HRM SET

Job Analysis 105

Job analysis is the procedure through which you determine the duties of the positions and the characteristics of the people to hire for them.8

"Mixed Motive" case 36

The last phrase is pivotal. Some employers in so-called mixed motive cases had taken the position that even though their actions were discriminatory, other factors like the employee s dubious behavior made the job action acceptable. Under CRA 1991, an employer cannot avoid liability by proving it would have taken the same action such as terminating someone even without the discriminatory motive.23 there is any such motive, the practice may be unlawful.24

Position Analysis Questionnaire (PAQ) 114

The position analysis questionnaire (PAQ) is a very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items (see Figure 4-4 for a sample).18 The 194 items (such as written materials ) each represent a basic element that may play a role in the job. The items each belong to one of five PAQ basic activities: (1) having decision-making/communication/social responsibilities, (2) performing skilled activities, (3) being physically active, (4) operating vehicles/equipment, and (5) processing information (Figure 4-4 illustrates this last activity). The final PAQ score shows the job s rating on each of these five activities. The job analyst decides if each of the 194 items plays a role and, if so, to what extent. In Figure 4-4, for example, written materials received a rating of 4. Since the scale ranges from 1 to 5, a 4 suggests that written materials (such as books and reports) do play a significant role in this job. The analyst can use an online version of the PAQ (see www.paq.com) for each job he or she is analyzing.

Video-based Simulation 192

The video-based simulation presents the candidate with several online or PC-based video situations, each followed by one or more multiple-choice questions.

Work Sampling Technique 190

The work sampling technique tries to predict job performance by requiring job candidates to perform one or more samples of the job s tasks.

Reverse Discrimination 60

Courts have been grappling with the use of quotas (or de facto quotas) in hiring, particularly with claims of reverse discrimination (discriminating against nonminority applicants and employees). Many cases addressed these issues, but until recently, few consistent answers emerged.

Criterion Validity 179

Criterion validity involves demonstrating statistically a relationship between scores on a selection procedure and job performance of a sample of workers.

Alternative Dispute Resolution or ADR program 54

After an expensive EEO lawsuit, Rockwell International implemented a grievance procedure that provides for binding arbitration as the last step. Called (as is traditional) an alternative dispute resolution or ADR program, Rockwell gradually extended the program to all nonunion employees at some locations. New hires at Rockwell must sign the agreement. Current employees must sign it prior to promotion or transfer. U.S. federal agencies must have ADR programs.105 ADR plans are popular, although the EEOC generally prefers mediation for handling bias claims.106 addressing EEOC claims.

Management Assessment Center 191

A management assessment center is a 2- to 3-day simulation in which 10 to 12 candidates perform realistic management tasks (like making presentations) under the observation of experts who appraise each candidate s leadership potential.

Process Chart 107

A process chart provides a more detailed picture of the work flow. In its simplest form a process chart (like that in Figure 4-2) shows the flow of inputs to and outputs from the job you re analyzing. (In Figure 4-2, the quality control clerk is expected to review components from suppliers, check components going to the plant managers, and give information regarding component s quality to these managers.) Finally, the existing job description, if there is one, usually provides a starting point for building the revised job description.

