© 2010 Cengage/South-Western. All rights reserved. Chapter 9: THE SUPERVISOR AND EMPLOYEE RECRUITMENT, SELECTION, ORIENTATION, AND TRAINING Leonard: Supervision

© 2010 Cengage/South-Western.All rights reserved.© 2010 Cengage/South-Western.All rights reserved.

Chapter 9: Chapter 9: THE SUPERVISOR THE SUPERVISOR AND EMPLOYEE AND EMPLOYEE RECRUITMENT, RECRUITMENT, SELECTION, SELECTION, ORIENTATION, AND ORIENTATION, AND TRAININGTRAININGLeonard: Supervision 11eLeonard: Supervision 11e

Chapter 9: Chapter 9: THE SUPERVISOR THE SUPERVISOR AND EMPLOYEE AND EMPLOYEE RECRUITMENT, RECRUITMENT, SELECTION, SELECTION, ORIENTATION, AND ORIENTATION, AND TRAININGTRAININGLeonard: Supervision 11eLeonard: Supervision 11e

© 2010 Cengage/South-Western. All rights reserved. 9–2

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:1.1. Discuss the staffing function and describe the role of Discuss the staffing function and describe the role of

the human resources department.the human resources department.

2.2. Explain how the supervisor prepares to fill job Explain how the supervisor prepares to fill job openings and why job descriptions and job openings and why job descriptions and job specifications are essential to this task.specifications are essential to this task.

3.3. Discuss the selection process and the use of directive Discuss the selection process and the use of directive and nondirective interviewing in the process.and nondirective interviewing in the process.

4.4. Describe how the supervisor should prepare for and Describe how the supervisor should prepare for and conduct an effective selection interview.conduct an effective selection interview.

5.5. Explain the hiring decision and the importance of Explain the hiring decision and the importance of documentation.documentation.


AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)6.6. Understand how to conduct an effective onboarding Understand how to conduct an effective onboarding

program.program.

7.7. Explain approaches to training and the supervisor’s Explain approaches to training and the supervisor’s role in employee development.role in employee development.


The Staffing Function and the The Staffing Function and the Human Resources DepartmentHuman Resources Department

• The Staffing FunctionThe Staffing Function Includes recruitment, selection, placement, Includes recruitment, selection, placement,

orientation, training of employees, evaluation of orientation, training of employees, evaluation of employees’ performance and input into how employees’ performance and input into how employees are to be rewarded based on their employees are to be rewarded based on their performance.performance.

• Human Resources Management (HRM)Human Resources Management (HRM) Organizational philosophies, policies, and practices Organizational philosophies, policies, and practices

that strive for the effective use of employees.that strive for the effective use of employees.


The Staffing Function and the The Staffing Function and the Human Resources DepartmentHuman Resources Department

• Human Resources (HR) DepartmentHuman Resources (HR) Department Is the department that provides advice and service to Is the department that provides advice and service to

other departments on human resource matters.other departments on human resource matters.

Assists supervisors in staffing policies and decisions.Assists supervisors in staffing policies and decisions.

Aids in recruitmentAids in recruitment

Ensures that the organization’s employment policies Ensures that the organization’s employment policies and practices comply with EEO laws and regulations.and practices comply with EEO laws and regulations.


Duties of Human Resources Duties of Human Resources ProfessionalsProfessionals

• Monitor the external environment for forces that are Monitor the external environment for forces that are beyond the control of the organization but could affect beyond the control of the organization but could affect long-term performance.long-term performance.

• Develop and initiate strategic initiatives that support the Develop and initiate strategic initiatives that support the organization’s mission and objectives.organization’s mission and objectives.

• Manage the human-resources process, from recruiting Manage the human-resources process, from recruiting and training to compensating and coordinating and training to compensating and coordinating employee-management relations activities.employee-management relations activities.

• Deal with day-to-day supervision/employee issues that Deal with day-to-day supervision/employee issues that could impede organizational effectiveness.could impede organizational effectiveness.


FIGURE FIGURE 9.9.11 AAn overview of the role for the n overview of the role for the human resources department.human resources department.


Preparing to Meet Staffing NeedsPreparing to Meet Staffing Needs

• Determining the Need for EmployeesDetermining the Need for Employees How many positions are needed to get the work done How many positions are needed to get the work done

and how employees should work together?and how employees should work together?

