Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Preface | p. xiii |
Recruiting Qualified People | p. 1 |
Recruitment Challenges | p. 3 |
Weather the Impact of a Fluctuating Economy | p. 3 |
Make Recruitment Efforts Succeed | p. 5 |
Attract and Compete for Qualified Applicants | p. 10 |
Establish and Adhere to High Standards of Excellence | p. 15 |
Summary | p. 16 |
Applicant and Employer Perspectives | p. 17 |
Corporate Culture | p. 17 |
Work and Personal Life Balance | p. 19 |
Applicant Expectations | p. 21 |
Employer Expectations | p. 24 |
Applicants' Questions | p. 26 |
Summary | p. 29 |
Recruitment Sources | p. 31 |
Prerecruitment Considerations | p. 31 |
Proactive and Reactive Recruitment | p. 33 |
Special Interest Groups | p. 34 |
Traditional Recruitment Sources | p. 38 |
Innovative Recruitment Sources | p. 49 |
Summary | p. 54 |
Electronic Recruiting | p. 55 |
Definition of an Internet Applicant | p. 55 |
Electronic Resumes | p. 56 |
Company Career Websites | p. 59 |
Internet Job Boards | p. 63 |
Additional Electronic Recruitment Alternatives | p. 64 |
International Electronic Recruitment | p. 65 |
Electronic Recruiting Risks | p. 67 |
Summary | p. 68 |
Interviewing Applicants | p. 69 |
Interview Preparation | p. 71 |
Do a Job Analysis | p. 71 |
Prepare a Job Description | p. 78 |
Find the Best Fit | p. 82 |
Review the Application and Resume | p. 84 |
Set the Stage | p. 87 |
Plan Basic Questions | p. 89 |
Summary | p. 92 |
Interviewing and Legal Considerations | p. 93 |
Employment Legislation | p. 93 |
Employment- and Termination-at-Will | p. 103 |
Negligent Hiring and Retention | p. 104 |
Record-Keeping Requirements | p. 105 |
Electronic Record-Keeping Guidelines | p. 108 |
Affirmative Action | p. 108 |
Diversity | p. 110 |
Discrimination Charges | p. 111 |
Questions to Avoid Asking | p. 113 |
Applicant Tracking | p. 117 |
Summary | p. 118 |
Competency-Based Questions | p. 120 |
Key Competency Categories | p. 121 |
Job-Specific Competencies | p. 123 |
Characteristics of Competency-Based Questions | p. 125 |
Competency-Based Lead-Ins | p. 127 |
When to Ask Competency-Based Questions | p. 128 |
Developing Competency-Based Questions | p. 130 |
Generic Competency-Based Questions | p. 134 |
Summary | p. 138 |
Additional Types of Questions | p. 140 |
Open-Ended Questions | p. 140 |
Hypothetical Questions | p. 144 |
Probing Questions | p. 146 |
Closed-Ended Questions | p. 148 |
Questioning Techniques for Different Stages of the Interview | p. 149 |
Questioning Techniques to Avoid | p. 155 |
Summary | p. 157 |
Interview Components | p. 158 |
Establish an Interview Format | p. 158 |
Put Applicants at Ease | p. 162 |
Get Started | p. 163 |
Balance Listening with Talking | p. 164 |
Interpret Nonverbal Communication | p. 166 |
Encourage Applicants to Talk | p. 171 |
Keep Applicants on Track | p. 173 |
Provide Information | p. 174 |
Consider the Role of Perception | p. 175 |
Summary | p. 177 |
Types of Employment Interviews | p. 178 |
Exploratory Interviews | p. 178 |
Telephone Screening Interviews | p. 182 |
Video Screening Interviews | p. 184 |
HR Interviews | p. 184 |
Departmental Interviews | p. 188 |
Panel Interviews | p. 189 |
Peer Interviews | p. 191 |
Interviews with Less-Than-Ideal Applicants | p. 192 |
Stress Interviews (How and Why to Avoid Them) | p. 194 |
Interviewing Pitfalls | p. 196 |
Summary | p. 197 |
Selecting the Best Fit | p. 199 |
Documenting the Interview | p. 201 |
Remember the Role of Documentation in the Selection Process | p. 201 |
Avoid Subjective Language | p. 202 |
Avoid Recording Unsubstantiated Opinions | p. 203 |
Refer to Job-Related Facts | p. 206 |
Be Descriptive | p. 210 |
Document Applicants with Limited Experience | p. 211 |
Keep Effective Notes | p. 212 |
Adhere to Documentation Guidelines | p. 220 |
Summary | p. 220 |
Preemployment Testing | p. 221 |
How Preemployment Tests Are Used | p. 221 |
Testing Advantages and Disadvantages | p. 222 |
Test Validation | p. 224 |
Testing and Bias | p. 226 |
Test Administration | p. 229 |
Testing Policies | p. 231 |
Testing Programs | p. 232 |
Testing Categories | p. 233 |
Computer-Based Testing | p. 241 |
Summary | p. 243 |
References and Background Checks | p. 244 |
References Versus Background Checks | p. 244 |
Legal Guidelines | p. 246 |
Reference Essentials | p. 250 |
Guidelines for Releasing and Obtaining Information | p. 256 |
Fundamentals of Background Checks | p. 258 |
Summary | p. 262 |
Social Networks and Hiring | p. 264 |
Social Networking Primer | p. 265 |
Uses | p. 268 |
Legal Risks | p. 271 |
Social Media Policy | p. 274 |
Social Media Versus Traditional Reference Checks | p. 276 |
Summary | p. 277 |
The Selection Process | p. 278 |
Final Selection Factors | p. 278 |
The Final Meeting | p. 279 |
Notifying Selected Applicants | p. 287 |
Notifying Rejected Applicants | p. 290 |
What Could Go Wrong? | p. 291 |
Summary | p. 293 |
Orienting New Employees | p. 295 |
Organizational Orientation | p. 297 |
Objectives | p. 297 |