Bona Fide Occupational Qualification (BFOQ) 46

An employer can claim that the employment practice is a bona fide occupational qualification (BFOQ) for performing the job. Title VII specifically permits this defense. Title VII provides that it should not be an unlawful employment practice for an employer to hire an employee . . . on the basis of religion, sex, or national origin in those certain instances where religion, sex, or national origin is a bona fide occupational qualification reasonably necessary to the normal operation of that particular business or enterprise. CHAPTER 2 EQUAL OPPORTUNITY AND THE LAW 47 However, courts usually interpret the BFOQ exception narrowly. It is usually a defense to a disparate treatment case based upon direct evidence of intentional discrimination, rather than to disparate impact (unintentional) cases. As a practical matter, employers use it mostly as a defense against charges of intentional discrimina- tion based on age. AGE AS A BFOQ The Age Discrimination in Employment Act (ADEA) permits disparate treatment in those instances when age is a BFOQ.69 BFOQ when the Federal Aviation Agency sets a compulsory retirement age of 65 for commercial pilots.70 Actors required for youthful or elderly roles suggest other instances when age may be a BFOQ. However, courts set the bar high: The reason for the age limit must go to the essence of the business. A court said a bus line s maximum-age hiring policy for bus drivers was a BFOQ. The court said the essence of the business was safe transportation of passengers, and given that, the employer could strive to employ the most qualified persons available.71 Employers who use the BFOQ defense admit they base their personnel decisions on age. However, they seek to justify them by showing that the decisions were reasonably necessary to normal business operations (for instance, the bus line arguing its age requirement is necessary for safety).72 RELIGION AS A BFOQ Religion may be a BFOQ in religious organizations or societies that require employees to share their particular religion. For example, religion may be a BFOQ when hiring persons to teach in a religious school. However, remember courts construe the BFOQ defense very narrowly. GENDER AS A BFOQ Gender may be a BFOQ for positions like actor, model, and restroom attendant requiring physical characteristics possessed by one sex. However, for most jobs today, its difficult to claim that gender is a BFOQ. For example, gender is not a BFOQ for parole and probation officers.73 because the positions require lifting heavy objects. A Texas man recently filed a complaint against Hooters of America alleging that one of its franchisees would not hire him as a waiter because it merely wishes to exploit female sexuality as a marketing tool to attract customers and ensure profitability and so was limiting hiring to females.74 Hooters argued a BFOQ defense before reaching a confidential settlement. NATIONAL ORIGIN AS A BFOQ A person s country of national origin may be a BFOQ. For example, an employer who is running the Chinese pavilion at a fair might claim that Chinese heritage is a BFOQ for persons to deal with the public.

Diary/Log 114

Another method is to ask workers to keep a diary/log of what they do during the day. For every activity engaged in, the employee records the activity (along with the time) in a log.

Applicant Tracking Systems 151

Applicant tracking systems (from firms such as Taleo Corporation and iTrack Solutions) are online systems that help employers attract, gather, screen, compile, and manage applicants.57 They also provide other services, including requisitions management (for monitoring the firm s open jobs), applicant data collection (for scanning applicants data into the system), and reporting (to create various recruiting-related reports such as cost per hire and hire by source).58

Position Replacement Card 142

As an alternative, you can develop a position replacement card. For this you create a card for each position, showing possible replacements as well as their present performance, promotion potential, and training.

Business Process Reenginerring 108

Business process reengineering means redesigning business processes, usually by combining steps, so that small multifunction teams using information technology do the jobs formerly done by a sequence of departments.

Construct Validity 179

Construct validity means demonstrating that (1) a selection procedure measures a construct (an abstract idea such as morale or honesty) and (2) that the construct is important for successful job performance.

Content Validity 179

Content validity is a demonstration that the content of a selection procedure is representative of important aspects of performance on the job.

Qualifications (or skills) Inventories 142

Here, managers turn to qualifications (or skills) inventories. These contain data on employees performance records, educational background, and promotability. Whether manual or computerized, these help managers determine which employees are available for promotion or transfer.

Gender-Role Stereotypes 55

Discrimination against women goes beyond glass ceilings. Working women also confront gender-role stereotypes, the tendency to associate women with certain (frequently nonmanagerial) jobs.

Discrimination 55

Discrimination is prejudice in action. Discrimination means taking specific actions toward or against the person based on the person s group.111

Adverse Impact 44

Disparate impact claims do not require proof of dis- criminatory intent. Instead, the plaintiff must show that the apparently neutral employment practice (such as requiring a college degree) creates an adverse impact a significant disparity between the proportion of (say) minorities in the available labor pool and the proportion you hire. So, the key here is to show that the employment practice caused an adverse impact. If it has, then the employer will probably have to defend itself (for instance, by arguing that there is a business necessity for the practice).

Disparate Rejection Rates 44

Disparate rejection rates can be shown by comparing the rejection rates for a minority group and another group (usually the remaining nonminority applicants).66 Federal agencies use a 4/5ths rule to assess disparate rejection rates: A selec- tion rate for any racial, ethnic, or sex group which is less than four-fifths or 80% of the rate for the group with the highest rate will generally be regarded as evidence of adverse impact, while a greater than four-fifths rate will generally not be regarded as evidence of adverse impact. For example, suppose the employer hires 60% of male applicants, but only 30% of female applicants. Four-fifths of the 60% male hiring rate would be 48%. Because the female hiring rate of 30% is less than 48%, adverse impact exists as far as these federal agencies are concerned.67

Succession Planning 148

Doing so requires succession planning the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.30

Employee Recruiting 146

Employee recruiting means finding and/or attracting applicants for the employers open positions.

