Recruitment & Selection - Final Exam

Dealing with temporary talent shortage

- Companies often turn to more expensive recruiting methods or lower their hiring standards - Neither of these are guaranteed to work, more expensive methods may quickly drain a recruiting budget without resulting in a good hire. And lowering standards decreases the quality of the company's workforce Options: offering hiring incentives such as sign-on bonuses and retention bonuses to be paid after the employee has successfully worked with the company for a certain period of time.

Labor Unions

- Conditions of employment are contained in a contract called a collective bargaining agreement or a collective employment agreement - leally representing workers, organizing employees and negotiating the terms and conditions of union members' employment - Closed shop, union shop, agency shop, open shop : slide 8 ch 3

EEOC (Equal Employment Opportunity Commission)

- EEOC encourages and facilitates voluntary compliance through tailored programs to meet the needs of employers and through programs to educate the public on EEO laws - Enforces 8 federal statutes: ch 3 slide 12

Prioritize recruiting sources based on staffing goals and employee profiles

- Prioritize recruiting sources based on staffing goals and the results of the recruiting source effectiveness analysis -ex: if quality is the most important goal, college hiring would be the preferred source - if hiring speed is more important, employee referrals would be given priority to source

Components of business strategy (3)

- The strategies of different functional areas in the firm - how changing industry conditions such as deregulation, product market maturity, and changing customer demographics will be addressed (SWOT) - How the firm as a whole will address the range of strategic issues and choices it faces

Why is proper measurement important?

- They can result in a competitive edge Improperly assessing and measuring candidate characteristics can lead to: 1. Systematically hiring the wrong people 2. offending and losing good candidates 3. Exposing your company to legal action - many legal issues involved

Dealing with a Temporary Employee Surplus

- Using temp or contingent workers who are the first to be let go when business slows can help to provide a buffer around key permanent workers - temp layoffs may need to last more than 6 months to be cost-effective due to severance costs, rehiring and retraining process, etc. - alternatives to layoffs include across-the-board salary cuts or a reduction in work hours, or reallocating workers to expand other areas of the business

Tips for presenting a job offer -- 5

- Verbally and in writing - preclose - emphasize selling points of job & why company is unique place to work - reinforce company image and positive impression - stay in contact with the candidate when they are considering the job offer to reinforce enthauism

Perform ongoing recruiting source effectiveness analyses by tracking

- Where applicants discovered the vacancy - where top candidates found it - how many recruits each source generated - what were the demographics of the recruits from each source - promotion rates by source

Explain predictive data & predictive analytics

- data = numerical outcomes of measurement Predictive: information about measures used to make projections about outcomes What is predictive analytics in recruitment? Predictive analytics is the use and analysis of historical data to make future predictions, intended to inform future recruiting strategies, hiring decisions, and workforce planning.

Dealing with permanent employee surplus

- early retirement incentives, layoffs, and not filling vacated positions can all reduce orgs headcount but with a cost. (layoffs damage morale and hurt the reputation, early retirement can result in the most skilled employees leaving the org, and not filling open positions can leave key positions understaffed or vacant) - action plans to address a persistent employee surplus may also involve reassignments, hiring freeze, steering employees away from careers in that position to reduce the need for future layoffs - retraining employees to fill other jobs in the firm can help bring labor supply and demand into balance.

What is retaining talent?

- effective tools are succession management and career development - turnover of high performers can be expensive - turnover of low performers can be beneficial - retention saves money in recruiting and hiring replacements for those leaving

Variability

the spread of the data around the midpoint range: difference between highest and lowest score outlier: score much higher or lower than most of the scores in a distribution

Define raw scores

the unadjusted scores on a measure

What is the whole-person approach to assessment?

The practice of using a variety of measures and procedures to more fully assess people - helps reduce the number of selection errors and boosts the effectiveness of overall decision making

What is measurement?

The process of assigning numbers according to some rule or convention to aspects of people, jobs, job success, or aspects of the staffing system

Define scoring

The process of assigning numerical values during measurement

Multiple hurdles approach

Candidates must receive a passing score on an assessment before being allowed to continue in the selection process - Costly and takes more time - used when the cost of poor performance on that characteristic is high (ex- when safety is at risk)

What are some succession management tips? 6

- keep the process simple - use technology to support the process - align succession management plan with firm's overall business strategy - focus on development - model effective succession management behaviors at the top - approach succession management as a key business activity

Ladder progressionvs. lattice pathways

- linear career paths bottom to top - more varied paths for growth and potential (dif departments and not linear straight up)

Types of business activity forecast (5)

- seasonal - interest rate -currency exchange -competitors - industry and economic

Scatter Plots

- show graphically how two different varaibles (ex- revenue and staffing levels) are realted

What other areas of HR does strategic staffing integrate with? (6)

- training - performance management - compensation - succession planning - career development - it impacts selection activities

lagging vs. leading indicator

Lagging: information that is available only after staffing decisions have been made Leading: information that precedes or predicts staffing outcomes - table 13-1 in the book or slide 5 in ch 13 (staffing indicators and outcomes)

Internal recruiting sources

Locate people who currently work for the company who would be good recruits for other positions

What is the nine-box matrix?

A combined assessment of an employee's performance and potential - a method for displaying judgements made about employees - can help orgs understand the overall strength of their workforce, but only if employees are accurately evaluated (Evaluations performance on the y axis, and potential on the x axis)

What is career planning?

A continuous process of self-assessment and goal setting. - needs to complement the expected future talent needs of the org

Measures relevant to staffing are those that assess what 4 things?

