Recruiting, Interviewing, Selecting and Orienting New Employees

Recruiting, Interviewing, Selecting and Orienting New Employees

Recruiting, Interviewing, Selecting and Orienting New Employees

Recruiting, Interviewing, Selecting and Orienting New Employees

Excerpt

The primary focus of Recruiting, Interviewing, Selecting & Orienting New Employees, published first in 1986, then in 1991, and most recently in 1998, 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 employment-related 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, economy, and interviewing trends, several topics have been added, expanded upon, or otherwise revised in this fourth edition. For example, an entirely new first chapter explores why recruitment efforts often fail, how to attract and compete for applicants, and what workers expect from their employers. It also examines the unsettling trend of outsourcing jobs. A related chapter on recruitment sources provides an expanded look at traditional and innovative recruitment sources. And the chapter on electronic recruiting receives a makeover, including a long-awaited proposed definition of applicants and a look at electronic recruiting risks.

The book's coverage of the interviewing stage is expanded to encompass the right fit and important questions interviewers should ask themselves before job applicants ask them. A new chapter on types of employment interviews explores seven different configurations, including video, departmental, and peer interviews.

The portion of the book devoted to selection has a new look, beginning with the chapter on documentation, which has been expanded to include a comparison between taking notes and using forms. Readers will also find useful the chapter on background and reference checks, complete with valuable legal guidelines and reference and background checklists.

The section on orientation reflects evolving methods of organizational and de-

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