DOCSLIB.ORG

Recruitment Apprehend the Importance of Employment Branding and Its Profound Impact

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Recruitment Apprehend the Importance of Employment Branding and Its Profound Impact SECTION 04 Recruitment Apprehend the importance of employment branding and its profound impact. LESSON OBJECTIVES Calculate recruitment yield ratios. Identify the benefits of internal and external sourcing. Evaluate recruitment effectiveness and efficiencies through measurement. EMPLOYMENT BRANDING Pg. 89 Employment branding consists of projecting an image that makes people want to work for the company. Value Proposition • Communicate the company’s culture, values, and objectives, and build the public image of the organization. • Provide an honest picture of the company’s work environment. • Tie the company’s employment brand to its product brand. DETERMINING RECRUITMENT NEEDS & OBJECTIVES Pg. 90 Recruiting activities do not occur until someone decides what kind of employees are needed and how many. Process: • Formulating a recruiting strategy • Searching for job applicants • Screening out those who are obviously unfit • Maintaining an applicant pool YIELD RATIOS Pg. 91 Help organizations decide how many candidates they need to recruit for each job opening. Ratio that shows the number of applicants at one stage of the recruiting process who move to the next stage. QUALITY OF HIRE Pg. 92 Method used to evaluate the effectiveness of an organizations hiring process. Metric/ Evaluation Considerations: • On-the-job performance • Retention rate • Performance appraisal score • Relationship between interview and performance (predictive validity) • Customer service score • 360-degree feedback score • Talent scorecard • Rate of salary increase • Performance error rates • Inclusion in succession plan promotion rate • Promotion frequency average bonus INTERNAL VS. EXTERNAL RECRUITING Pg. 92 What are the advantages and disadvantages of both internal and external hiring? Internal Recruiting Sources: External Recruiting Sources: • Job posting and bidding • Employee referrals • Current and former employees • Internet recruiting • Social media • College recruiting • Labor unions • Trade and professional associations • Public employment agencies • Private employment agencies • Media • Temporary agencies • Job fairs, open houses KNOWLEDGE CHECK A policy of promoting people from within the company does all of the following EXCEPT A) Creates greater motivation B) Increases satisfaction C) Stimulates greater company loyalty D) Contributes greater insight and fresh ideas Congratulations, you have SECTION 05 Selection Explain and illustrate the operational definitions of reliability and validity. LESSON Identify strengths and weaknesses OBJECTIVES among the various types of interviews. Differentiate between pre-employment tests and assessment tools. Explain selection procedures. SELECTION Pg. 107 Time and money put into the selection process should be balanced with the cost of making a poor hiring decision. Selection Principles: 1. Understanding that past behavior is the best predictor of future behavior. 2. Collecting as much reliable and valid data as economically feasible. SELECTION PROCESS Pg. 108 Placement on the job *Typical Steps in the Post-offer medical exam Selection Process Selection decision Final interview Drug testing ReferenceReference checks Employment testing Interviews ApplicationApplication blanksblanks PreliminaryPreliminary screening Reject applicant RECRUITMENT MANAGEMENT AND Pg. 108 APPLICATION TRACKING SYSTEMS Applicant Tracking Systems are sophisticated integrated systems to organize and track applicant status. ATS Tasks • Post job listings • Collect and store applicant information • Screen and assess applicants • Integrate with recruitment and selection process • Connect to background screening • Manage recruitment and selection events • Notify applicants • Integrate with HRIS • Generate reports RELIABILITY Pg. 109 Reliability refers to consistency of a measure or repeatability. Causes driving un-reliability: 1. The selection instrument may be ambiguous and unclear. 2. The person using the measuring instrument may not have a clear perception of the behavior being measured or a well- defined standard to use as a basis for making an evaluation. 