Staffing Final

What is the IRS definition of an independent contractor?

(Right-of-Control Test over Time, Method, and Manner) • Is a distinct business • Works without supervision • Pays own expenses • Sets own work hours • Possesses high degree of skill • Uses own tools, materials, office, etc. • Works on a project basis (with completion date) • Works on short term projects • Is paid by commission or project, rather than time • Works for multiple companies

What were the recommended steps in class for reviewing resumes?

1. Determine job requirements 2. Preferably in terms of KSAs and tasks 3. Less in terms of job titles, education, or Os 4. Identify (via brainstorming with SMEs) all the 5. possible types of resume information that may 6. reveal the job requirements 7. Work experiences (e.g., jobs titles, companies, industries, 8. tasks/duties, years, part/full time, achievements, etc.) 9. Educational credentials (e.g., degrees, schools, grades, 10. training, certificates, etc.) 11. Other information (e.g., hobbies, awards, interests, 12. nonwork activities, etc.) 13. Screen broadly at first 14. If in doubt, include 15. Focus on screening "in" rather than "out" 16. Use multiple reviewers 17. For every resume (to enhance reliability and to avoid 18. missing anyone with potential) 19. Two thumbs up, one thumb up, or ... 20. Watch for fraud 21. See list of examples 22. Assume there is some padding in all resumes. 23. Do not let potentially fraudulent resumes displace 24. non-fraudulent resumes 25. Look for progressive work history and factor in 26. career stage 27. Write questions to follow up in interview 28. On potential fraudulent and exaggerated credentials 29. To clarify ambiguity 30. To explore potential weaknesses 31. To more precisely measure credentials 32. Consider structuring process 33. Scoring the resumes 34. Scored application forms 35. Etc. 36. Usually best to phone interview before inviting 37. in for subsequent selection procedures 38. Consider better prescreening alternatives 39. Accomplishment record 40. Prescreening tests 41. Etc. 42. Be sure to use substantive subsequent 43. selection procedures (e.g., tests, assessments, 44. structured interviews, etc.)

What are some of the key steps in the promotion process? There were 9, so try to describe at least 5. For each, what are the key issues or considerations?

1. Determining reason for opportunity · Need based · Readiness based 2. Recruiting for position · Deciding on open versus closed recruitment · Details of job posting systems · Dealing with implicit favorites · Dealing with self-nominations 3. Providing job information and determining job interest · Providing job description · Providing realistic job preview · Courtesy/informational interviews 4. Prescreening · Dealing with availability · Dealing with readiness · Minimum times between promotions · Minimum qualifications 5. Selecting final candidate · Apply selection procedures 6. Providing feedback to unsuccessful candidates · Specific reasons for this decision · Relative versus absolute feedback · Future potential · Who provides the feedback · Link to performance (or development) plan 7. Providing an appeals mechanism · Viewed favorably by courts · Logistics - who, how, when,... · Note: Can appeal process, but not · outcome · Procedural justice and consistency are · key 8. Maintaining stable work environment and back-filling · Impact analysis on workload · Negotiated release dates · Redistributing work load 9. Socializing new employee · Performance plan (clear expectations) · Meeting co-workers, customers,... · Orientation checklist · Probationary period (and rights to return to former job)

What are the EEOC guidelines on criminal background checks?

1. Do not have blanket policy of rejecting all candidates with felony convictions ("ban the box"). 2. Consider nature and severity of the crime. 3. Consider job relatedness. 4. Consider the time since the crime. 5. Conduct individual assessment a. Efforts at rehabilitation b. Employment since crime c. Education since crime

What questions should be asked when establishing minimum qualifications? Explain why for each.

1. Perform at Entry: Should a newly hired employee be able to perform this task/KSAO immediately or after a brief orientation/training period? 2. Barely Acceptable: Must even barely acceptable employees be able to perform this task/KSAO correctly with normal supervision? 3. Importance of Correct Performance: How important is it for this task/KSAO to be done correctly? 4. Difficulty: How difficult is it to do this task/KSAO correctly compared to all other tasks/KSAOs in the job? 5. Useful in Hiring: To what extent is this task/KSAO useful in choosing and hiring new employees? 6. Distinguish Unsatisfactory Employees: How well does this task/KSAO distinguish between the barely acceptable and the unsatisfactory employee? 7. Clarity: To what extent will this task/KSAO be clear to applicants and those who will use for screening?

What are the five measures of turnover? What is the definition of each and the key implications of measuring turnover in this way?

