Preface The primary focus of Recruiting, Interviewing, Selecting & Orienting New Employees, published first in 1986, then in 1991, again in 1998, and most recently in 2006, 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 employmentrelated 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, fluctuating economy, and interviewing trends, several topics have been added, expanded upon, or otherwise revised in this fifth edition. For example, an entirely new chapter explores differing applicant and employer workplace perspectives. This includes respective expectations, how personal and professional lives are best balanced, and what questions applicants are likely to ask of prospective employers.

Another new chapter relates to the rapidly expanding impact of social networks on the hiring process, including their uses and legal risks, and a comparison of social media with traditional reference checks. A third new chapter examines web-based orientation programs, assessing their advantages and drawbacks, legal concerns, and a contrast of conventional and web-based sessions. The content of each chapter has been carefully reviewed and updated; for instance, the chapter on references and background checks, Chapter 13, has a new look with expanded content. There are also numerous additions throughout each section, including the impact of a fluctuating economy, establishing and adhering to standards of excellence, expanded recruitment sources for special interest groups, updated electronic recruiting methods, additional electronic recruitment alternatives, electronic record-keeping guidelines, up-to-date legislation, testing, and bias. Also, the information in Part IV has been completely revised to reflect three distinct types of orientation: organizational, departmental, and web-based. Appendixes have been modified, most notably the employment application form. There is also the addition of a sample e-mail cover letter. This newly modified and expanded fifth edition offers the same, easy-to-follow format as the previous version: four distinct sections that replicate the topics identified in the book's title.

This compartmentalized approach meets the needs of readers wanting to focus on one or more stages of the employment process at any given time, as well as those who like knowing absolutely when one stage ends and another begins. As with previous editions, readers are cautioned on two points: First, any reference made to specific publications, websites, services, or institutions is for informational purposes only and is not to be considered an endorsement. Second, this book is not intended to provide legal advice. Recruiting, interviewing, selecting, and orienting new employees are tangible skills. How well you practice these skills will directly affect many common organizational problem areas, such as employee morale, absenteeism, and turnover. By diligently implementing the methods described in this book, your organization can greatly improve its employment efforts and levels of employee productivity.