• Developing Job Descriptions and Job Developing Job Descriptions and Job SpecificationsSpecifications Match jobs with individuals with the aid of job Match jobs with individuals with the aid of job

descriptions which indicate the duties and descriptions which indicate the duties and responsibilities of each job.responsibilities of each job.


FIGURE FIGURE 9.9.22 How to develop job descriptions.How to develop job descriptions.

Step 1: Prepare a questionnaire to be sent to housekeeping employees and their supervisors asking them to list what they feel are the major functions and sub-functions that must be performed to do their jobs effectively.

Step 2: Have several higher-level managers who are interested in housekeeping list the functions they feel should and should not be performed by housekeepers.

Step 3: Find out from others in the organization what they believe should and should not be housekeeping functions.

Step 4: Tabulate the results from each of the preceding three sources.

Step 5: Reconcile the three preceding viewpoints with the objectives of your organization, and prepare a detailed list of housekeeper activities.

Step 6: Classify activities as major or minor.

Step 7: Determine what each housekeeper needs to know and what qualifications are necessary to perform designated activities, and specify why each activity is to be performed.

Step 8: Submit the results of Steps 5 through 7 to a committee of housekeepers and supervisors for discussion and recommendations. At this point, you may find that you have been asking employees to do more than could reasonably be accomplished. Revise and finalize the job description and job specification as needed.

Step 9: Follow the eight preceding steps, when you feel changes in products, equipment, the economic climate, or service demands necessitate a change in the job. Review and update at least annually.

The following steps were taken to prepare a job description for the position of housekeeper in a hospital:


Preparing to Meet Staffing Needs Preparing to Meet Staffing Needs (cont’d)(cont’d)

• Determining How Many Employees to HireDetermining How Many Employees to Hire New positions due to expansion of the department or New positions due to expansion of the department or

creation of a new department creation of a new department Replacement of departing employeeReplacement of departing employee New skill requirementsNew skill requirements New functions added to the departmentNew functions added to the department Increased workload for the departmentIncreased workload for the department


Preparing to Meet Staffing Needs Preparing to Meet Staffing Needs (cont’d)(cont’d)

• Soliciting Recruitment and Selection AssistanceSoliciting Recruitment and Selection Assistance Human resources handles internal and external Human resources handles internal and external

recruitment by:recruitment by: Filling positions through promotions from within and transfers Filling positions through promotions from within and transfers

using:using:– Computerized databases of employee skills inventoriesComputerized databases of employee skills inventories

– Job posting and employee biddings for job vacanciesJob posting and employee biddings for job vacancies Processing outside sources of job applicants:Processing outside sources of job applicants:

– Accepting applicationsAccepting applications

– Conducting preliminary interviewsConducting preliminary interviews

– Making reference checksMaking reference checks

– Administering skill and aptitude testsAdministering skill and aptitude tests


Interviewing and Choosing fromInterviewing and Choosing fromamong Qualified Applicantsamong Qualified Applicants

• Supervisors:Supervisors: Should make or should have considerable input in Should make or should have considerable input in

making the final decision to hire any candidate for a making the final decision to hire any candidate for a job in their departments.job in their departments.

Should not make staffing decisions without Should not make staffing decisions without considering the legal ramifications of their decisions.considering the legal ramifications of their decisions.

• Title VII of the Civil Rights Act of 1964Title VII of the Civil Rights Act of 1964 Prohibits employment practices that discriminate on Prohibits employment practices that discriminate on

the basis of race, gender, color, religion, and national the basis of race, gender, color, religion, and national origin.origin.


Interviewing and Choosing fromInterviewing and Choosing fromamong Qualified Applicants (cont’d)among Qualified Applicants (cont’d)

• Equal Employment Opportunity (EEO) and Equal Employment Opportunity (EEO) and Affirmative-Action ProgramsAffirmative-Action Programs Employers must make good-faith efforts to recruit, Employers must make good-faith efforts to recruit,

hire, and promote members of protected classes so hire, and promote members of protected classes so that their percentages in the organization that their percentages in the organization approximates their percentages in the labor market.approximates their percentages in the labor market.


The Selection ProcessThe Selection Process

• SelectionSelection Is the process of choosing the best applicants to fill Is the process of choosing the best applicants to fill

positions.positions.