1. Reasons- Definition: Narrative explanation as to thereasons or causes of the turnover.- Implications:· Are all reasons for turnover undesirable?· Are some reasons for turnover more predictablefrom a selection point of view?- Issues:· How do we measure the reasons?· How accurate are the reasons? 2. Voluntariness- Definition: The degree to which the turnoverdecision was made by the employee.- Implications:· Is voluntary or involuntary turnover lessdesirable for the organization?· Can we predict one type better than the otherbased on pre-hire information?- Issues:· Is voluntariness a dichotomy or continuum?· How can we measure it? 3. Avoidability- Definition: The degree to which the turnovercould have been avoided by the organization?- Implications:· Should we try to prevent both types of turnover?· Are the pre-hire predictors of unavoidableturnover different than avoidable turnover?- Issues:· Avoidable from whose perspective?· Are all the predictors of avoidability legal touse as selection procedures? 4. Functionality- Definition: The degree to which the turnover isfunctional for the organization in terms of:a. Job performanceb. Willingness to rehirec. Difficulty of replacement- Implications:· Can we focus our selection procedures on reducingdysfunctional turnover? How?- Issues:· Can we rely solely on supervisors to determinefunctionality?· Does the judgment change post hoc? 5. Utility- Definition: The degree to which the turnover has apositive financial consequence for theorganization in terms of:a. Salaries of former and replacement employees.b. Productivity of former and replacement employees.c. Transaction costs.- Implications:· Can we predict utility using selection procedures?· Are costs fully considered in hiring decisions?· Are there implications for retirement and otherselection decisions?

How do recruiters interpret resume information? What are the implications for staffing?

1. Recruiters infer abilities from resumes 2. Most info. thought to reflect motivation 3. Activities/interests/honors get more weight than deserve due to uniqueness

What are all the roles job rotation can play in HR? List at least 5.

1. To fill jobs 2. To leverage the motivational effects of promotions 3. To increase motivation and satisfaction through job design 4. To use staffing to provide training and career development 5. To staff more jobs with fewer people 6. To remedy plateauing 7. To integrate the organization

A staffing level mismatch in which the organization is, or is projected to be, overstaffed is a reflection of ___________. a. overstaffing b. understaffing c. an appropriate staffing level d. none of the above

A

A temporary pay premium added to the regular base pay of an employee to account for a temporary market escalation in pay for certain skills in extreme shortage is called a(n) _____________.) a. hot skill premium b. tight labor market adjustment c. key skill premium d. none of the above

A

Flat pay rate job offers are least appropriate for ________. a. situations where applicants have very dissimilar KSAOs b. jobs with a plentiful supply of applicants c. situations where management desires to avoid inequities in starting pay among new employees d. jobs where applicants have KSAOs of similar quality

A

Replacement costs associated with voluntary turnover include ___________. a. HR staff induction costs b. mentoring c. formal training d. contagion

A

The concept which refers to the idea that individuals rise to their level of incompetence is the ________. a. Peter Principle b. Promotability Principle c. Career Concept Principle d. 4/5 Principle

A

The desirability of leaving an organization is often an outgrowth of __________. a. poor person/organization match b. favorable labor market conditions c. general, transferable KSAOs d. none of the above

A

The overall focus of orientation training should be on the ___________. a. person/job match b. job/organization match c. person/person match d. none of the above

A

The type of selection methods which are used to narrow down a list of finalists to those who will receive job offers is called _________ methods. a. discretionary b. initial c. substantive d. sequential e. compensatory

A

Which of the following factors is the most relevant to the theory behind assessment centers? a. Prediction of the individual's behavior in critical roles through assessment by multiple methods. b. Matching applicants to KSAOs required by the job. c. Shortening the period of time needed to complete an assessment for a managerial position. d. Substituting HR assessors for line management assessors.

A

Which of the following is an attribute of a low value employee that an organization would not want to prevent from leaving? a. little intellectual capital b. high seniority c. high performance d. all of the above

A

Which of the following is likely to be a contingency related to a job offer? a. Satisfactory reference checks b. Job salary c. Job benefits d. Job vacation privileges

A

Which of the following is true regarding seniority? a. It refers to length of service or tenure. b. It is closely related to the type of job experience. c. It is closely related to the quality of job experience. d. It is a highly valid selection method.

A

Which of the following statements about various methods of managerial sponsorship is false? a. A "coach" is available to the person being assisted on and off the job. b. A coach provides day-to-day feedback. c. A "mentor" becomes personally responsible for the success of the person being assisted. d. A "sponsor" actively promotes the person being assisted for advancement opportunities.