1. The characteristics of the job, which enables the creation of job recruitments and job rewards matrices 2. aspects of the staffing system such as the number of days a job posting is run, where it is run, and the recruiting message 3. the characteristics of job candidates such as ability and personality 4. staffing outcomes, such as performance or turnover

What are the factors that influence recruiter effectivness? - 5

1. The orgs characteristics 2. the characteristics of the job 3. the labor market 4. coworkers 5. Hiring managers

Examples of external recruiting sources (a bunch)

- employee referrals - in house recruiters - written advertisements -job and trade fairs - observation - resume databases -career sites - online job boards - professional associations - state employment agencies

Forecasting (2 points)

- given the uncertainty of forecasts, you should construct estimates as a range, providing low, probable, and high estimates - recalculate estimates as changes happen in the organization's internal and external environments and as the firm's assumptions and expectations change.

External Cost Per Hire (6 basic elements account for 90% of the costs to hire to calculate the cost of external hiring)

1. advertising expenses 2. agency and search firm fees 3. employee referral bonuses 4. recruiter and applicant travel costs 5. relocation costs 6. company recruiter costs

Employer Brand (5 points)

- important part of the employee value proposition - what the organization communicates as its identity to both potential and current employees - encompasses a orgs mission, values, culture and personality - a positive employer brand communicates that the organization is a good employer and a great place to work - employer brand affects recruitment, retention and engagement of current employees and overall perception of the org in the market

Validity is not enough - org time and cost

A valid assessment system can have an unacceptably long time to fill or cost per hire, result in the identification of high-quality candidates who demand high salaries, resulting in increase payroll costs

Strategic staffing outcomes - 3 different outcomes

1. APPLICANT OUTCOMES: self-selection, job expectations, fairness perceptions, image of employer, job offer acceptance 2. New hire outcomes: success, promotability, retention, commitment to the job and org, motivation and engagement, employer image 3. organizational outcomes: strategy execution, org performance, stakholder gains/losses, employer image, spillover effects, time to fill, ROI, leadership pipelines

What is human capital advantage? What is human process advantage?

1. Acquiring a stock of quality talent that creates a competitive advantage 2. superior work processes that create a competitive advantage

Explain the 3 types of validation processes: 1. Content-related validation 2. construct-related validation 3. criterion-related validation

1. Content: demonstrating that the content of a measure assess important job-related behaviors 2. Construct: demonstrating that a measure assesses the construct, or characteristics, it claims to measure 3. criterion: demonstrate there is a statistical relationship between scores from a measure and the criterion, usually some aspect of job success

ADA guidelines - 5

1. Do not deny a job or promotion to a disabled individual if the person is qualified and able to perform the essential job functions. 2. make a reasonable accommodation unless doing so would result in undue hardship 3. Know what you can ask applicants. In general, you may not make preemployment inquires about a person's disability before making an offer. You can ask questions about person's ability to perform essential job functions 4. Itemize essential job functions on the job description. 5. do not allow misconduct or erratic performance, even if that behavior is linked to the disability.

5 Best Practices in Recruiting

1. Establish a policy for recruiting and hiring- include criteria, procedures, responsible people, and applicability of diversity and affirmative action initiatives. 2. engage in short-term and long-term strategic planning 3. identify the applicable barriers to equal employment opporunity 4. specify the firm's recruiting goals 5. Make a road map for implementing the plan

3 job offer strategies

1. For firms with a talent philosophy of viewing employees as investors rather than assets, the job offer should maximize the employee value proposition offered to the finalist 2. before extending offer/deciding the content it is a good idea to verify the truthfulness of any statements made by the applicant (ex- prior work experience, GPA) 3. identify a backup hire in case first choice does not accept the job offer

Staffing Planning - 3 Questions to Answer

1. How many people should we recruit? 2. What resources do we need? 3. How much time will it take to hire?

Outcomes of job analysis (2)

1. Job description: outlines the typical job duties and responsibilities 2. person specification: outlines the essential and desirable criteria for the person doing the job

External assessment goals (9)

1. Maximize fit 2. accurate assessment 3. maximize roi 4. generate positive stakeholders reactions 5. support talent philosophy and HR strategy 6. establish and reinforce employer image 7. identify new hires development needs 8. assess ethically 9. ensure legal compliance

Who is an applicant? The definition of an applicant is important with regard to two employment law issues

1. Only "applicants" may establish a prima facie case of unlawful discrimination regarding hiring decisions under state and federal discrimination statutes 2. employers must determine who qualifies as an "applicant" in order to identify gender and race of all applicants to evaluate whether its hiring practices have an adverse impact on men, women or minorities.

Validity is not enough - Applicants

A valid assessment system can result in adverse impact by differentially selecting people from various protected groups, have low face validity and result in lawsuits

Job reward dimensions - list and describe the 3

1. amount - how much of it is received. How much pay, what level of task variety 2. Differential - how consistent the reward is across different employees (all employees receive the same number of vaca days but merit bonuses range from 2-15% of the base pay) 3. Stability - How reliable the reward is. Is the reward the same all of the time or does it change?

Internal Cost per hire (4 basic elements)

1. internal advertising costs 2. travel and interview costs 3. relocation costs 4. internal recruiter costs

What are the 6 steps in developing succession management systems?