Recruiting Yield Pyramid 145

Employers therefore use a staffing or recruiting yield pyramid as shown in Figure 5-6 to gauge the dimensions of the staffing issues it needs to address. In Figure 5-6, the company knows it needs 50 new entry-level accountants next year. From experience, the firm also knows the following: * The ratio of offers made to actual new hires is 2 to 1. * The ratio of candidates interviewed to offers made is 3 to 2. * The ratio of candidates invited for interviews to candidates interviewed is about * Finally, the firm knows that of six leads that come in from all its recruiting sources, it typically invites only one applicant for an interview a 6-to-1 ratio. Given these ratios, the firm knows it must generate about 1,200 leads to be able to invite 200 viable candidates to its offices for interviews. The firm will then interview about 150 of those invited, and from these it will make 100 offers, and so on.

4/5ths Rule 44

Federal agencies use a 4/5ths rule to assess disparate rejection rates: A selection rate for any racial, ethnic, or sex group which is less than four-fifths or 80% of the rate for the group with the highest rate will generally be regarded as evidence of adverse impact, while a greater than four-fifths rate will generally not be regarded as evidence of adverse impact. For example, suppose the employer hires 60% of male applicants, but only 30% of female applicants. Four-fifths of the 60% male hiring rate would be 48%. Because the female hiring rate of 30% is less than 48%, adverse impact exists as far as these federal agencies are concerned.67

Standard Occupational Classification (SOC) 121

For example, the Standard Occupational Classification (SOC) (www.bls.gov/soc/socguide.htm) classifies all workers into one of 23 major groups of jobs, such as Management Occupations and Healthcare Occupations. These in turn contain 96 minor groups of jobs, which in turn include 821 manager description in Figure 4-8.

Diversity 55

Furthermore, since many American workplaces are already diverse, the focus increasingly is on managing diversity at work.108 Diversity means being diverse or varied, and at work means having a workforce comprised of two or more groups of employees with various racial, ethnic, gender, cultural, national origin, handicap, age, and religious backgrounds.109

Expectancy Chart 181

If there is a correlation between test and job performance, you can develop an expectancy chart. This presents the relationship between test scores and job performance graphically. To do this, split the employees into, say, five groups accord- ing to test scores, with those scoring the highest fifth on the test, the second highest fifth, and so on. Then compute the percentage of high job performers in each of these five test score groups and present the data in an expectancy chart like that in Figure 6-4. In this case, someone scoring in the top fifth of the test has a 97% chance of being a high performer, while one scoring in the lowest fifth has only a 29% chance of being a high performer.18

Interest Inventory 189

Interest inventories compare one s interests with those of people in various occupations.

Job Specifications 105

Job analysis produces information for writing job descriptions (a list of what the job entails) and job (or person ) specifications (what kind of people to hire for the job). Virtually every personnel- related action you take interviewing applicants, and training and appraising employees, for instance depends on knowing what the job entails and what human traits one needs to do the job well.9

Job Description 105

Job analysis produces information for writing job descriptions (a list of what the job entails) and job (or person specifications (what kind of people to hire for the job). Virtually every personnel- related action you take interviewing applicants, and training and appraising employees, for instance depends on knowing what the job entails and what human traits one needs to do the job well.9

Job Enlargement 109

Job enlargement means assigning workers additional same-level activities.

Job Enrichment 109

Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

Job Posting 147

Job posting means publicizing the open job to employees (usually by literally posting it on company intranets or bulletin boards). These postings list the job s attributes, like qualifications, supervisor, work schedule, and pay rate.

Job Rotation 109

Job rotation means systematically moving workers from one job to another.

Qualified Individuals 37

Just being disabled doesn t qualify someone for a job, of course. Instead, the act prohibits discrimination against qualified individuals those who, with (or without) a reasonable accommodation, can carry out the essential functions of the job. The individual must have the requisite skills, educational background, and experience to do the job. A job function is essential when, for instance, it is the reason the position exists, or it is so highly specialized that the employer hires the person for his or her expertise or ability to perform that particular function. For example, when an Iowa County highway worker had an on-the-job seizure, his driver s license was suspended and the state fired him. The court ruled that he had no ADA claim because he couldn t perform the essential functions of the job.31

Competency-Based Job Analysis 129

Like well-written typical job descriptions, competency-based job descriptions list job title, job description, key responsibilities, and requisite and preferred education and experience. What competency-based job descriptions add is a focus on less tangible behavioral competencies.