A

Within the context of internal selection, an accurate statement about the logic of prediction would be that ______________. a. the logic of prediction can be applied more precisely for internal selection than for external selection b. the logic of prediction has identical application for internal and external selection c. the logic of prediction works better for external selection than for internal selection d. this concept does not apply to internal selection

A

What are the characteristics of effective recruiters? When during the hiring process are recruiters more and less important?

A good recruiter is there for the entire recruiting cycle even after the candidate has moved past them. They can coach the negotiation process, build trust, and mitigate problems for the candidate. They are less important after the candidate has been onboarded, but a good candidate will follow up.

What are the advantages and disadvantages of using independent contractors?

Advantages: • Easier management burden (e.g., taxes, benefits, overtime, supervision, career development, office and tools, labor laws,...) • Hire the best for each project • For skills not available internally • For workload peaks • Staffing flexibility (no hiring or layoffs) • Control over costs • Fast Disadvantages: • More coordination required • More expensive per hour • Some loss of control over work processes (e.g., procedures, tools, schedules, etc.) • Less organizational commitment • Marketing additional work

What are the advantages and disadvantages of using temporary workers?

Advantages: • Somewhat easier management burden because they work for an agency, yet more management control than contractors • Staffing flexibility • Control over costs • Fast, easy, short-term workers • Temp-to-perm is popular with companies Disadvantages: • Some potential legal issues may arise (e.g., legal liabilities, co-employment, unionization, etc.) • More expensive per hour • Less organizational commitment • Low skill, sometimes transient workers

Guidelines for increasing job satisfaction and retention include ____________. a. establish a lead pay policy for all employees b. link rewards to retention behaviors c. link rewards to employee productivity d. none of the above

B

Which of the following assessment methods does not have high reliability? a. Performance appraisals b. In-basket exercises c. Seniority d. Assessment centers

B

Which of the following circumstances makes it less likely an oral statement about weekend work would be legally enforceable as a contract term? a. The statement was made in the workplace. b. The statement is not supported by a written policy. c. The statement was made by an organizational manager. d. The statement was a specific one.

B

Which of the following is an attribute of a high value employee that an organization would want to prevent from leaving? a. low training investment b. strong KSAOs c. retirement d. low seniority

B

As a general rule concerning job offers, it can be said that__________. a. "low ball" job offers are expensive to the organization b. "competitive" job offers have no important drawbacks c. "competitive" job offers tend to leave room to negotiate d. "competitive" offers usually stimulate the most positive reactions on the part of offer recipients

C

Discharge turnover is usually due to ____________. a. a site or plant closing b. permanent layoff c. poor employee performance d. none of the above

C

Economic separation costs associated with voluntary turnover include _________. a. hiring inducements b. lost or unacquired clients c. manager's time d. all of the above

C

Most rejection messages sent to applicants are __________. a. specific in terms of the reason for the rejection b. not conveyed by formal means c. vague in content d. designed carefully to "soften the blow" of the rejection

C

Recommendations for the effective design and use of a performance appraisal or management system include _____________. a. evaluations should be in writing b. the employee should receive timely feedback about the evaluation and an explanation for any outcome decision c. there should be agreement among different raters in their evaluation of the employee's performance d. all of the above

C

The term "golden parachute" usually refers to __________. a. pay rates b. health benefits c. severance packages d. life insurance

C

The validity of assessment centers as a method for internal selection is approximately ____________. a. .00 b. .10-.20 c. .30-.40 d. .50-.60

C

Where peer assessments are concerned, it would be accurate to say that ______________. a. peer ratings rely on voting to select the most promotable applicants b. peer assessments are used for both internal and external applicants c. peer nominations rely on rank ordering of peers being assessed d. peer rankings rely on assessments of each applicant using scores on a continuous numerical scale

C

Which of the following is a suggestion for conducting an appropriate exit interview? a. The interviewer should be the employee's immediate supervisor. b. there should be an unstructured interview format. c. the interviewer should prepare for each interview by reviewing the interview format and the interviewee's personnel file. d. none of the above

C

Which of the following is an example of a major employee offense? a. sabotage b. theft c. drug/alcohol abuse d. all of the above

C

Which of the following is an example of a minor employee offense? a. dishonesty b. unsafe behaviors c. punctuality d. all of the above

C

Which of the following is true regarding orientation programs? a. They should start between 3-6 months after the beginning of the employment relationship. b. The overall focus would be on the person/job match exclusively. c. Both requirements and rewards must be communicated and understood. d. The overall focus would be on the person/organization match exclusively.