1. assess current and future competencies, behaviors, values, etc. needed for the future job performance in the chosen position 2. assess each identified and interested candidate strengths, weaknesses, and readiness to move into other positions 3. create a plan to continually and systemically improve the capabilities of all identified succession candidates 4. create a plan to identify qualified and interested internal candidates for open positions 5. evaluate the system on a relevant criteria including the number of positions filled with candidates who have been the target of succession management activities 6. continually improve the system

Steps to making a career development plan 5

1. assess yourself 2. take a look at performance feedback you have received 3. set goals 4. develop an action plan 5. revisit and revise as needed

List the 6 career development tools

1. assessment centers 2. career counseling and career development workshops 3. training and continuing education 4. job rotation, challenging assessments and mentoring 5. challenging and development job assignments 6. sabbaticals

Staffing goals (process goals) - during the hiring process include? (5)

1. attracting sufficient numbers of qualified applicants 2. complying with the law and organizational policies 3. fulfilling any affirmative action obligations 4. meeting hiring timeline goals 5. staffing efficiently

Socialization benefits - 4

1. can speed up the time it takes new hires to reach the point at which they start generating A ROI 2. can improve the employee retention and employee engagement/lessen impact of reality shock 3. people who are well socialized tend to have higher incomes, be more satisfied, more involved with their careers and ore adaptable/better sense of personal identity 4. it prepares employees to perform their jobs effectively, fit into the organization, and establish productive work relationships

Employer career management methods - 3

1. career planning workshops 2. lifelong learning accounts 3. career coaches

External assessment methods - evaluative methods

1. cognitive ability tests 2. values assessment 3. personality assessment 4. personality tests 5. integrity tests 6. job knowledge tests 7. behavioral, situational and case interviews 8. situational judgement tests 9. job simulations 10. work samples 11. reference checks

Balances scorecards help orgs to (4)

1. compare performance within the org 2. track trend performance within the org 3. benchmark the org against other orgs 4. identify best performers in the company and its best practices

EEOC BP definition (a best practice in staffing...) 7 things

1. complies with the law 2. promotes equal employment opportunity 3. addresses one or more barriers that adversely affect equal employment opportunity 4. manifests management commitment and accountability 5. ensures management and employee communication 6. produces noteworthy results 7. does not cause or result in unfairness

Creating an assessment system 7 steps

1. conduct a job analysis - to determine KSAOs & competencies of a successful employee 2. identify reliable and valid methods of measuring the KSAO/competencies & create system for measuring and collecting the resulting data 3. examine the data collected from each measure to ensure it has an appropriate mean/SD 4. Use correlation or regression analysis to eval any redundancies among measures/assess how well the group of measures predicts job success 5. consider adverse impact and the cost of the measures in eval each measure 6. after final set of measures are identified, develop selection rules to determine which scores are passing 7. periodically reevaluate the usefulness/effectiveness of the system to ensure that it is still predicting job success without adverse impact

Job analyses are used for multiple purposes, including: (5)

1. developing a company's strategic recruiting plan - talent management 2. selecting individuals for employment 3. developing employee training plans 4. designing compensation systems 5. developing performance evaluation measures

The nature of the recruiting message 3 points

1. different types of recruiting materials attract the attention of different job seekers and induce them to apply 2. message content should appeal to the goals and values of the targeted recruits 3. non-compensatory screening factors should be communicated to facilitate self selection - ex: location, the type of job, pay, etc.

3 specific goals for recruiter activities

1. employer branding 2. candidate screening 3. generating candidate interest

List of desirable recruiter characteristics (9)

1. familiarity with the job and org 2. good listening skills 3. good communication skills 4. good social skills 5. intelligence and confidence 6. extroversion 7. enthusiasm about the job and company 8. trustworthiness 9. Credibility

11 Steps in performing a typical job analysis

1. get the support of top managers and ensure managers support job analysis effort 2. Thoroughly communicate the purpose of the job analysis to all participants and ensure they are diligent about completing the tasks objectively 3. collect background information and analyze how the job contributes to the execution of the firm's business strategy 4. generate the task statements 5. generate the KSAOs 6. form the job duty and task groupings 7. link the KSAOs back to the job duties 8. collect critical incidents 9. weight the job duties 10. construct requirements matrix 11. Write the job description and person specification

Staffing goals (outcome goals) - after hire (9)

1. hiring successful employees 2. hiring individuals who will be eventually promoted 3. reducing turnover rates among high performers 4. hiring individuals for whom the other HR functions will have the desired impact 5. meeting/exceeding stakeholder needs 6. maximizing the financial return on the firm's staffing investment 7. enhancing employee diversity 8. enabling organization flexibility 9. enhancing business strategy execution

Workforce planning process - 6 steps

1. identify the business strategy 2. Articulate the firm's talent philosophy and strategic staffing decisions 3. conduct a workforce data analysis of supply & demand 4. develop and implement action plans. Develop action plans to address the gaps between labor demand and labor supply forecasts. 5. monitor, evaluate, and revise the forecasts and action plans. As the environment changes, forecasts and action plans may need to change as well. Suggest checking in at least quarterly 6. communicate to talent acquisition, comp and finance so they can plan accordingly

Hiring stages for inidividuals

1. job applicants = when people first apply for a job and they are evaluated against the minimum acceptable criteria for the job 2. job candidates = when applicants pass the initial screen. Assessed more in depth to evaluate their characteristics and qualifications as defined by the job specification, as well as person-org fit, person-group and person-supervisor fit 3. finalists - org makes its hiring decision from the group of finalists that remain after all assessment methods have been completed

Internal labor market forecasting methods (5)

1. judgement 2. talent inventories: summarize each employee's skills, competencies, and qualifications 3. replacement charts: visually shows each of the possible successors for a job and summarizes their present performance, promotion readiness, and development needs 4. employee surveys: identify potential for increased turnover in the future 5. labor supply chain management: right product, volume, place, time and quality.

