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612 PART 5 EMPLOYEE RELATIONS FIGURE 18-4 Wonderlic Personnel Test: Part of a Sample Report Source: Wonderlic (www.wonderlic.com). = Strong Fit = Moderate Fit = Weak Fit Score 17 Percentile in Total Population 35th IQ Equivalent 95 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 161718 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 Score Interpretation Job Fit: Test takers who score in this range do not meet the cognitive ability requirements identified for this job. The complexity present within this position may make it difficult for these individuals to meet minimum standards for job performance. Training Potential: This test taker is likely to receive maximum benefit from training that follows a programmed or mastery approach to learning. Given enough time, this individual may have the ability to learn a limited number of lengthy, routine procedures. Allow for sufficient time with hands-on-training before requiring this individual to work independently. * Poll Your Inner Circle. Tap friends and employees for recommendations and use social networking sites such as LinkedIn, Facebook, and MySpace. Many employers announce job openings through LinkedIn. One says, I get people vouching for each applicant, so I don t have to spend hours sorting through résumés, he says. 22 * Send a Recording. InterviewStream, in Bethlehem, Pennsylvania, records online video interviews for about $30 to $60. InterviewStream sends the candidate an e-mail invitation with a link. When he or she clicks the link, a video interviewer asks the company s prerecorded questions. A Webcam captures the candidate s answers. Employers can let candidates rerecord their answers. Hiring managers can review the videos at their leisure. 23 COMPLYING WITH THE LAW Particularly when using tests at work, the employer must comply with equal employment laws. Unfortunately, given the time pressures facing most small business owners, confirming the validity of those tests one buys online or through office supply stores is probably the exception, not the rule. As Chapters 2 and 5 explained, there is no rational basis upon which to expose applicants to tests or devices, the validity of which are unknown. Many test providers will assist the employer in setting up a testing procedure. For example, as we noted, Wonderlic will review your job descriptions as part of its process. Employment Training Internet training can provide, at a relatively low cost, employee training that used to be beyond most small employers reach. PRIVATE VENDORS The small business owner can tap hundreds of suppliers of prepackaged training solutions. These range from self-study programs from the American Management Association (www.amanet.org) and S<strong>HRM</strong> (www.shrm.org), to specialized programs. For example, the employer might arrange with PureSafety to have its employees take occupational safety courses from www.puresafety.com.
CHAPTER 18 MANAGING HUMAN RESOURCES IN SMALL AND ENTREPRENEURIAL FIRMS 613 FIGURE 18-5 Some Online Courses Offered by the Small Business Administration s Virtual Campus for Small Business Training Source: http://www.sba.gov/category/ navigation-structure/startingmanaging-business/managingbusiness/running-business/humanresources, accessed September 18, 2011. SkillSoft is another example (http://skillsoft.com/catalog/default.asp). Its courses include software development, business strategy and operations, professional effectiveness, and desktop computer skills. As an example, the course interviewing effectively targets managers, team leaders, and human resource professionals. About 2 1/2 hours long, it shows trainees how to use behavioral questioning to interview candidates. 24 The buyer s guide from the American Society of Training and Development (www.astd.org/) is a good place to start to find a vendor (check under Resources). THE SBA The federal government s Small Business Administration (www.SBA.gov/ training/) provides a virtual campus that offers online courses, workshops, publications, and learning tools aimed toward supporting entrepreneurs. 25 For example, the small business owner can link under Small Business Planner to Writing Effective Job Descriptions, Employees versus Contractors: What s the Difference? and The Interview Process: How to Select the Right Person (see Figure 18-5). NAM The National Association of Manufacturers (NAM) is the largest industrial trade organization in the United States. It represents about 14,000 member manufacturers, including 10,000 small and mid-sized companies. NAM s Virtual University (www.namvu.com) helps employees maintain and upgrade their work skills and continue their professional development. It offers almost 650 courses. 26 There are no long-term contracts to sign. Employers simply pay about $10 $30 per course taken by each employee. The catalog includes OSHA, quality, and technical training as well as courses in areas like business and finance, personal development, and customer service. Employment Appraisal and Compensation Small employers have easy access to computerized and online appraisal and compensation services. For example, Oracle Corporation s ePerformance (http://www.oracle. com/us/products/applications/peoplesoft-enterprise/hcm-resource-library/051027.pdf)
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HUMAN THIRTEENTH EDITION RESOURCE M
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DEDICATED TO SAMANTHA AND TAYLOR
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C O N T E N T S Preface xxiii Ackno
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CONTENTS IX Departmental Managers S
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CONTENTS XI Recruiting Source Use a
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CONTENTS XIII PART THREE TRAINING A
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CONTENTS XV Talent Management and E
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CONTENTS XVII INCENTIVES FOR SALESP
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CONTENTS XIX HR AS A PROFIT CENTER:
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CONTENTS XXI INDIVIDUAL AND GROUP A
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P R E F A C E Human Resource Manage
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PREFACE XXV This edition again cont
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A C K N O W L E D G M E N T S Every
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LEARNING OBJECTIVES 1. Explain what
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CHAPTER 1 INTRODUCTION TO HUMAN RES
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LEARNING OBJECTIVES 1. Explain the
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CHAPTER 2 EQUAL OPPORTUNITY AND THE
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LEARNING OBJECTIVES 1. Explain why
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CHAPTER 3 HUMAN RESOURCE MANAGEMENT
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LEARNING OBJECTIVES 1. Explain why
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CHAPTER 4 JOB ANALYSIS AND THE TALE
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LEARNING OBJECTIVES 1. List the ste
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CHAPTER 5 PERSONNEL PLANNING AND RE
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CHAPTER 6 EMPLOYEE TESTING AND SELE
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LEARNING OBJECTIVES 1. List the mai
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CHAPTER 7 INTERVIEWING CANDIDATES 2
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CHAPTER 8 TRAINING AND DEVELOPING E
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CHAPTER 9 PERFORMANCE MANAGEMENT AN
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CHAPTER 10 EMPLOYEE RETENTION, ENGA
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LEARNING OBJECTIVES 1. Explain how
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CHAPTER 12 PAY FOR PERFORMANCE AND
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LEARNING OBJECTIVES 1. Name and def
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CHAPTER 13 BENEFITS AND SERVICES 42
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CHAPTER 14 ETHICS AND EMPLOYEE RIGH
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LEARNING OBJECTIVES 1. Give a brief
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CHAPTER 15 LABOR RELATIONS AND COLL
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CHAPTER 16 EMPLOYEE SAFETY AND HEAL
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N A M E / O R G A N I Z A T I O N I
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NAME/ORGANIZATION INDEX 665 Carlson
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NAME/ORGANIZATION INDEX 667 F Faceb
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NAME/ORGANIZATION INDEX 671 London,
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