C

Which of the following statements about disclaimers is false? a. They can appear in almost any written documents made available to job applicants or employees. b. They can be used to limit employee rights. c. They are never oral. d. Their receipt by employees should be acknowledged in some formal way.

C

Which of the following statements about reneging on job offers made to college students is false? a. Reneging is often caused by company pressure for an early decision. b. Ethics concerning job offers have deteriorated on both sides (i.e., applicant and employer). c. most employers feel the level of reneging has increased dramatically in recent years. d. about half the organizations in a recent survey have experienced reneging.

C

What are the categories of benefits of job rotation? Explain why they occur.

CAREER Increase feelings of achievement Increase satisfaction with one's work Increase work motivation Increase involvement in career Increase satisfaction with career Increase self-confidence Increase commitment to career at company Decrease likelihood of quitting Increase opportunities for training/development Increase opportunities for promotion ORGANIZATIONAL INTEGRATION Increase understanding of strategy issues Increase network of contacts Increase transfer of company culture Encourage fresh insights STIMULATING WORK Increase task variety Increase variety of skills Increase challenge and stimulation Increase opportunity for learning AWARENESS Increase ability to cope with uncertainty Increase insight into strengths/weaknesses Improve understanding of personal values Increase awareness of management styles

In terms of decision strategies candidates use to select jobs, what is the difference between expected utility and satisficing? How might you use that understanding to increase job acceptance?

Can the org use their available skills, and how long until they can? Are their skills up to par or exceeding the need? If they do not have the needed skills, do they have the capacity to develop them in the future? Understanding this enables us to better identifying those who can fit an immediate need and who is going to be able to grow into a role, at what level, and who can transcend from an IC to MC.

What are the various types of recruiters and how might they differ in terms of their influence?

Contingency firm - Fee depends on successful search - Percentage of first year's compensation (e.g., 20 to 25%) - May work for both applicant and company - Minimum tenure guarantee - Usually higher volume and mid-range salary - No exclusivity Retainer firm - Works only for company - Fees may be higher (e.g., 33% or more) - Fee does not depend on successful search - Work with company in finalizing terms - Longer tenure guarantee - Many more services (search, screening, negotiation) - Exclusivity - Higher salaried positions Internal Recruiting • Mobility paths • Open versus closed internal recruiting • Some methods: - No system - Management nominations - Job posting - Replacement charts - Seniority - Succession plan

What is the difference between contingency and retainer recruiting firms? What factors should you consider when deciding to use a recruiting firm?

Contingency firm - Fee depends on successful search - Percentage of first year's compensation (e.g., 20 to 25%) - May work for both applicant and company - Minimum tenure guarantee - Usually higher volume and mid-range salary - No exclusivity Retainer firm - Works only for company - Fees may be higher (e.g., 33% or more) - Fee does not depend on successful search - Work with company in finalizing terms - Longer tenure guarantee - Many more services (search, screening, negotiation) - Exclusivity - Higher salaried positions Organizations should do a needs analysis to determine which recruiting firm is best suited to meet their needs. Many firms have specialties and existing networks of potential candidates.

What is the relationship between job performance and job rotation and why?

Correlation between performance evaluation score and job rotation rate = .25 (.35 corrected for unreliability in the performance evaluation

A job candidate responding to an "in-basket exercise" would most likely be asked to __________. a. make a simulated visit to a customer location b. participate in an interview simulation c. complete a written test to assess KSAOs d. draft memos to respond to letters received

D

An employee's intention to leave an organization is influenced by ___________. a. perceived desirability of movement b. perceived ease of movement c. alternatives available to the employee d. all of the above

D

Exit interviews can be used to explain _________ to departing employees. a. rehiring rights b. benefits c. confidentiality agreements d. all of the above

D

From the newcomer's perspective, likely components for inclusion in the socialization process include addressing __________. a. performance proficiency b. organization goals and values c. politics d. all of the above are correct

D

If the selection objective is to assess a candidate's ability to make a coherent persuasive report about the organization's annual results before a group of top managers, the best simulation to make this assessment would be a(n)________. a. assessment center b. in-basket exercise c. role play d. oral presentation

D

In order to improve the chances of winning a law suit based on "promissory estoppel," the most important point the plaintiff must demonstrate is that _____. a. the promise was accurate b. the promise was made in good faith c. the defendant reneged on the promise d. the promise was withdrawn, resulting in a detrimental effect.