What are the goals of internal assessment? 9

1. maximize fit 2. accurate assessment 3. maximize ROI 4. positive stakeholder reactions 5. support talent philosophy and HR strategy 6. establish and reinforce HR strategy and employer image 7. identify employees development needs 8. assessing ethically 9. legal compliance

Tips for candidate assessment - 10

1. measures should be used in a purposeful manner 2. use a variety of tools 3. use measures that are unbiased and fair to all groups 4. use measures that are reliable and valid 5. use measures that are appropriate for the target population 6. ensure that administration staff are properly trained 7. ensure suitable an uniform assessment conditions 8. maintain assessment instrument security 9. maintain confidentiality of results 10. interpret scores properly

What goes into the job offer content? 5 factors

1. organizational factors 2. finalist factors 3. type of job 4. legal factors 5. external factors

How to defend Failure-to-Hire lawsuits (3)

1. providing recruits an accurate job description & using standardized/well-documented recruitment and screening process 2. screening candidates using objective, job-relevant criteria with established ability to predict perf.etc. 3. Try to generate applicants from diverse groups, and treat all recruits fairly/with respect

Job analysis methods must be what 2 things?

1. reliable or replicable: a reliable job analysis procedure will produce the same results when it 1. is applied to the same job by a different job specialist 2. when a different group of job experts is used and 3. when it is done at a different time 2. valid: accurately measure what it was intended to measure. A valid job analysis accurately captures the target job.

External assessment methods - screening methods (4)

1. resumes/cv 2. job applications and weighted application blanks 3. biographical information 4. phone screens

List the internal assessment methods - 6

1. skills inventories 2. performance reviews of task and interpersonal behaviors 3. multi-source assessments 360 4. job knowledge tests 5. assessment center methods 6. clinical assessments

Retention-managing succession

1. succession management 2. mobility policies - Specify the rules by which people move between jobs within the org and clearly document rules

Examples of internal recruiting sources (5)

1. succession management 2. talent inventories 3. employee development 4. internal job posting systems 5. employee referrals

To measure reliability you should consider (3)

1. the type of measure 2. the type of reliability estimate reported 3. the context in which the measure will be used - tests/assessments should be standardized & consider: environmental factors, version of measure, physical state, etc. - it is how consistent or dependable a measure is in assessing a certain characteristic

Forecasting external labor market - Organization's monitor the external labor market in what two ways?

1. through their own observations/experiences 2. monitoring labor market statistics generated by others

Determinants of effectiveness of an assessment method include: 6

1. validity - whether assessment predicts job success 2. ROI - 3. applicant reactions - perceptions of job relatedness and fairness 4.usability - willingness and ability of people in the organization to use the method often and correctly 5. adverse impact - whether the method can be used without discriminating against members of a protected class 6. selection ratio - whether method has a low selection ratio

6 types of turnover

1. voluntary turnover: the employee chooses to leave due to personal or professional reasons 2. involuntary turnover: the employer initiates the separation due to the employee's poor performance, misconduct, a reorganization of the firm, etc. 3. functional turnover: the departure of a poor performer 4. dysfunctional turnover: the departure of an effective performer the company would have liked to retain 5. avoidable turnover: turnover that the employer could have prevented 6. unavoidable turnover: turnover that the employer could have not prevented

What are the 7 components of strategic staffing?

1. workforce planning 2. sourcing talent 3. recruiting talent 4. selecting talent 5. acquiring talent 6. deploying talent 7. retaining talent

Staffing Yields - the staffing yield pyramid

2,000 applicants, 500 interview invitations (1 of 4), 400 interviews (4 of 5), 100 offers (1 of 4) and then 75 hires (3 of 4)

Low job offer

25th percentile below-market rewards package

Competitive job offer

50th percentile -total rewards package is competitive with the market

high job offer

75th percentile - total rewards package is above the market

Job Description

A written job description of the duties and responsibilities associated with the job itself. Usually include: - salary range, department and job title, size and type of org, position grade or level, who person reports to, brief summary of main duties, etc.

What is a recruiting guide?

A formal document that details the process to be followed in recruiting for an open position - addresses both internal and external recruitment - clarifies company policies and procedures relating to budgets, activities, timelines, responsible staff, legal issues, and steps to be taken in recruiting for the position - helps standardize recruiting procedures used by the org, to clarify which employees are expected to perform what roles during the process, and helps ensure that all of the policies and procedures are followed during the process

Competency Modeling

A job analysis method that identifies the necessary workers competencies for high performance

Job analysis for staffing

A job analysis that produces valid selection system identifies worker characteristics that: 1. distinguish superior from average unacceptable workers 2. are not easily learned on the job 3. exist to at least a moderate extent in the applicant pool

Socialization

A long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors, and knowledge needed to successfully participate as an organizational member - primary goal of socialization is to get new employees up to speed with their jobs and familiarize them with the orgs culture, values, behavior patterns, rituals, language and traditions that provide a framework that helps employees interpret and understand everyday experiences

Transition Analysis

A quantitative technique used to analyze internal labor markets and forecast internal labor supply. - simple but effective technique for analyzing internal labor market - best performed for a limited number of jobs at a time to keep it easily interpretable (Two feeder positions - to one target position and keep in mind promotions, exits, lateral moves/transfers and demotions)

Talent philosophy

A system of beliefs about how employees should be treated

Job analysis

A systematic process of identifying and describing the important aspects of a job and the characteristics workers need to perform the job well. - These help to group jobs into job families or groupings of jobs that either call for similar worker characteristics or contain parallel work tasks

How do you resolve labor supply/demand gaps?

