowledge questions, job-sample questions)
- Behavioral Interview: Applicants are asked to relate actual incidents from their past relevant to the target job
- Stress Interview: The interviewer creates anxiety and makes the candidate uncomfortable
- Oral interview boards
Types of Tests
-
Personality Test: A selection procedure that measures the personality characteristics of applicants that are related to future job performance
-
Advantages:
- Lower turnover
- Information about interests and abilities
- Can identify interpersonal traits
-
Disadvantages:
- Difficult to measure personality traits
- Lack of diversity
- Lack of evidence
- Cost may be prohibitive
-
Advantages:
- Work-Sample Tests: Selection tests that help assess a candidate’s ability to perform specific tasks (prioritization, drafting, correcting, computer, typing)
Assessment Center
A selection technique that requires individuals to perform activities similar to those they might encounter in an actual job.
E-assessment
Online testing.
Topic 6: Induction
To induct a new employee into the new social setting of their work.
Phases
- A member of the Human Resource department informs the new employee of particulars relating to the organization
- The supervisor informs the newcomer about the job, duties, responsibilities, etc.
- They are introduced to the rest of the work team
Induction Program
- Introduction to the business and its personnel structure
- Layout of buildings (offices)
- Terms and conditions of employment
- Relevant personal policies, such as training, promotion, health, and safety
- Business rules and procedures
- Arrangement for employee involvement and communication
- Welfare, employee benefits, and facilities
22% of employees leave their job within six months of joining the organization due to a bad induction (not integrated into the work team).
Benefits of Induction Programs
Increased retention of newly hired employees, improved employee morale, and increased productivity. A proper induction will save you time and money in the long run.
Induction Training Advantages
- Help workers become effective quickly
- Improve motivation and performance
- Extend the range of skills of employees, enabling them to be more adaptable
- Allow employees to delegate, freeing time for key management activities
Training Unsatisfactory
- Unsatisfactory performance and low job satisfaction
- Absenteeism
- Tribunal cases if employees complain of unfair dismissal because of inadequate training
- High demands on managers
- Accidents leading to injuries
- Mistakes which are costly to the company
Checklist
- Introduction
- Introduction to the organization
- Job position
- Performance and work schedule
- Financial benefits
- Safety and security
Topic 7: Training
Provides learners with the knowledge and skills needed for their current jobs. The general attitude is to learn when it is relevant, meaningful, or emotional. The best time to learn is “just-in-time training”, training anywhere and when needed.
Benefits
- Increase quality and quantity of output
- Helps employees develop their full potential
- Increase in morale
- Reduced costs of production, better and more economical use of equipment
- Reduced costs of supervision as trained employees need less supervision
- Insurance of long-term stability and flexibility in the organization
Development
Involves learning that goes beyond today’s job and has a more long-term focus.
Factors Influencing Training and Development
- Top Management Support: Most successful when the manager takes part in training and development
- Commitment from specialists and generalists
- Technological Advances: Internet, computer technology, and intranet have a huge role
Training and Development Process
- Determine specific training and development needs
- Establish specific training and development objectives
- Management determines training and development methods and delivery systems
- Implement training and development programs and evaluate them in achieving organizational objectives
Training and Development Needs
- Organizational Analysis: Mission, goals, corporate plans
- Task Analysis: Tasks required to achieve a firm’s purposes (job descriptions)
- Person Analysis: Determine individual training needs. Use of performance appraisals for this
Training and Development Methods
- Instructor-Led: Instructor conveys a lot of information in short time periods
- Case Study: Trainees study information in cases and make decisions based on them
- Behavior Modeling: Permits a person to learn by copying the behaviors of others
- Role-Playing: Participants are required to respond to specific problems by acting in real-world situations
- Business Game: Live business situations assuming roles: president, controller, marketing VP, etc.
- In-Basket Training: Participant is asked to establish priorities (NPI)
- Job Rotation (Cross-Training): Employees move from one job to another to increment experience
Mentoring
An approach to advising, creating a practical relationship to enhance individual career, personal, and professional growth.
Coaching
Use of questioning techniques to make clients process their own thoughts and identify solutions. Observations and listening to understand the client’s situation.
Reverse Mentoring
A situation where older employees learn from younger ones.