Managing Diversity 56

Managing diversity means maximizing diversity s potential advantages while minimizing the potential barriers such as prejudices and bias that can undermine the functioning of a diverse workforce. In practice, diversity management involves both compulsory and voluntary actions. However, compulsory actions (including EEO compliance) can t guarantee a close-knit and thriving community. Diversity management therefore also relies on taking steps to encourage employees to work together productively.119

Miniature Job Training and Evaluation 193

Miniature job training and evaluation means training candidates to perform several of the job s tasks, and then evaluating the candidates performance prior to hire. The approach assumes that a person who demonstrates that he or she can learn and perform the sample of tasks will be able to learn and perform the job itself.

Negligent Hiring 176

Negligent hiring means hiring employees with criminal records or other problems who then use access to customers homes (or similar opportunities) to commit crimes.4

Organization Chart 107

Organization charts show the organization-wide division of work, and where the job fits in the overall organization. The chart should show the title of each position and, by means of interconnecting lines, who reports to whom and with whom the job incumbent communicates.

Personnel Replacements Charts 142

Personnel replacement charts (Figure 5-4) are another option, particularly for the firm s top positions. They show the present performance and promotability for each position s potential replacement.

Restricted Policy 45

RESTRICTED POLICY The restricted policy approach means demonstrating that intentionally or unintentionally excluded members of a protected group. Here the problem is usually obvious such as policies against hiring bartenders less than six feet tall. Evidence of restricted policies such as these is enough to prove adverse impact and to expose an employer to litigation.

Reliability 177

Reliability is a tests first requirement and refers to its consistency: A reliable test is one that yields consistent scores when a person takes two alternate forms of the test or when he or she takes the same test on two or more different occasions. 10 Reliability is very important. If a person scores 90 on an intelligence test on a Monday and 130 when retested on Tuesday, you probably wouldn t have much faith in the test.

Protected Class 34

Second, the Court held that an employment practice (in this case, requiring the high school degree) must be job related if it has an unequal impact on members of a protected class. (For example, if arithmetic is not required to perform the job, don t test for arithmetic.)

Civil Rights Act of 1991 (CRA 1991), 35

Several subsequent Supreme Court rulings in the 1980s had the effect of limiting the protection of women and minority groups under equal employment laws. For example, they raised the plaintiff s burden of proving that the employer s acts were in fact discriminatory. This soon prompted Congress to pass a new Civil Rights Act. President George H. W. Bush signed the Civil Rights Act of 1991 (CRA 1991) into law in November 1991. The effect of CRA 1991 was to roll back equal employment law to where it stood before the 1980s decisions. In some respects, it even placed more responsibility on employers.

Situational Test 192

Situational tests require examinees to respond to situations representative of the job.

Test Validity 179

Test validity answers the question Does this test measure what it s supposed to measure? Put another way, validity refers to the correctness of the inferences that we can make based on the test.

Age Discrimination in Employment Act of 1967 (ADEA) 33

The Age Discrimination in Employment Act of 1967 (ADEA) made it unlawful to discriminate against employees or applicants who are between 40 and 65 years of age. Subsequent amendments eliminated the age cap, effectively ending most mandatory retirement at age 65. Most states and local agencies, when acting in the role of employer, must also adhere to provisions of the act that protect workers from age discrimination. You can t get around the ADEA by replacing employees over 40 years of age with those who are also over 40. In O Connor v. Consolidated Coin Caterers Corp., the U.S. Supreme Court held that an employee who is over 40 years of age might sue for discrimination if a significantly younger employee replaces him or her, even if the replacement is also over 40. The Court didn t specify what significantly younger meant, but O Connor had been replaced by someone 16 years younger.7 Younger managers especially may have to guard against ageist prejudices. For example, a 54-year-old former manager recently alleged that Google fired him because he wasn t a cultural fit, according to his own manager. This and other allegedly ageist statements by Google executives prompted the California Court of Appeals to let the manager s case proceed.8 The ADEA is attractive to plaintiffs lawyers. It allows jury trials and double damages to those proving willful discrimination.9

Americans with Disabilities Act (ADA) 36

The Americans with Disabilities Act (ADA) of 1990 prohibits employment discrim- ination against qualified disabled individuals.25 more workers from discriminating against qualified individuals with disabilities, with regard to applications, hiring, discharge, compensation, advancement, training, or other terms, conditions, or privileges of employment.26 make reasonable accommodations for physical or mental limitations unless doing so imposes an undue hardship on the business. The ADA does not list specific disabilities. Instead, EEOC guidelines say someone is disabled when he or she has a physical or mental impairment that substantially limits one or more major life activity. Impairments include any physiological disorder or condition, cosmetic disfigurement, or anatomical loss affecting one or more of several body systems, or any mental or psychological disorder.27 The act specifies conditions that it does not regard as disabilities, including homosexuality, bisexuality, voyeurism, compulsive gambling, pyroma- nia, and certain disorders resulting from the current illegal use of drugs.28 The EEOC s position is that the ADA prohibits discriminating against people with HIV/AIDS (and numerous state laws also shield such people).

