Management
For more information, please contact us at:PH: 419.372.9984 Email: [email protected] www.bgsu.edu/coe/debo
Resources for Onboarding Professionals
Dr. Talya Bauer, the Cameron Professor of Management at Portland State University, has compiled research and practice into a 54-page document that provides useful case
studies, as well as an annotated bibliography for future research.
Dr. Bauer maintains the following website with updated links to scientific articles and white papers on onboarding:
http://www.shrm.org/about/foundation/products/documents/onboarding%20epg-%20final.pdf https://sites.google.com/a/pdx.edu/talya-bauer/onboarding-information-resources
This white paper published by the Society for Industrial-Organizational Psychology
discusses ways to identify and retain high potential employees. These high potentials can provide an additional challenge when it comes to onboarding because they may have different expectations than typical employees. This short white paper provides some useful ideas for your consideration.
http://www.siop.org/WhitePapers/Visibility/HighPotentials.pdf
The University of Minnesota puts extensive research and effort into their onboarding program. This PowerPoint presentation outlines their program and provides sample check sheets that you may find useful for your organization.
http://www1.umn.edu/ohr/prod/groups/ohr/@pub/@ohr/@toolkit/documents/asset/ohr_asset_175051.pdf
This webcast discusses the importance and challenges of onboarding executives. The presentation is sponsored by the Association for Talent Development (formerly the American Society for Training and Development), and provides examples of successful executive onboarding programs.
SHRM FOUNDATION’S EFFECTIVE PRACTICE GUIDELINE SERIES
KEEPING AND RETAINING HIGH POTENTIALS
ONE LARGE ORGANIZATION
’
S ONBOARDING PROGRAM
ONBOARDING FOR EXECUTIVES
This PowerPoint presentation outlines the importance of onboarding with an emphasis on the first 90 days of a new employee’s tenure. The presentation provides useful information on how to assess the quality of the onboarding experience.
http://www.c4cm.com/handouts/documents/CCMOnboardingFinal.pdf
THE FIRST 90 DAYS
BEST PRACTICES IN ON BOARDING
http://www.uniformguidelines.com/
The Uniform Guidelines on Employee Selection Procedures detail the standards laid out by the Equal Employment Opportunity Commission for how talent acquisition should be handled to ensure a fair and legal process. The Uniform Guidelines are centered around legislation regarding employment, including Title VII of the Civil Rights Act of 1964 and the Americans with Disabilities Act.
Additional clarification in Q&A format:
http://www.uniformguidelines.com/questionandanswers.html
Industrial and Organizational (I/O) Psychologists study how people think, feel, and behave in the workplace and dedicate much time and effort to finding the “best practices” in employee selection procedures. This document features a recent interpretation of the EEOC’s Uniform Guidelines from a scientific point of view. Interpretation of the Uniform Guidelines by I-O psychologists (2008):
http://www.siop.org/tip/april08/pdfs/454_017to023.pdf
http://www.onetonline.org/
Sponsored by the US Department of Labor, the Occupational Information Network (O*NET) is a free and helpful database containing a wealth of information on a wide range of occupations. Jobs and information can be browsed or searched by title, keyword, or Standard Occupational Classification.
Standard Occupational Classification (SOC):
http://www.bls.gov/soc/
The Bureau of Labor Statistics maintains the SOC system to classify every job and
occupation in the United States. The system has 840 detailed occupations organized into 461 broad occupations, 97 minor groups, and 23 major groups.
EMPLOYEE SELECTION LAW:
Resources for Talent Acquisition Professionals
O*NET JOB DATA RESOURCE:
INTRODUCTION TO ASSESSMENT IN SELECTION:
HOW TO CHOOSE A SELECTION APPROACH:
DETAILED INFORMATION ABOUT JOB ANALYSIS
AND OTHER USEFUL TEMPLATES:
The Society for Industrial and Organizational Psychologists (SIOP) provides a thorough review of the best methods for attracting and selecting applicants for employment.
http://www.siop.org/workplace/employment%20testing/employment_testing_toc.aspx
SIOP offers general guidelines to consider for any employee selection or testing program.
http://www.siop.org/workplace/employment%20testing/effectivetesting.aspx
For an overview of some of the most widely used and most valid selection tools available, follow the link below.
http://www.siop.org/workplace/employment%20testing/testtypes.aspx#Introduction
The United States Office of Personnel Management (OPM) offers a step-by-step guide using general information about your hiring situation to determine the best selection tools and strategies.
The website also offers links to extensive guidance and resources about selection in general.
https://www.opm.gov/policy-data-oversight/assessment-and-selection/assessment-strategy/#url=Assessment-Decision-Tool
The OPM’s Detailed Examining Operations Handbook contains extensive information about examining and selecting applicants.
• For job analysis, see pages 39-41, Appendix G, and listed references (page 58) • For recruitment, see pages 60-62 and listed references (page 70)
• For assessing applicants, see pages 91-100 and listed references (page 126)
https://www.opm.gov/policy-data-oversight/hiring-authorities/competitive-hiring/deo_handbook.pdf BEST PRACTICES IN TALENT ACQUISITION
In structured interviews, all applicants are asked the same series of questions and they are all rated on the same scale. They often involve multiple interviewers to check for
consistency among ratings.
http://www.opm.gov/policy-data-oversight/assessment-and-selection/structured-interviews/guide.pdf
Personality tests are used in a wide variety of selection decisions. They have been scientifically shown to be valid predictors of job performance and to be
non-discriminatory.
https://www.opm.gov/policy-data-oversight/assessment-and-selection/other-assessment-methods/personality-tests/
Biodata measures are inventories designed to assess an applicant’s past behavior in the workplace. They can include measures such as attitudes, experiences, and skills. They are often highly relevant to job performance.
https://www.opm.gov/policy-data-oversight/assessment-and-selection/other-assessment-methods/biographical-data-biodata-tests/
Assessment centers utilize a variety of tools and measures to evaluate applicants and are not, as the name implies, a specific place or company. Assessment centers are excellent for gauging small groups of applicants on a wide array of predictors.
https://www.opm.gov/policy-data-oversight/assessment-and-selection/other-assessment-methods/assessment-centers/
INFORMATION ABOUT CREATING STRUCTURED INTERVIEWS:
OVERVIEW OF PERSONALITY TESTS:
OVERVIEW OF BIOGRAPHICAL DATA (BIODATA) TESTS:
OVERVIEW OF ASSESSMENT CENTERS:
OTHER HELPFUL WEBSITES:
Cognitive ability tests assess an applicant’s mental abilities, such as reasoning, memory, and problem solving. Cognitive ability has been shown to be one of the best predictors of job performance available, especially for more complex and demanding roles.
https://www.opm.gov/policy-data-oversight/assessment-and-selection/other-assessment-methods/cognitive-ability-tests/
Considerations for creating or buying a test
http://www.siop.org/workplace/employment%20testing/information_to_consider_when_cre.aspx
Information on test item formats
http://www.siop.org/workplace/employment%20testing/testformats.aspx
Questions to ask before purchasing a test
http://www.siop.org/workplace/employment%20testing/seven_questions_to_ask_a_vendor_.aspx
SIOP maintains a list of trusted, reputable online sources for learning more about testing and for purchasing tests from vendors.
http://www.siop.org/workplace/employment%20testing/employment_testing_websites.aspx
OTHER INFORMATION AND CONSIDERATIONS
FOR CREATING OR PURCHASING TESTS:
BEST PRACTICES IN TALENT ACQUISITION
Developing Effective Business and Organizations