3. The behavior being evaluated may be an unstable phenomenon that changes from time to time, such as personal feelings, rather than a stable personality characteristic. RELIABILITY – Pg. 109 OPERATIONAL DEFINITIONS • Test-retest Reliability • Alternate-forms Reliability • Split-halves Reliability • Conspect (inter-rater) Reliability KNOWLEDGE CHECK When two forms of the same test are given to job applicants to test for reliability, this is known as A) Double reliability B) Inter-rater reliability C) Test- retest reliability D) Alternate-forms reliability VALIDITY Pg. 112 The extent to which a predictor variable is correlated with a criterion variable. VALIDITY – Pg. 112 OPERATIONAL DEFINITIONS • Predictive Validity • Concurrent Validity • Content Validity • Construct Validity • Synthetic Validity Pg. 113 Predictive Validity E M P L O Y M E N T TI M E L I N E Application Hiring Orientation On-the-job Process Training Performance Collect predictor data on Collect criteria (performance data) job applicants from present employees Concurrent Validity E M P L O Y M E N T TI M E L I N E Application Hiring Orientation On-the-job Process Training Performance Collect predictor data and criteria data at the same time from present employees VALIDATING A SELECTION PROCESS Pg. 115 The Uniform Guidelines describe three major strategies for validating a selection process: • Criterion-related validity • Content validity • Construct validity KNOWLEDGE CHECK If the scores for a large sample of current employees on a new mental ability test are highly correlated with their scores on two well- established mental ability tests, then the new test would possess A) Content validity B) Concurrent validity C) Predictive validity D) Construct validity LEGAL & PRIVACY ISSUES Pg. 119 The EEOC cautions employers about obtaining certain kinds of information unless they can demonstrate a business necessity. • Height and weight • Marital status • Educational level • English language skills • Names of friends/relatives working for the employer • Arrest records • Conviction records • Discharge from military service • Citizenship • Economic status • Availability to work weekends/holidays • Previous use of medical leave • Disabilities INTERVIEWS Pg. 123 The major purpose of an employment interview is to gather information for making a selection decision. • Patterned • Stress • Semi-structured • Virtual • Situational • Group • Targeted- selection • Board or panel • Non-directive PRE-EMPLOYMENT TESTING Pg. 130 The major purpose of an employment interview is to gather information for making a selection decision. • achievement tests • aptitude and ability tests • motor and physical abilities test • personality tests & interest inventories • honesty and integrity tests KNOWLEDGE CHECK The type of interview that requires the LEAST training for effective use is the A) Structured interview B) Semi-structured interview C) Unstructured interview D) Stress interview ASSESSMENT CENTERS Pg. 135 Methods for identifying management potential. • In-basket Exercise • Group Discussion • Individual Tests • Interviews • Business Games EXPECTANCY CHARTS Pg. 138 A method of illustrating the validity of a test and for interpreting test scores in terms of the probability of successful performance. BACKGROUND INVESTIGATIONS Pg. 139 Investigate the backgrounds of prospective employees. • previous employment • educational credentials • criminal activities • credit records • general character KNOWLEDGE CHECK A chart showing the probability that an individual will be a successful performer given different scores on a test is called A) Individual expectancy chart B) Institutional expectancy chart C) Individual probability chart D) Applicant prediction chart REFERENCES Pg. 137 The qualified privilege doctrine allows previous employers to describe former employees’ work records to prospective employers provided the information is factual and relevant and serves a legitimate business purpose. NEGLIGENT HIRING Pg. 142 Claiming that employers knew, or should have known, that their employees were dangerous. MEDICAL EXAMS Pg. 144 • Physical examinations • Drug Testing VALIDATION & EVALUATION OF A SELECTION PROCESS Pg. 147 The costs of using a predictor should be weighed against the benefits expected from it. The benefits are determined by three factors • Selection Ratio • Validity Coefficient • Base Rate of Success NEGOTIATING EMPLOYEE AGREEMENTS Pg. 150 Once the candidate has been selected, a formal job offer needs to be negotiated. The employment agreement should describe the starting salary, company benefits, and other terms and conditions of work. Principles for improving negotiations: 1. Analyze the interests of both parties. 2. Plan the negotiation strategy. 3. Gather information. 4. Be creative. 5. Avoid making unilateral concessions. 6. Know when to walk away. KNOWLEDGE CHECK The usefulness of a predictor is determined by A) Selection ratio, level of the job, reliability B) Validity coefficient, selection ratio, reliability C) Base rate of success, validity coefficient, selection ratio D) Job description, job specification, validity of predictor Congratulations, you have .