Americans with Disabilities Act (ADA) 36

The Americans with Disabilities Act (ADA) of 1990 prohibits employment discrimination against qualified individuals with disabilities, with regard to applications, hiring, discharge, compensation, advancement, training, or other terms, conditions, or privileges of employment.26 It also says employers must make reasonable accommodations for physical or mental limitations unless doing so imposes an undue hardship on the business.

Uniform Guidelines 34

The EEOC, Civil Service Commission, Department of Labor, and Department of Justice together issued uniform guidelines. These set forth highly recommended procedures regarding things like employee selection, record keeping, and preem- ployment inquiries. As an example, they specify that employers must validate any employment selection devices (like tests) that screen out disproportionate numbers of women or minorities. And they explain how to validate a selection device. (We explain this procedure in Chapter 6.) The EEOC and other agencies also periodically issue updated guidelines clarifying and revising their positions on matters such as sexual harassment. (The OFCCP has its own guidelines.) The American Psychological Association has its own (non legally binding) Standards for Educational and Psychological Testing.

Federal Violence Against Women Act of 1994 40

The Federal Violence Against Women Act of 1994 provides another path women can use to seek relief for violent sexual harassment. It provides that a person who commits a crime of violence motivated by gender and thus deprives another of her rights shall be liable to the party injured.

Pregnancy Discrimination Act 43

The Pregnancy Discrimination Act of 1978 prohibits using pregnancy, childbirth, or related medical conditions to discriminate in hiring, promotion, suspension, or discharge, or in any term or condition of employment. Furthermore, under the act, if an employer offers its employees disability coverage, then it must treat pregnancy and childbirth like any other disability, and include it in the plan as a covered condition.10 More women are suing under this act. Pregnancy discrimination claims to the EEOC rose about 50% from 2000 to 2010, to 6,119 charges in fiscal year 2010.11 (Progressive human resources notwithstanding, one firm, an auto dealership, fired an employee after she said she was pregnant. The reason? Allegedly, In case I ended up throwing up or cramping in one of their vehicles. They said pregnant women do that sometimes, and I could cause an accident, which might mean a lawsuit against them. )12 Managers therefore shouldn t jump to conclusions. They should base any [such] decision on whether an employee can do the job on medical documentation, not on a manager s interpretation. 13

Vocational Rehabilitation Act of 1973 33

The Vocational Rehabilitation Act of 1973 requires employers with federal contracts of more than $2,500 to take affirmative action in employing handicapped persons. It does not require hiring unqualified people. It does require an employer to take steps to accommodate a handicapped worker unless doing so imposes an undue hardship on the employer.

Application From 164

The application form is usually the first step in this process (some firms first require a brief, prescreening interview or online test).

Office of Federal Contract Compliance Programs (OFCCP) 33

These orders also established the Office of Federal Contract Compliance Programs (OFCCP).5 It implements the orders and ensures compliance. President Obama's administration recently directed more funds and staffing to the OFCCP.6

Affirmative Action 33

They also required that government contractors with contracts of over $50,000 and 50 or more employees take affirmative action to ensure employment opportunities for those who may have suffered past discrimination.

Title VII of the 1964 Civil Rights Act 32

Title VII of the 1964 Civil Rights Act was one of the first of these 1960s-era laws. As amended by the 1972 Equal Employment Opportunity Act, Title VII states that an employer cannot discriminate based on race, color, religion, sex, or national origin. Specifically, it states that it shall be an unlawful employment practice for an employer: 1. To fail or refuse to hire or to discharge an individual or otherwise to discriminate against any individual with respect to his/her compensation, terms, conditions, or privileges of employment, because of such individual s race, color, religion, sex,or national origin. 2. To limit, segregate, or classify his/her employees or applicants for employment in any way that would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his/her status as an employee, because of such individual s race, color, religion, sex, or national origin