Action plans proactively address anticipated surplus or shortage of employees

Define business strategy and competitive advantage

Business strategy: How a company will compete in its marketplace Competitive advantage: Anything that gives the firm an edge over rivals in attracting customers and defending itself against comp.

What is succession management?

An ongoing process of systematically identifying, assessing and developing an organization's leadership capabilities to enhance its performance

Types of employment relationships - Contingent/Gig Workers

Any job in which an individual does not have a contract for long-term employment

Ratio Analysis

Assumes that there is a relatively fixed ratio between the number of employees needed and certain business metrics - using historical patterns within the firm helps to establish a reasonable range for these ratios - process can be used for justifying new positions or demonstrating the need for layoffs. * need consistent historical trends to calculate ratios

Title v11 of 1964 Civil RightsAct

Bars discrimination against race, color, religion, sex or national origin; EEOC

Forecasting labor supply

Combining currently staffing levels with anticipated staffing gains & losses results in an estimate of the supply of labor for the target position at a certain point in the future external labor market: people who do not currently work for the firm Internal labor market: firm's current employees

Complementary fit vs. supplementary fit

Complementary fit: when a person adds something that is missing the organization or work group by being different from others Supplementary fit: when a person has characteristics that are similar to those that already exist in the organization

What is validation?

Cumulative and ongoing process of establishing the job relatedness of a measure

Managing promotions and transfers

Decision 1: seniority or competence the rule? Decision 2: how should we measure competence? past performance, 9 box Decision 3: is the process formal or informal? Job posting Decision 4: promotion vertical, horizontal, or other?

What is deploying talent?

Deploying: assigning talent to appropriate jobs and roles in the organization. - succession planning and career development enhance deployment options Socializing: the process of familiarizing newly hired and promoted employees with their job, workgroup, and organization as a whole.

Central tendency

Describes the midpoint or center of data Mean: average of scores median: the middle score, or the point below which 50 percent of the scores fall mode: the most commonly observed score

Differentiation Strategy

Developing a product or service that has unique characteristics valued by customers. - Competitive advantage based on product innovation ex: Linkedin, Apple, 3M

Replacement charts

Different contestants- measure current position, strengths, job performance, promotion readiness

Disparate treatment vs. adverse impact compared examples

Disparate treatment - intent is shown, show Intent: person is member of a protected group, was qualified for the job, and was turned down for the job and the job remained open. Employer's defense: produce a legitimate nondiscriminatory reason for the employment decision or show BFOQ Adverse impact - No intent is shown, Show intent: Statistical disparity in the effects of facially neutral employment practice such as with the 4/5ths test Employer's defense: prove that the employment practice bears a manifest relationship with job performance

The three types of fairness explained

Distributive: Perceived fairness of the outcome. Did you get the job or promotion? Procedural: Beliefs that the policies or procedures that resulted in the hiring decision or promotion were fair. respect applicant privacy, avoid delays, use job-related assessments, give fair opp to perform. Interactional: fairness of the interpersonal treatment and amount of information received during the hiring process. Effectiveness of information, recruiter warmth, honesty and respect

Age discrimination Employment Act of 1967

Prohibits discrimination against workers over 40 years of age in any area of employment because of age

Employment at Will

Either party the employment relationship at any time, for just cause, no cause or any cause that is not illegal, with no liability as long as there is no contract for a definite term of employment -Best used as a legal defense to keep the organization from being forced to follow its own policies inflexibility - need a written record that the policy has been read and understood

ROI Analysis

Estimate the ROI from adding a new position based on the costs and outcomes resulting from that new hire. 1. Assign dollar values to the benefits you expect from a new hire for the period of time most appropriate for the position and your organization 2. Compare this amount with the cost of adding the new hire 3. Compare this amount with the value your company will gain to determine the ROI of adding the new position

Forecasting for the internal labor market

Estimate the competency levels and number of employees likely to be working for the company at the end of forecasting period. To forecast internal talent resources for a position: subtract anticipated losses from the number of employees in the target position at the beginning of the forecasting period.

What is 70/20/10 in training?

Experience - 70% exposure - 20% education - 10%

Specialization Strategy

Focus on a narrow market segment or niche and pursue either a differentiation strategy or cost leadership strategy within that market segment - Competitive advantage based on customer intimacy: deliver unique and customizable products to meet customer needs & increase loyalty ex: Starbucks, Tesla, Legos

Grouping task statements into a job duty

For the job of: Job Duty: Task statements:

Human Resource Manager example competency model

Foundation competencies: Personal, interpersonal, and HR/Business Management Areas of knowledge/expertise Roles at the top

What are the possible assessment outcomes?

Hired & poor performer: false positive Not hired & poor performer: true negative Not hired & good performer: false negative Hired & good performer: true positive

Negligent hiring & Negligent retention

Hiring: when an employer hires an applicant it knows or should have known could harm a third party Retention: focuses on situations in which a company knowingly retains employees who have a high risk of injuring themselves or others. Also, in ch. 3 negligent referral

Job rewards analysis

Identifies the intrinsic and extrinsic rewards of a job - analyzes the intrinsic rewards that are non-monetary and derived from the work itself and the firm's culture (continuous learning, meaningful work, great coworkers) - analyzes the extrinsic rewards that have monetary value (base pay, bonuses & benefits) - the combination of intrinsic and extrinsic rewards are a job's total rewards

profile desirable employees to identify promising sources

Identify what desirable talent and successful current employees in targeted jobs like to do and how you might reach them, if you were trying to recruit them now - Use surveys or focus groups to decide what media, websites, etc.