Load more

Recommended publications
  • 51 HR Metrics 2019 (With Cover Sheet)
    HR performance metrics 1 Revenue per employee Total revenue / total number of employees 2 Revenue per FTE Total revenue / total number of FTE 3 Profit per employee Total profit / total number of employees 4 Profit per FTE Total profit / total number of FTE 5 Overtime per employee Hours of overtime / total number of hours (contractual hours + overtime) per period 6 Labor cost per employee Total labor cost / total number of employees 7 Labor cost per FTE Total labor cost / FTE 8 Labor cost percentage of revenue Total labor cost / organizational revenue 9 Labor cost percentage of total Total labor cost / total organizational expenses expenses 10 Absence rate Number of absence days / total number of working days 11 Absence rate per Number of absence days per unit / total number of working days per unit manager/department 12 Overtime expense per period Overtime pay / total pay per period 13 Training expenses per employee Training expenses / total expenses 14 Training efficiency Training expenses per employee / training effectiveness 15 Voluntary turnover rate Employees who left the organization voluntarily / headcount 16 Involuntary turnover rate Employees who left the organization involuntarily / headcount 17 Turnover rate of talent Employees who left the organizations and are qualify as high potentials / headcount 18 Turnover rate Employees who left the organization / headcount 19 Turnover rate per Employees who left the organization per unit / headcount per unit manager/department 20 Cost of absenteeism Total cost of absenteeism = Total
    [Show full text]
  • An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek
    Louisiana State University LSU Digital Commons LSU Historical Dissertations and Theses Graduate School 1974 An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek. Kenneth Mark Weaver Louisiana State University and Agricultural & Mechanical College Follow this and additional works at: https://digitalcommons.lsu.edu/gradschool_disstheses Recommended Citation Weaver, Kenneth Mark, "An Exploratory Analysis of the Determinant Variables Influencing Successful Implementation of a Four-Day Workweek." (1974). LSU Historical Dissertations and Theses. 2641. https://digitalcommons.lsu.edu/gradschool_disstheses/2641 This Dissertation is brought to you for free and open access by the Graduate School at LSU Digital Commons. It has been accepted for inclusion in LSU Historical Dissertations and Theses by an authorized administrator of LSU Digital Commons. For more information, please contact [email protected]. INFORMATION TO USERS This material was produced from a microfilm copy of the original document. While the most advanced technological means to photograph and reproduce this document have been used, the quality is heavily dependent upon the quality of the original submitted. The following explanation of techniques is provided to help you understand markings or patterns which may appear on this reproduction. 1. The sign or "target" for pages apparently lacking from the document photographed is "Missing Page(s)". If it was possible to obtain the missing page(s) or section, they are spliced into the film along with adjacent pages. This may have necessitated cutting thru an image and duplicating adjacent pages to insure you complete continuity. 2. When an image on the film is obliterated with a large round black mark, it is an indication that the photographer suspected that the copy may have moved during exposure and thus cause a blurred image.