• Selection CriteriaSelection Criteria Are job-related factors used to choose among Are job-related factors used to choose among

applicants who apply for a job.applicants who apply for a job. Examples: education, knowledge, experience, test scores, Examples: education, knowledge, experience, test scores,

application forms, background investigations, and application forms, background investigations, and interpersonal skillsinterpersonal skills


FIGURE FIGURE 9.9.33 Goals of the employment interview.Goals of the employment interview.

Goals of the Applicant (the Interviewee)

1. Obtain information about the job

2. Obtain information about the organization

3. Determine whether the job matches the applicant’s needs

4. Determine whether the applicant wants the job

5. Communicate important information about himself or herself

6. Favorably impress the employer (the interviewer)

Goals of the Employer (the Interviewer)

1. Promote the organization

2. Attract the best possible applicant

3. Gather information about the applicant

4. Assess how well the applicant’s qualifications match the job requirements

5. Determine whether the applicant will fit well with the organization and other employees

Source: Northeastern University’s Career Services’“Successful Interviewing“ web page provided the foundation for this figure. Students may wish to visit http://www.dac.neu.edu/coop.careerservices/interview.html to obtain a preformatted copy of the “Successful Interviewing” handout.


Adopting Basic Interviewing Adopting Basic Interviewing ApproachesApproaches

• Directive InterviewDirective Interview Is an interview approach in which the interviewer Is an interview approach in which the interviewer

guides the discussion along a predetermined course.guides the discussion along a predetermined course.

Is sometimes called a “patterned” or “structured” Is sometimes called a “patterned” or “structured” interview.interview.

Uses an outline to help the interviewer ask specific Uses an outline to help the interviewer ask specific questions to cover each topic on which information is questions to cover each topic on which information is wanted for each applicant.wanted for each applicant.

Allows the interviewer to question and expand on Allows the interviewer to question and expand on related areas.related areas.


Adopting Basic Interviewing Adopting Basic Interviewing Approaches (cont’d)Approaches (cont’d)

• Nondirective InterviewNondirective Interview Is an interview approach in which the interviewer asks Is an interview approach in which the interviewer asks

open-ended questions that allow the applicant latitude open-ended questions that allow the applicant latitude in responding.in responding.

Encourages interviewees to talk freely and in depth.Encourages interviewees to talk freely and in depth.

Is generally more difficult and time-consuming to Is generally more difficult and time-consuming to conduct than directive interviews.conduct than directive interviews.


Preparing For A Selection InterviewPreparing For A Selection Interview

• The supervisor must know what information is The supervisor must know what information is needed from the applicant, how to get this needed from the applicant, how to get this information, and how to interpret it.information, and how to interpret it. Understanding the Influence of Equal Employment Understanding the Influence of Equal Employment

Opportunity (EEO) LawsOpportunity (EEO) Laws Only job-related questions should be asked.Only job-related questions should be asked.

Selection criteria must be:Selection criteria must be:

– OObjective (is undistorted by bias)bjective (is undistorted by bias)

– UUniform in application (is required of all candidates)niform in application (is required of all candidates)

– CConsistent in effect (does not selectively impact candidates)onsistent in effect (does not selectively impact candidates)

– HHave job relatedness (is necessary to perform the job)ave job relatedness (is necessary to perform the job)


FIGURE FIGURE 9.9.44 Areas of unlawful or potentially unlawful questions in Areas of unlawful or potentially unlawful questions in applications and employment interviews.applications and employment interviews.

Subject of Inquiry Unlawful or Potentially Unlawful Questions

Applicant’s name 1. Maiden name2. Original name (if legally changed)

Civil and family status 1. Marital status2. Number and ages of applicant’s children3. Child-care arrangements4. Is applicant pregnant or does she contemplate pregnancy?