What is sourcing?

Identifying and locating high potential recruits for now or later - internal and external candidates - analysis of different possible sources of recruits to identify those best able to meet the firm's staffing goals - ROI and quality/quantity of new hires are affected by sourcing decisions

Flipping or flip searching

Identifying people who link to a website (ex: link:micorsoft.com)

Dealing with persistent talent shortage

If shortage is likely to last number of years organization's must: - reduce its demand for the talents that will be in short supply (increasing use of automation and technology and redesigning jobs) - and/or increase the supply of the qualifications it needs (not a fast or practical solution for most organizations)

You should implement staffing evaluation programs

Incrementally, rather than taking on the entire staffing system at once - evaluating turnover and new hire quality on labor costs

Spoiler effects

Indirect and unintended consequences of an action. These are effects of recruiting that go beyond the particular staffing effort.

ch 8 defintions guide

Info in d2l for ch 8

Global sourcing - Integration, differentiation, and local employment agencies

Integration: the coordination of a single global staffing strategy with the organization retaining adequate controls over local operations Differentiation: the need to acknowledge and respect the diversity of local country cultures and expectations and thus giving some latitude to local managers to tailor the strategy to meet the needs of their location local employment agencies; can be useful source of guidance in terms of information on the characteristics of the local labor force

Internet data mining - Boolean searches

Internet search technique that allows a search to be narrowed by using special terms before the key words (LinkedIn)

Task Inventory Approach

Job experts generate a list of 50-200 tasks that are grouped in categories reflecting major work functions that are then evaluated on dimensions relevant for selection

External assessment methods - contingent methods

Medical and drug tests, and background checks

Time taken for new hires to achieve full productivity

Mid-level managers: an average of 6 months Restaurants/hotels = about 90 days for a new employee to attain productivity level of existing employee On average, the time for new external hires to achieve pull producvitiy is 8 weeks for clerical jobs, 20 weeks for professionals and more than 26 weeks for executives

what is a selection error?

Occurs when you fail to hire someone who would have been successful at the job (false negatives) or you hire someone who is not successful at the job (false positives) - cannot be completely avoided but they can be reduced

interactional fairness

Perceptions of the degree of respect and the quality of the interpersonal treatment received - attending to procedural and interactional fairness can increase finalist willingness to accept job offers and can reduce negative spillover effects among those applicants turned down for the job who perceive low distributive fairness

Types of employment relationships - Independent Contractor

Performs services wherein the employer controls or directs only the result of the work

Applicant reactions - an important goal of recruiting is?

To give every applicant a positive feeling about the organization. "candidate experience" The experience is measured both organizational and individual perspectives - both parties are pursuing a business relationship - effective recruitment requires considering the applicants perspective and needs

STAR technique

Situation, task, action, results

9 elements of strategic staffing

Slide 23

Evaluating internal assessment

Slide 23, ch 10

Complying with employment laws

Slide 5, chapter 3

The workforce planning process outline

Slide 5, chapter 5

Final choice, banding, rank ordering & cut score

Slide 8, ch 11

Retention strategies

Slide 8,. ch 12 table 12-4 in the book

The strategic Management Process

Slide 9, chapter 2

Define realistic job preview

Provide both positive and potentially negative information to job candidates. - Rather than trying to sell the job and company by presenting the job opportunity in the most positive light, realistic job previews strive to present an honest and accurate picture - the goal is not to deter candidates by focusing on factors that might be perceived negative, but to provide objective information that candidates can use to self-assess their fit with the job and organization

4 types of errors explained

Random: error that is not due to any consistent cause Systematic: error that occurs because of consistent and predictable factors Deficiency: error that occurs when you fail to measure important aspects of the attribute you would like to measure Contamination: error that occurs when other factors unrelated to whatever is being assessed affect the observed scores

Define Recruiting

Recruiting helps a firm build a stable and talented group of employees who contribute to it's mission and business strategy Activities that: convert the leads generated during sourcing into applicants, generate interest in a company and its jobs, and persuade candidates to accept extending job offers.

Judgmental Forecasting

Relies on the experience and insights of people in the organization to predict future needs Top-down: organizational leaders rely on their experience and knowledge of their industry and company to make predictions about what future staffing levels will need to be. Top managers' estimates then become staffing goals for the lower levels in the organization. Bottom-Up: Using the input of lower-level managers in estimating staffing requirements. Based on supervisors understanding of the business strategy, each level provides an estimate of their staffing needs to execute the strategy. Estimates are consolidated and modified as they move up the organization's hierarchy until top management formalized the company estimate of it future staffing needs into staffing goals.

Equal Pay Act of 1963

Requires equal pay for men and women performing similar work

Supreme court decisions: Griggs v. Duke Power Company, Albermable Paper Company v. Moody

Ruled that job requirements must be related to job success; that discrimination need not be overt to be proved; that the burden of proof is on the employer to prove the qualification is valid

Organizational lifecycle (strategy growth during each of the 4 phases - introduction, growth, maturity, decline)

See notes from ch2 class

What is selecting and acquiring talent?