    [Show full text]
  • Personnel Selection
    Journal ofOccupation aland OrganizationalPsycholog y (2001), 74, 441–472 Printedin GreatBritain 441 Ó 2001The British Psychologi calSociety Personnel selection Ivan T. Robertson* and Mike Smith Manchester School of Management, UMIST, UK Themain elementsin thedesign and validation of personnelselection procedure s havebeen in placefor many years.The role of jobanalysis, contemporary models of workperformance and criteria are reviewed criticall y.After identifyin gsome important issues andreviewing research work on attractingapplicants, including applicantperception sof personnelselection processes, theresearch on major personnelselection methods is reviewed.Recent work on cognitiveability has conrmed the good criterion-relatedvalidity, but problems of adverseimpact remain.Work on personalityis progressing beyondstudies designed simply to explorethe criterion- relatedvalidity of personality.Interviewand assessment centreresearch is reviewed,and recent studies indicating the key constructs measuredby both arediscussed. In both cases, oneof thekey constructs measuredseems to begenerally cognitive ability. Biodata validity and the processes usedto developbiodata instruments arealso criticallyreviewed.The articleconcludes with acriticalevaluation of theprocesses forobtaining validity evidence(primarily from meta-analyses)andthe limitations of thecurrent state of theart. Speculativ efutureprospects arebrie y reviewed. Thisarticle focuses on personnel selectionresearch. Muchcontempora ry practice withinpersonnel selectionhas been inuenced by the
    [Show full text]
  • Chapter 3: Translating HR Effects Into Utility Metrics – an Issue of Communication
    Chapter 3-1: Utility Chapter 3: Translating HR Effects into Utility Metrics – An Issue of Communication The major goal of this chapter is to explain how HR professionals can both estimate and communicate the effect of HR policies/practices on important Chapter 3 Goal: To learn how to business metrics to key decision makers. The target audience communicate the expected value of HR policies and procedures in terms line of these communications might include other HR managers can understand and related to important business decisions. professionals, but is most often line managers and executives whose primary responsibilities are to attend to these business metric. For example, I know I have not communicated well when a line manager asks “you clearly seem to think a correlation of .35 between the new selection system and subsequent job tenure is a good thing . how big does a correlation have to be before it is „good‟?” Line managers do not have to ask this question if they have also been told the expected effect of using a new selection system which exhibits criterion validity of rxy = .35 is $3000 in increased profit per quarter for each individual hired. Alternatively, depending on the context, other operational metrics may be even more meaningful. For example, telling the line manager “with the old selection system we expected 60 out of every 100 people hired to perform the job adequately, while with the new selection system we expect 75 out of every 100 to reach adequate performance levels” translates a criterion validity of rxy = .35 into an operationally meaningful scale or metric.
    [Show full text]
  • The Economic Benefits of Personnel Selection Using Ability Tests: a State of the Art Review Including a Detailed 7.Nalysis of the Dollar Benefit of U.S
    DOCUMENT RESUME ED 310 170 TM 013 859 AUTHOR Hunter, John E. TITLE The Economic Benefits of Personnel Selection Using Ability Tests: A State of the Art Review Including a Detailed 7.nalysis of the Dollar Benefit of U.S. Employment Service Placements and a Critique of the Low-Cutoff Method of Test Use. USES Test Research Report No. 47. INSTITUTION Employment and Training Administration (DOL), Washington, D.C.; Utah State Dept. of Employment Security, Salt Lake City. Western Test Development Field Center. PUB DATE 83 NOTE 33p. PUB TYPE deports - Evaluative/Feasibility (142) EDRS PRICE MF01/PCO2 Plus Postage. DESCRIPTORS *Ability Identification; *Aptitude Tests; *Cost Effectiveness; Cutting Scores; *Economic Factors; Economic Research; Employment Services; Federal Aid; Job Applicants; Mathematical Formulas; Occupational Tests; *Personnel Selection; State of the Art Reviews; *Test Use IDENTIFIERS General Aptitude Test Battery; Low Cutoff Method; Placement Tests; United States Employment Service ABSTRACT The economic impact of optimal selection using ability tests is far higher than is commonly known. For small organizations, dollar savings from higher productivity can run into millions of dollars a year. This report estimates the potential savings to the Federal Government as an employer as being 15.61 billion dollars pea- year if tests were given optimal use. If the 4 million placements ,er year made by the United States Employment Service made optimal use of the General Aptitude Test Battery, the potential increase in work force productivity among the employers who hire through the service would come to 79.36 billion dollars per year. However, this would probably require an increase in Employment Service funding of about 8.75 million dollars per year.