Address 1. Foreign addresses that would indicate the applicant’s national origin

Age 1. Before hiring, requests for birth certificate, baptismal certificate, or statement of age

Birthplace 1. Birthplace of applicant (national origin)2. Birthplace of applicant’s spouse, if any, and parents3. Lineage, ancestry, or nationality

Race and color 1. Any question that would indicate the applicant’s race or color

Citizenship* 1. Country of citizenship, if not the United States2. Does the applicant intend to become a U.S. citizen?3. Citizenship of spouse, if any, and of parents

Disabilities 1. Pre-employment physical examinations or questions about an applicant’s physical or mental condition

Religion 1. Religious denomination2. Clergyperson’s recommendation or references3. Any inquiry into willingness to work a particular religious holiday

Arrests and convictions 1. Numbers and kinds of arrests

Education 1. Nationality, race, or religious affiliation of schools

2. Native tongue or how foreign-language skills were acquired

Organizations 1. Is the applicant a member of any association other than a union and/or aprofessional or trade organization?

Military experience 1. Type of discharge from the U.S. Armed Forces

2. Did the applicant have military experience with governments other than the U.S. government?

Relatives 1. Names and/or addresses of any relatives

*The Immigration Reform and Control Act of 1986 requires that employers determine that anyone they hire is a U.S. citizen or has legal residency status.


Preparing For A Selection Interview Preparing For A Selection Interview (cont’d)(cont’d)

• Reviewing the Applicant’s BackgroundReviewing the Applicant’s Background Sources of Background Information:Sources of Background Information:

ApplicationApplication—completeness and consistency—completeness and consistency

Employment test results related to job-performance, Employment test results related to job-performance, integrity/honesty, and drug testsintegrity/honesty, and drug tests

References checked and verified with previous employersReferences checked and verified with previous employers

Consequences of Failing to Check AdequatelyConsequences of Failing to Check Adequately Risks of liability for negligent hiring when background checks Risks of liability for negligent hiring when background checks

were not conducted properly.were not conducted properly.


Preparing For A Selection Interview Preparing For A Selection Interview (cont’d)(cont’d)

• Preparing Key QuestionsPreparing Key Questions List directive and nondirective questions that are vital List directive and nondirective questions that are vital

to the selection decision and are job related.to the selection decision and are job related. Focus questions on competencies:Focus questions on competencies:

The set of skills, knowledge, and personal attributes The set of skills, knowledge, and personal attributes possessed by the superior performer.possessed by the superior performer.

A thorough plan for the employment interview is well A thorough plan for the employment interview is well worth the time spent preparing it.worth the time spent preparing it.

• Establishing a Conducive Physical SettingEstablishing a Conducive Physical Setting Privacy and some degree of comfort are important Privacy and some degree of comfort are important

components of a good interview setting.components of a good interview setting.


FIGURE FIGURE 9.9.55 Using one competency to develop Using one competency to develop behavioral indicators and interview behavioral indicators and interview questions.questions.

Behavioral Indicators• Performs well with minimal supervision.• Tries to handle issues independently rather than passing them on.• Uses the supervisor as a resource but acts independently most of the time.• Demonstrates the ability to learn and draw inferences from difficult experiences.

Interview Questions• Describe a situation in which you had to arrive at a quick conclusion and take

action.• Tell me about a situation in which you had to make a decision on your own under

pressure.• Describe a time when you had to rely on your own judgment to make a decision.• Tell me about the most difficult decision you’ve had to make in your job. What

made it difficult?

COMPETENCY: INDEPENDENT JUDGMENTDefinition: Uses discretion in interpreting company procedures to make decisions in ambiguous situations.

Source: This example, from Linkage Inc.’s Interviewing Skills Workshop, appeared in Ron Zemke and Susan Zemke, “Putting Competencies to Work,” Training (January 1999), p. 72. Reproduced with permission. © 1999. Lakewood Publications, Minneapolis, MN. All rights reserved. Not for resale.


Conducting the Selection InterviewConducting the Selection Interview

• Opening the interviewOpening the interview A limited informal opening helps to put the applicant at ease.A limited informal opening helps to put the applicant at ease.

• Explaining the JobExplaining the Job Realistic organizational preview (ROP)Realistic organizational preview (ROP)

Sharing information by an interviewer with a job applicant Sharing information by an interviewer with a job applicant concerning the mission, values, and direction of the concerning the mission, values, and direction of the organization.organization.

Realistic job preview (RJP)Realistic job preview (RJP) Information given by an interviewer to a job applicant that Information given by an interviewer to a job applicant that

provides a realistic view of both the positive and negative provides a realistic view of both the positive and negative aspects of the job.aspects of the job.