Benefits | p. 299 |
Characteristics of a Successful Program | p. 302 |
Components | p. 303 |
Participants | p. 305 |
Format | p. 307 |
Timing and Duration | p. 307 |
Location and Setting | p. 307 |
Employee Feedback | p. 307 |
Summary | p. 308 |
Departmental Orientation | p. 311 |
Preparation | p. 312 |
Content | p. 316 |
Participants | p. 317 |
Onboarding | p. 321 |
Duration | p. 323 |
Summary | p. 324 |
Web-Based Orientation | p. 325 |
Overview | p. 325 |
Advantages | p. 328 |
Drawbacks | p. 330 |
Legal Concerns | p. 331 |
Conventional Versus Web-Based Orientation | p. 333 |
Blended Learning | p. 333 |
Summary | p. 335 |
Appendixes | p. 339 |
Job Posting Form | p. 341 |
Job Posting Application Form | p. 342 |
Sample E-Mail Cover Letter | p. 343 |
Work Environment Checklist | p. 344 |
Job Description Form | p. 345 |
Employment Application Form | p. 347 |
Interview Evaluation Form | p. 351 |
Exempt Reference Form | p. 352 |
Nonexempt Reference Form | p. 355 |
Notes | p. 359 |
Index | p. 361 |
Table of Contents provided by Ingram. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.
Preface
The primary focus of Recruiting, Interviewing, Selecting & Orienting New Employees, published first in 1986, then in 1991, again in 1998, and most recently in 2006, remains unaltered: It is still a comprehensive guide through the four stages of the employment process identified in the book’s title. The book’s wide-based readership is also the same: HR specialists who need in-depth information about the entire employment process; non-HR professionals whose jobs encompass select employmentrelated responsibilities; and seasoned HR practitioners looking for a refresher in one or more recruiting, interviewing, selecting, or orientation subcategories. The methods and techniques described continue to be applicable to all work environments: corporate and nonprofit, union and nonunion, technical and nontechnical, large and small. They also pertain to both professional and nonprofessional positions. And the book continues to be useful as a reference for training workshops in various aspects of the employment process and as a text for college and other courses dealing with employment issues.
That said, as a reflection of today’s evolving workforce, fluctuating economy, and interviewing trends, several topics have been added, expanded upon, or otherwise revised in this fifth edition. For example, an entirely new chapter explores differing applicant and employer workplace perspectives. This includes respective expectations, how personal and professional lives are best balanced, and what questions applicants are likely to ask of prospective employers. Another new chapter relates to the rapidly expanding impact of social networks on the hiring process, including their uses and legal risks, and a comparison of social media with traditional reference checks. A third new chapter examines web-based orientation programs, assessing their advantages and drawbacks, legal concerns, and a contrast of conventional and web-based sessions.
The content of each chapter has been carefully reviewed and updated; for instance, the chapter on references and background checks, Chapter 13, has a new look with expanded content. There are also numerous additions throughout each section, including the impact of a fluctuating economy, establishing and adhering to standards of excellence, expanded recruitment sources for special interest groups, updated electronic recruiting methods, additional electronic recruitment alternatives, electronic record-keeping guidelines, up-to-date legislation, testing, and bias. Also, the information in Part IV has been completely revised to reflect three distinct types of orientation: organizational, departmental, and web-based.
Appendixes have been modified, most notably the employment application form. There is also the addition of a sample e-mail cover letter.
This newly modified and expanded fifth edition offers the same, easy-to-follow format as the previous version: four distinct sections that replicate the topics identified in the book’s title. This compartmentalized approach meets the needs of readers wanting to focus on one or more stages of the employment process at any given time, as well as those who like knowing absolutely when one stage ends and another begins.
As with previous editions, readers are cautioned on two points: First, any reference made to specific publications, websites, services, or institutions is for informational purposes only and is not to be considered an endorsement. Second, this book is not intended to provide legal advice.
Recruiting, interviewing, selecting, and orienting new employees are tangible skills. How well you practice these skills will directly affect many common organizational problem areas, such as employee morale, absenteeism, and turnover. By diligently implementing the methods described in this book, your organization can greatly improve its employment efforts and levels of employee productivity.