    [Show full text]
  • TAKEHOME EXAM STAT 6869 SPRING 2000 You Are Allowed And
    TAKEHOME EXAM STAT 6869 SPRING 2000 ECONOMICS DEPARTMENT, UNIVERSITY OF UTAH You are allowed and encouraged to cooperate while working on this exam. You may submit solutions with more than one name on them, which will count equally for all authors. But you must understand the solution you are handing in. I will perhaps ask you to demonstrate and explain the solutions in class. The exam is due back at the beginning of class on Wednesday, March 29, 2000, at the beginning of class at 3:10 pm. Date of exam March 22, 2000. 1 2 U OF U ECONOMICS Problem 16. Here is a more detailed description of the Wichmann-Hill generator: > Its seed is a 3-vector x1 y1 z1 satisfying 0 < x1 ≤ 30269(1) 0 < y1 ≤ 30307(2) 0 < z1 ≤ 30323(3) A call to the random generator updates the seed as follows: x2 = 171x1 mod 30269(4) y2 = 172y1 mod 30307(5) z2 = 170z1 mod 30323(6) and then it returns x y z (7) 2 + 2 + 2 mod 1 30269 30307 30323 as its latest drawing from a uniform distribution. If you have R on your computer, do parts b and c, otherwise do a and b. • a. 4 points Program the Wichmann-Hill random generator in the programming language of your choice. Answer. A random generator does two things: TAKEHOME EXAM STAT 6869 SPRING 2000 3 • It takes the current seed (or generates one if there is none), computes the next seed from it, and stores this next seed on disk as a side effect.
    [Show full text]
  • Recruiting Metrics 1
    HIRE FOR YOUR PEAK SEASON...AND DON’T LOSE MONEY DOING IT! WELCOME TO THE SESSION! Here’s what we’ll cover today - Hiring Ratios - Metrics that Matter - Hiring with your Head - Your Employer Brand PART 1: RATIOS THAT JUSTIFY HEADCOUNT RECRUITING FUNNEL RATIOS Here are a few examples, 15:1 (750 applicants apply, 50 CVs are screened) 5:1 (50 screened CVs lead to 10 candidates submitted to the hiring manager) 2:1 (10 candidate submissions lead to 5 hiring manager acceptances) 5:2 (5 first interviews lead to 2 final interviews) 2:1 (2 final interviews lead to 1 offer) 1:1 (1 offer to 1 hire) STAFF SALES RATIO QUICK HR TIP: An easy overall metric to determine staffing levels can be staff/sales ratio. Take a close look at the relationship between the number of employees and revenue: is it constant or increasing? Benchmark industry and individual targets and work towards the appropriate ratio. Keeping on track will ensure consistency with corporate objectives. To a large degree, the sales/staffing ratio is a good predictor of potential income. CALCULATING REVENUE PER EMPLOYEE Net Revenue Revenue per Employee = Average Number of Employees CASE STUDY: BIG SKY MEDIA RELATIONS Big Sky Media Relations is a 6 person organization providing corporate communications and event planning services for small to mid sized businesses in western Montana. With annual revenues in 2017 of $350,000, their sales revenue per employee was $ 58,333.33. REVENUE PER EMPLOYEE TAKEAWAY... Benchmark revenue per employee ratios for your industry. Example: In the staffing industry, the typical revenue ratio is 3 times the employee’s base salary.