Conducting the Selection Interview Conducting the Selection Interview (cont’d)(cont’d)

• Asking Effective QuestionsAsking Effective Questions Phrase questions to probe for additional details Phrase questions to probe for additional details

related to information on the application.related to information on the application. Ask for specific information relevant to the work Ask for specific information relevant to the work

situation.situation. Use judgment and tact when questioning applicants, Use judgment and tact when questioning applicants,

avoid leading or trick questions.avoid leading or trick questions.

• Taking NotesTaking Notes Written information is especially important when a Written information is especially important when a

supervisor interviews a number of applicants.supervisor interviews a number of applicants.


Avoiding Interviewing and Avoiding Interviewing and Evaluation PitfallsEvaluation Pitfalls

• Halo EffectHalo Effect The tendency to allow one favorable aspect of a The tendency to allow one favorable aspect of a

person’s behavior to positively influence judgment on person’s behavior to positively influence judgment on all other aspects.all other aspects.

• Horns Effect Horns Effect The tendency to allow one negative aspect of a The tendency to allow one negative aspect of a

person’s behavior to negatively influence judgment on person’s behavior to negatively influence judgment on all other aspects.all other aspects.


Conducting the Selection Interview Conducting the Selection Interview (cont’d)(cont’d)

• Closing the InterviewClosing the Interview Treat the candidates fairly and courteouslyTreat the candidates fairly and courteously

Immediate hiring or rejectionImmediate hiring or rejection Deferred decision (with notice of timeframe)Deferred decision (with notice of timeframe)

• Completing the Post Interview Evaluation FormCompleting the Post Interview Evaluation Form The supervisor and other members of the interview The supervisor and other members of the interview

team should complete an evaluation form or interview team should complete an evaluation form or interview summary shortly after the interview while the summary shortly after the interview while the information is still fresh in their minds.information is still fresh in their minds.


Making the Hiring DecisionMaking the Hiring Decision

• The supervisor wants to select employees who The supervisor wants to select employees who will contribute to excellent departmental will contribute to excellent departmental performance.performance. A review of the selection criteria is critical to A review of the selection criteria is critical to

identifying the best applicant. identifying the best applicant.

Subordinates, peers, or team members may have a Subordinates, peers, or team members may have a say in determining who is hired.say in determining who is hired.

Documentation of the selection process is critical in Documentation of the selection process is critical in helping to demonstrate that the process is based on helping to demonstrate that the process is based on job-related factors and is nondiscriminatory.job-related factors and is nondiscriminatory.


Bringing New Employees OnboardBringing New Employees Onboard

• OnboardingOnboarding

A continuous process of assimilation and growth within the A continuous process of assimilation and growth within the organization for new hires. organization for new hires.

Onboarding occurs when the new employee begins and Onboarding occurs when the new employee begins and continues indefinitely continues indefinitely


Getting New Hires OnboardGetting New Hires Onboard

• Welcome to the DepartmentWelcome to the Department

• Introduction to Team MembersIntroduction to Team Members

• Explain Duties and ExpectationsExplain Duties and Expectations Why job is importantWhy job is important Where job fits inWhere job fits in Freedom to make decisionsFreedom to make decisions When job is well doneWhen job is well done

• Hitch to starsHitch to stars

• Daily Follow-upDaily Follow-up

• Employee HandbookEmployee Handbook

• Compensation and BenefitsCompensation and Benefits

• Attendance and Other PoliciesAttendance and Other Policies


Training and Developing EmployeesTraining and Developing Employees

• On-the-Job TrainingOn-the-Job Training Supervisors may train employees directly or have Supervisors may train employees directly or have

experienced employees conduct training.experienced employees conduct training. Advantages: standardizes training and helps the supervisor Advantages: standardizes training and helps the supervisor

get to know new employeesget to know new employees

• Off-the-Job TrainingOff-the-Job Training Training for new and existing employees that is Training for new and existing employees that is

conducted outside of the immediate work area.conducted outside of the immediate work area. Specialized in-house training programsSpecialized in-house training programs

Formal apprenticeship training programsFormal apprenticeship training programs

College-campus-based training programsCollege-campus-based training programs


Training and Developing Employees Training and Developing Employees (cont’d)(cont’d)

• Ensuring Ongoing Employee DevelopmentEnsuring Ongoing Employee Development Supervisors should:Supervisors should:

Assess the skills and potential of employees.Assess the skills and potential of employees.