Sexual Harassment 39

Under Title VII, sexual harassment generally refers to harassment on the basis of sex when such conduct has the purpose or effect of substantially interfering with a persons work performance or creating an intimidating, hostile, or offensive work environment. Sexual harassment violates Title VII. In one recent year, the EEOC received 11,717 sexual harassment charges, about 15% of which were filed by men.46 EEOC guidelines emphasize that employers have an affirmative duty to maintain workplaces free of sexual harassment and intimidation. As we noted earlier, CRA 1991 permits victims of intentional discrimination, including sexual harassment, to have jury trials and to collect compensatory damages for pain and suffering and puni- tive damages, in cases where the employer acted with malice or reckless indifference to the person s rights.47 The U.S. Supreme Court held (in Oncale v. Sundowner Offshore Services Inc.) that same-sex sexual harassment is also actionable under Title VII.48 Minority women are most at risk. One study found women experienced more sexual harassment than men, minorities experienced more ethnic harassment than whites, and minority women experience more harassment overall than majority men, minority men, and majority women. 49

Good Faith Effort Strategy 59

Under guidelines such as EO 11246, the key aims of affirmative action programs are (1) to use numerical analysis to determine which (if any) target groups the firm is under utilizing relative to the relevant labor market, and (2) to eliminate the barriers to equal employment. Many employers pursue these aims with a good faith effort strategy; this emphasizes identifying and eliminating the obstacles to hiring and promoting women and minorities, and increasing the minority or female applicant flow.

Equal Pay Act of 1963 33

Under the Equal Pay Act of 1963 (amended in 1972), it is unlawful to discriminate in pay on the basis of sex when jobs involve equal work; require equivalent skills, effort, and responsibility; and are performed under similar working conditions. Pay differences derived from seniority systems, merit systems, and systems that measure earnings by production quantity or quality or from any factor other than sex do not violate the act.

Equal Employment Opportunity Commission (EEOC) 32

WHO DOES TITLE VII COVER? Title VII covers just about everyone. It bars discrimination on the part of most employers, including all public or private employers of 15 or more persons. It also covers all private and public educational institutions, the federal government, and state and local governments. It bars public and private employment agencies from failing or refusing to refer for employment any individual because of race, color, religion, sex, or national origin. And it bars labor unions with 15 or more members from excluding, expelling, or classifying their membership based on race, color, religion, sex, or national origin.

Talent Management 104

We can define talent management as the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees.4 When a manager takes a talent management perspective.

Work Samples 190

With work samples, you present examinees with situations representative of the job for which they re applying, and evaluate their responses.60 (and simulations, like the assessment centers we also discuss in this section) to be tests. However, they differ from most tests, because they measure job performance directly.

Workflow Analysis 108

Workflow analysis is a detailed study of the flow of work from job to job in a work process. Usually, the analyst focuses on one identifiable work process, rather than on how the company gets all its work done. The accompanying HR as a Profit Center feature illustrates workflow analysis.

Workforce (or employment or personnel) planning 138

a continual process used to align the needs and priorities of the organization with those of its workforce to ensure it can meet its legislative, regulatory, service and production requirements and organizational objectives.

Trend Analysis 140

a method of analysis that allows traders to predict what will happen with a stock in the future. Trend analysis is based on historical data about the stock's performance given the overall trends of the market and particular indicators within the market.

On-Demand Recruiting Services (ODRS) 158

are designed to help companies that only need an interim recruitment position, either to fill in a temporary gap or to ramp up for a new product or service launch. Our recruitment consultants can cover part or all of your recruitment process lifecycle for the short-term or on a part-time basis.

On-Demand Recruiting Services (ODRS) 158

designed to help companies that only need an interim recruitment position, either to fill in a temporary gap or to ramp up for a new product or service launch. Our recruitment consultants can cover part or all of your recruitment process lifecycle for the short-term or on a part-time basis.

Ratio Analysis 140

is the process of determining the future demand for human resources by calculating the ratio between a particular business variable and the number of employees a company needs. It especially helps you forecast those growth-driven personnel needs.

Alternative Staffing 156

refers to hiring individuals on a part-time or as needed basis, typically under short term contract and for specific services as opposed to full-time personnel.

College Recruiting 158

the process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening in a timely and cost-effective manner. The recruitment process includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee into the organization during or after college.

Scatter Plot 140

they can show the extent of correlation, if any, between the values of observed quantities or phenomena (called variables). If no correlation exists between the variables, the points appear randomly scattered on the coordinate plane.