    [Show full text]
  • Selection of Connective Tissue Progenitors Based
    SELECTION OF CONNECTIVE TISSUE PROGENITORS BASED ON CELL-ASSOCIATED HYALURONAN FOR ENHANCED BONE REGENERATION By Tonya Caralla Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy Department of Biomedical Engineering CASE WESTERN RESERVE UNIVERSITY August 2012 Case Western Reserve University School of Graduate Studies We hereby approve the dissertation of Tonya Caralla Candidate for the Doctor of Philosophy degree*. Committee Members: Steven Eppell, chair and academic advisor George Muschler, research advisor Horst von Recum Vincent Hascall Maciej Zborowski Defense date: November 4th, 2011 *We also certify that written approval has been obtained for any proprietary material contained therein. 1 Dedication: There have been many who have contributed to my growth; both as a researcher and a person. I would like to take a moment to acknowledge those who have shaped me into the person I am today – this dissertation is for you too. To God, for bestowing on my countless blessings, a loving family, supportive friends, an amazing husband, and a giant brain. To my father Louis Caralla, who has always pushed me to be the best and brightest version of myself, who pushed me toward engineering and graduate school, and who left this earth last year before he could see this doctorate completed. I held his hand as he passed away, and I hope he will be holding mine as I go through this dissertation defense. I love you Dad, and I miss you every day. To my mother Becky, who has always been there to nurture me and listen to me whine before telling me to suck it up.
    [Show full text]
  • Human Resource Management (MTTM 301)
    HUMAN RESOURCE MANAGMENT MTTM 301 CONTENTS Human Resource Management (MTTM 301) S. No. Unit Details Page No. BLOCK 1 THE FOUNDATION AND CHALLENGES OF HRM Unit 1 HRM: Definition, Role, Significance and Challenges 2-15 Unit 2 HRD: Meaning and Importance; Differences between HRM and 16-27 HRD, Unit 3 HRM in Tourism Industry in India: Travel Agencies, Tour 28-42 Operations and Hotels; Unit 4 Organizational Structure of HR Department in Tourism Industry 43-62 with the help of Case Studies BLOCK 2 HUMAN RESOURCE PLANNING Unit 5 Human Resource Planning: Meaning, Nature and Needs of Human 63-80 Resource Planning, Planning Process Unit 6 Recruitment and Selection 81-105 Unit 7 Training and Development 106-130 Unit 8 Job Evaluation: Concept, Scope, Limitation and Methods 131-150 Unit 9 Job Analysis and Job Description 151-172 BLOCK 3 INTRODUCTION TO ORGANISATIONAL BEHAVIOUR Unit 10 Human Resource Motivation: Techniques and Importance, Theories 173-185 of Motivation, Unit 11 Employee Welfare and Compensation Management 186-204 Unit 12 Employee Discipline and Grievance Handling 205-216 BLOCK 4 HUMAN RESOURCE ACCOUNTING AND INFORMATION SYSTEMS Unit 13 Human Resource Accounting and Audit 217-231 Unit 14 Human Resource Policies 232-247 Unit 15 Human Resource Records and Information Systems 248-262 Unit 16 Emerging Issues and Trends in HRM 263-281 Uttarakhand Open University 1 HUMAN RESOURCE MANAGMENT MTTM 301 UNIT 1: DEFINITION OF HRM, ROLE, IMPORTANCE AND CHALLENGES OF HRM Structure 1.1 Introduction 1.2 Objectives 1.3 Human Resource Management: concept 1.3.1. People who manage 1.3.2.