Provide opportunities for the ongoing development of Provide opportunities for the ongoing development of employee skills so that employees can perform better now employee skills so that employees can perform better now and in the future.and in the future.

Go to higher-level managers or to the human resources Go to higher-level managers or to the human resources department to see whether there are courses outside the department to see whether there are courses outside the organization that can meet training needs.organization that can meet training needs.

Be aware of course offerings at nearby educational Be aware of course offerings at nearby educational institutions and encourage employees to take advantage of institutions and encourage employees to take advantage of all possible educational avenues.all possible educational avenues.



• Understanding the Supervisor’s Role in Understanding the Supervisor’s Role in Employee DevelopmentEmployee Development Operating problems and the failure to accomplish Operating problems and the failure to accomplish

organizational objectives may highlight the need for organizational objectives may highlight the need for training.training.

Training is an ongoing developmental process, not a Training is an ongoing developmental process, not a simple solution to a short-term problem.simple solution to a short-term problem.

Consolidation of job duties suggests that supervisors Consolidation of job duties suggests that supervisors must identify the jobs that are important to the must identify the jobs that are important to the ongoing performance of their departments and that ongoing performance of their departments and that other employees can learn. other employees can learn.

• Making Yourself More ValuableMaking Yourself More Valuable


Formulating an Employee-Formulating an Employee-Development ProgramDevelopment Program

• Who, if anyone, needs training?Who, if anyone, needs training?

• What training do they need?What training do they need?

• What are the purposes of the training?What are the purposes of the training?

• What are the instructional objectives that need to be incorporated What are the instructional objectives that need to be incorporated into the training program?into the training program?

• Which training and development programs best meet the Which training and development programs best meet the instructional objectives?instructional objectives?

• What benefits are anticipated to be derived from the training?What benefits are anticipated to be derived from the training?

• What will the program cost?What will the program cost?

• When and where will the training take place?When and where will the training take place?

• Who will conduct the training?Who will conduct the training?

• How will the training effort be evaluated?How will the training effort be evaluated?


Evaluating the Benefits of TrainingEvaluating the Benefits of Training

Training BenefitsTraining BenefitsTraining BenefitsTraining Benefits

Employees’Employees’Reactions to Reactions to the Trainingthe Training

Employees’Employees’Reactions to Reactions to the Trainingthe Training

Employees’Employees’ Learning Learning

Employees’Employees’ Learning Learning

Employees’Employees’Application Application of Learningof Learning

Employees’Employees’Application Application of Learningof Learning

The Training’s The Training’s Business ResultsBusiness Results

The Training’s The Training’s Business ResultsBusiness Results



• Making Yourself More ValuableMaking Yourself More Valuable Attend supervisory management training and Attend supervisory management training and

development programs as well as courses in the development programs as well as courses in the technical aspects of company and departmental technical aspects of company and departmental operations.operations.

Belong to one or more professional or technical Belong to one or more professional or technical associations whose members meet periodically to associations whose members meet periodically to discuss problems and topics of current interest and discuss problems and topics of current interest and share experiences.share experiences.

Subscribe to technical and managerial publications Subscribe to technical and managerial publications and should read articles of professional interest.and should read articles of professional interest.


KEY TERMSKEY TERMS

• CompetenciesCompetencies

• Cross TrainingCross Training

• Directive interviewDirective interview

• Halo effectHalo effect

• Horns effectHorns effect

• Human resources (HR) Human resources (HR) departmentdepartment

• Human resources management Human resources management (HRM)(HRM)

• MentoringMentoring

• NepotismNepotism

• Nondirective interviewNondirective interview

• OnboardingOnboarding

• OrientationOrientation

• Realistic job preview (RJP)Realistic job preview (RJP)

• Realistic organizational preview Realistic organizational preview (ROP)(ROP)

• RIFRIF

• SelectionSelection

• Selection criteriaSelection criteria

Documents

© 2010 Cengage/South-Western. All rights reserved. Chapter 9: THE SUPERVISOR AND EMPLOYEE RECRUITMENT, SELECTION, ORIENTATION, AND TRAINING Leonard: Supervision