Selecting: assessing job candidates and deciding whom to hire (operates in a strong legal context) Acquiring: involves putting together job offers that appeal to chosen candidates, and persuading job offer recipients to accept those job offers and to join the organization (negotiations usually result in employment contracts)

Types of employment relationships - Employee

Someone hired by another person or business for a wage or fixed payment in exchange for personal services, and who does not provide the services as part of an independent business

What is sourcing and recruiting talent?

Sourcing: locating qualified individuals and labor markets from which to recruit Recruiting: all organizational practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers. - sourcing identifies people who would be good recruits. recruiting activities entice them to apply to the organization and accept job offers, if extended.

Americans with Disabilities Act of 1990 and ADA Amendments Act of 200

Strengthens the need for most employers not to discriminate and to make reasonable accommodations for disabled employees to work

SWOT Matrix

Strengths, weaknesses, opps, threats

Cost Leadership Strategy

Strive to be the lowest cost producer for a particular level of product quality - Competitive advantage based on operational excellence: maximizing the efficiency of the manufacturing or product development process to minimize costs Ex: Walmart, Dell, Target

Practical reasons for doing job analysis

Table 4-2 in the book and slide 4 of chapter 4

External recruiting sources

Target people outside of the firm - recruiting sources differ for different positions

Staffing Strategy definition

The constellation of priorities, behaviors, policies used to manage the flow of talent into, through, and out of the organization over time

What is criterion data? What does this data measure include?

The information about important outcomes of the staffing process. - traditionally, this data includes measurement of employee job success - should also include all outcome data that is relevant to the eval of the effectiveness of the staffing system against its goals. ex- Measures of job success, time-to-hire, promotion rates, and tenure rates, company engagement, fit with company values, willingness to help other employees

Procedural fairness

The perceived fairness of the policies and procedures used to determine the hiring outcome

Workforce Planning

The process of predicting an organization's future employment needs and the availability of current employees and external hires to meet those employment needs and execute the organization's business strategy. - foundation of strategic staffing because it identifies and addresses future challenges to a firm's ability to get the right talent in place at the right time to execute its business strategy

What is workforce planning?

The process of predicting an organization's future employment needs, and the availability of current employees and external hires to meet those employment needs, and execute the business strategy. - involves both hiring manager and a staffing specialist -can be short term and focus on the immediate hiring need - can be long-term and focus on the organization needs in the future. - better the more it addresses both short term and long term

What is strategic staffing?

The process of staffing an organization in future-oriented and goal-directed ways that support the organization's business strategy and enhance organizational effectiveness. - involves the movement of people into, through, and out of the organization.

What is the primary staffing goal?

To match the competencies, styles, values, and traits of job candidates with the requirements of the organization and its jobs.

How does strategic staffing differ from traditional staffing?

Traditional staffing: more reactive, lacks continuous improvement, less tied to strategy Strategic: long-term planning, aligns with business strategy & other areas of HR & labor market. Targeted recruiting, eval of staffing outcomes against goals, and sound candidate assessment on factors related to job success and long-term potential.

What makes succession management effective?

Understanding the nature of talent gaps with enough time before the talent is needed can allow the organization to: - Plan for and remedy any workforce talent deficiencies - Develop an external recruiting strategy to bring in external talent - Redesign the work to reduce the need for the talent expected to be in short supply - Plan alternate career paths for surplus talent

Trend Analysis

Uses past employment patterns to predict future needs - any employment trends that are likely to continue can be useful in forecasting labor demand - trend analysis is rarely used by itself in making labor demand forecasts because including competition, the economic environment and changes in company should be thought of.

How do you assess transition progress?

Using metrics like engagement/follow up surveys, 30-60-90 day retention rates, and supervisor satisfaction

Validity vs. Reliability

Validity: how useful a measure is for a particular situation reliability: how consistent scores from that measure will be

Weighting job duties

Weighting job duties by their importance and the relative time spent on each Duty, importance score, and then relative % time spent on each - total = 100 on each side

Task statement example

What? (action verb): writes To whom/what?: advertising copy How?: Using microsoft word Why? For placement in newspaper and mag advertisements

Creating a sourcing plan 3 steps

`1. Profile desirable employees to identify promising sources 2. Perform ongoing recruiting source effectiveness analyses by tracking 3. Prioritize recruiting sources based on staffing goals and employee profiles

A competency-based job description does what 3 things?

`1. enhances a manager's flexibility in assigning work 2. Lengthens the life of a job description 3. Can allow firms to group jobs requiring similar competencies under a single job description

Cut score

a minimum assessment score that must be met or exceeded to advance to the next assessment phase or to be eligible to receive a job offer

percentile score

a raw score that has been converted into an expression of the percentage of people whose score falls at or below that score

Normal curve

a symmetrical, bell-shaped curve representing the distribution of a characteristic

balanced staffing scorecard

a tool for managing employees' performance and for aligning all employees with key business objectives by assigning financial and non-financial goals and monitoring and assessing performance - they focus on each individual goal with numbers for each figure 13-3 and slide 12, ch 13

Exit interviews

asking departing employees why they are leaving to acquire information that can be used to improve conditions for current employees - identifying turnover causes

Situational interviews

asking people how they might react to hypothetical situations

challenging and developmental job assignments

can enhance key competencies and build experience in important job tasks before the individual assumes the position

Employee satisfaction surveys

can identify problems that can be addressed to prevent additional turnover - identifying turnover causes