    [Show full text]
  • Structured Exercises by Marc C
    Case Study— Structured Exercises by Marc C. Marchese, Ph.D. Employee Selection STAFFING Employee Selection—Structured Exercise ABOUT THIS STRUCTURED EXERCISE This exercise introduces undergraduate students to the concept of employee selection, its benefits to organizations and its complexities. At the end of this exercise, students will learn the steps required to design, implement and assess an employee selection process for a job position. This exercise is intermediate in difficulty level. Learning Objectives During this exercise, students will learn to: 1. Choose selection methods relevant to a job. 2. Create various options to operationalize the selection methods. 3. Apply a scoring system to a set of applicants. 4. Devise a compensatory selection strategy and apply it. 5. Devise a noncompensatory selection strategy and apply it. 6. Conduct an adverse impact analysis. 7. Determine the decision-making accuracy for the selection system. 8. Reflect on the complexities of employee selection. Employee Selection—Structured Exercise Selection—Structured Employee © 2007 SHRM. Marc C. Marchese, Ph.D. INTRODUCTION TO EMPLOYEE SELECTION Many people without a background in human resource management mistakenly equate hiring with employee selection. Hiring is a broad concept that can take several approaches, such as offering a job to someone because of who he/she knows (e.g., my dad is the boss, so I got the job) or taking the first person who walks through the door to a get a “body” on the sales floor as soon as possible.Employee selection is a formal process in which the organization (1) identifies the tasks, duties and responsibilities (TDRs) associated with the job; (2) assesses applicants’ readiness to successfully perform these TDRs; and (3) offers the job to the most qualified applicant for the position.
    [Show full text]
  • PHRA July 14.Crtr
    JULY 2014 — PHRA — 1 EMPLOYEES MUST RECEIVE COMPENSATION FOR SIGNING NON-COMPETES Most employers ask some or all of their employees to sign non-compete agreements to prevent them from leveraging the knowledge and connections gained during the course of their employment to get a job with a competitor. Although many employers may not realize it, Pennsylvania law dictates that employers always must offer employees some type of valuable compensation in exchange for signing a non-compete agreement. Without compensation, the company will be unable to enforce the agreement in Pennsylvania courts. It’s a common misconception that employers can get around the compen- sation rule by making sure that the non-compete agreement says that both employee and employer “intend to be legally bound” by the document. The belief comes from Pennsylvania’s Uniform Written Obligations Act (UWOA), which states that any contract is valid, even if no payment or other benefits have been exchanged, as long as the contract states that both parties intend to be legally bound by it. But a recent ruling by the Pennsylvania Superior Court forcefully dispelled that misconception, making it clear that the rule to give employees compen- sation for signing non-compete agreements trumps the UWOA. In the case, a company hired a salesman who had worked for it previously. Upon accepting employment, the company asked him to sign a non-compete agreement that restricted him from working for a competitor for two years after leaving the company. Later, the company asked the salesman to sign another agreement that further restricted him from working for competitors in several states, including Pennsylvania.
    [Show full text]
  • Law Enforcement Selection
    Law Enforcement Selection ResearchResearch SummariesSummaries Michael G. Aamodt Law Enforcement Selection: Research Summaries Copyright © 2004 Michael G. Aamodt All rights reserved Police Executive Research Forum Washington, D.C. USA · 2004 ISBN: 1-878734-85-7 Introduction Ten years ago, I began a quest to find the relevant research conducted on law enforcement selection and then conduct a series of meta-analyses (quantitative reviews) to determine the validity of methods used to select law enforcement personnel. Though the project took longer than anticipated, it is now nearing completion. The outcome of the project is a set of three books, two of which are completed and a third which should be ready within a year. The first book, Research in Law Enforcement Selection, contains the results of the meta-analyses on the various methods used to select law enforcement personnel and was published in July, 2004 by BrownWalker Press (www.BrownWalker.com). This book, Law Enforcement Selection: Research Summaries, contains summaries of the over 300 studies used to conduct the meta-analyses. A PDF version of this book can be obtained without cost from my website (www.radford.edu/~mamodt/riles.htm) or from the Police Executive Research Forum website (www.policeforum.org). The book in progress, Hiring Law Enforcement Personnel, is an applied, non-technical guide to the best hiring practices. This book provides a reference source for individuals interested in law enforcement selection. It contains statistical summaries of over 300 theses, dissertations, journal articles, and conference presentations that have investigated the validity of methods used to select law enforcement personnel.
    [Show full text]