Job rotation, challenging assignments, mentoring

career development tool

When you reject a candidate, when they accept & when a finalist rejects you

chapter 11 slides 16-18

Why do top performers leave? Employee & employers reasons

employees: pay, promotion opp, work-life balance Employers: promotion opp, pay, career development, work-life balance

banding

everyone who scores within a certain range of scores is considered to have performed equivalently and assigned the same grade

Person-Organization fit

fit between an individual's values, beliefs, attitudes, and personality and the values, norms, and culture of the organization

Case Interviews

give the candidate a situation, problem, or challenge and ask him or her to address and resolve it

Career counseling and career development workshops

help individuals understand the jobs that best match their motivations and talents, and help them develop the skills they need to successfully compete for these opportunities

Long-term metrics

help to evaluate the success of a staffing system in terms of outcomes that take place some time after hire Include: job success by recruiting source and by recruiter, employee tenure by each source, and promotion rates by each source

Short-term metrics

help to evaluate the success of a staffing system in terms of recruiting and new hire outcomes Include: percentages of hires for each job coming from recruiting source, number of high-quality new hires coming from each recruiting source and recruiter, number of diverse hires coming from each, average time to start and average time to contribution

Compensatory approach

high scores on some assessments can compensate for low scores on other assessments - this approach is less useful for jobs in which specific talents must exist at a minimum level

Staffing effectiveness

how well the staffing process meets the needs of a firm's stakeholders and contributes to the organization's strategy execution and performance

Critical incidents technique

identifies behaviors extremely effective or extremely ineffective behaviors by documenting critical incidents that have occurred on the job

Digital Staffing Dashboards

interactive computer displays that indicate how a staffing function is meeting its goals

Structured Questionnaires

involves using a list of preplanned questions designed to analyze a job (e.g., the Position Analysis Questionnaire or PAQ)

Future-oriented job analysis

job analysis technique for analyzing new jobs or analyzing how jobs will look in the future

Networking Sites

leveraging your personal connections to generate applicants

What are KPIS?

measurable factors critical to the firm's success and long and short term goals that can help understand, track, and improve org performance and bottom line - the outcomes against which the effectiveness of the staffing system is evaluated - key to understand what is important to the business and what key business measures exist

Explain multi-source assessments

overall assessment includes - self, supervisor, peers, supervisor boss, subordinates, internal customers, and external customers

passive job seekers

people who are currently employed and are not actively seeking another job but could be tempted by the right opportunity (many high qualified candidates are in this group but it is difficult to find them and get them interested in your job opportunity)

semi-passive job seekers

people who are interested in a new position but only occasionally look actively for one

Active job seekers

people who need a job and are actively looking for information about job openings

Pregnancy Discrimination act of 1978

prohibits discrimination in employment against pregnant women, or related conditions

rank ordering

ranking candidates from highest to lowest scoring

Resume screening software

screen resumes for certain key words or phrases sot hat recruiters do not have to look at every resume - saves recruiters time, and makes internet recruiting more manageable for companies with high volume - relying heavily on software can lead to overlooking highly qualified candidates who do not match specific criteria

Orientation/onboarding

the process of completing new hires' employment-related paperwork, and familiarizing them with their jobs, coworkers, work spaces, work tools, and the company's policies and benefits

Replacement planning

the process of creating backup candidates for specific senior management positions

Assessment centers

simulate the position an employee is interested in pursuing and whether or not they are a good fit for the job

Web Crawlers

sites that continually search for people with desirable talents and sell access to recruiters

training and continuing education

skills in training in a more formalized educational setting

OFCCP Definition of an applicant

slide 14, ch 3

Top down diversity management programs

slide 14, chapter 2

Applicant tracking system

software that allows you to maintain a database of both applicant and job information to facilitate finding matches between openings and applicants - allows HR and managers to oversee entire recruitment and staffing process - reduce costs, speed up hiring process, and improve the company's ability to find people who fit its success profile

Geographic Targeting

sourcing recruits based on where they live -Can focus on the local labor market -Can focus on labor markets in locations similar to the organization's location in terms of city size, cost of living, climate, recreational opportunities, etc. - Can target individuals likely to find the firm's location attractive Lower-level positions in an organization are typically filled from the local labor market, and the geographic boundaries tend to widen as the position moves up the organization's hierarchy

Structured Interview Technique

subject matter experts provide information about the job verbally in structured interviews

Staffing efficiency metrics

the amount of resources used in the staffing process Hiring costs & replacement costs (slide 7, ch 13)

maximum job offer

the company's best and final offer

statistical significance

the degree to which the observed relationship is not likely due to sampling error - minimum requirement for establishing a meaningful relationship

What is internal assessment?

the evaluation of a firm's current employees for training, reassignment, promotion, or dismissal purposes - evals emoployee fit with other jobs & assess employees to enhance firm's strategic capabilities & informs downsizing decisions

Person-Vocation fit

the fit between an individual's interests, abilities, values, and personality and his or her occupation

Employee Value Proposition (EVP)

the intrinsic and extrinsic rewards an employee receives by working for a particular employer in return for their job performance

Person-group fit

the match between an individual and his or her work group, including the supervisor

practical significance

the observed relationship is large enough to be of value in a practical sense

Distributive fairness

the perceived fairness of the outcome received - Because most applicants do not get a job offer, distributive fairness perceptions are often low

Person-job fit

the potential of an individual to meet the needs of a particular job and the potential of the job to meet the needs of the individual

sabbaticals

used to reenergize employees

Job Elements Method

uses expert brainstorming sessions to identify the characteristics of successful workers

Behavioral interviews

using information about what the applicant has done in the past to predict future behaviors

Succession management plans

written policies that guide the succession management process