D

Research on the use of selection and experience as internal selection methods indicates that ____________. a. seniority is a more valid method of internal selection than experience b. seniority is better suited to predict short-term rather than long-term potential c. experience is less likely to be content valid if the past or present jobs are similar to the future job d. experience is unlikely to remedy initial performance difficulties of low ability employees

D

The delivery of newcomer socialization should be the responsibility of ___________, a. his/her supervisor b. a mentor or sponsor c. the HR department d. all of the above

D

The goal(s) of the socialization process is (are) ____________. a. to achieve an effective person/job match b. to achieve an effective person/organization match c. to help the newcomer fit into the job in the long-term d. all of the above are true

D

The sales approach to presenting a job offer has been adopted by many organizations because _________. a. mechanical presentations of job offers have been proven not to work b. they apply to all situations c. they cost less than mechanical presentations d. they may increase the likelihood of bringing job offers to closure

D

The types of employee turnover include ____________. a. voluntary b. discharge c. downsizing d. all of the above

D

Which of the following can be used to support the assessment of employees for global assignments? a. Personality tests b. Simulations c. Interviews d. All of the above

D

Which of the following is not a recommended use of the job rewards matrix? a. Use the matrix to develop recruitment messages. b. Use the matrix to develop pecuniary inducements for job offers. c. Use the matrix to develop programs to increase employee motivation d. Present the matrix as part of job offers to job applicants in order to enhance the chances of offers being accepted.

D

Which of the following is true regarding long-term variable pay? a. Stock options are only available in the public sector. b. Small public organizations are more likely to provide stock options than large public organizations. c. Stock options guarantee a fixed rate of return on investment. d. None of the above

D

Which of the following is true regarding performance appraisals and internal selection? a. It is illegal for organizations to use performance appraisals as a basis for internal selection decisions. b. Performance appraisals have no validity. c. Performance appraisals have no reliability. d. Performance appraisals are readily available in organizations.

D

Which of the following is(are) examples of substantive methods for internal selection? a. Skills inventories b. Managerial sponsorship c. Career concepts d. Performance appraisals

D

What are some examples of resume fraud? Why does it occur and what precautions can be taken?

Examples of Resume Fraud • Education - Grades - Years attended - Courses taken - Implied degrees - Other training • Extracurricular - Activities - Honors/awards - Clubs - Offices held • Work Experience - Years - Job titles - Responsibilities - Supervisory experience - Achievements (esp team achievements) - Volunteer work - Company out of business (or vague address) - Self-employment (consulting) - Gaps (and omitted jobs) - Regressive history

How does internal recruiting differ and what are the various methods? In what situations are each of the methods important?

Internal Recruiting • Mobility paths • Open versus closed internal recruiting • Some methods: - No system - Management nominations - Job posting - Replacement charts - Seniority - Succession plan Internal requires significantly skilled personnel, and the recruiting process can be cyclical. In those situations, a firm is better able to meet the organization's needs. However, in long periods of growth, an internal recruiter can be a viable option.

Of the most important attributes that matter to job choice, which ones are most important to (a) managerial/professional jobs, (b) technical/skilled jobs, and (c) unskilled/labor jobs

Managerial - Scope & Experience managing, relatability between previous orgs and new Technical/Skilled - Education, Demonstrable skill, experience Unskilled/labor - Physically capability, experience, physical endurance What attributes matter? - Very important attributes: • Use of skills • Opportunity for advancement • Responsibility • High salary • Continued development • Status and prestige • Sense of accomplishment • Fit with the job or organization • Work-life balance • Geographic location • Organizational reputation • Also important, but less so: • Working conditions • Benefits • Supervision • Co-workers

What is the relationship between job type and job rotation and why?

Managers and emerging careers are more likely to participate in job rotations because they are the future of the company. The more promising a candidate is, the more desirable they are for rotations.

What are at least 5 of the selection procedures for identifying candidates and initial prescreening? Evaluate them in terms of validity and acceptance?

Nomination by others: Can be ideal because people are supportive. More valid in 360 degree scenarios Seniority: Are they next in line or is their a TIG? Skills inventory database: What skills and trainings do they have that the role needs. Do we have reliable assessments? Historical progression paths: Have they been on a promotional path or stuck for a long time? Performance appraisals: What do their peers and mgrs think? Could be valid and used to justify promotion. Career development planning process: Has the org been developing their skills for the next level or has the employee been doing so independently? Minimum requirements (e.g., work experience, education or training, performance, etc.): Can they do the job or not?

What are some of the other decision strategies and how you might use them to increase job offer acceptance?

Potential vs applicability. Current needs vs future needs Use recruiters with similar values and backgrounds to candidates • Use line employees and informed HR recruiters • Use warm and friendly recruiters • Keep in touch with candidates • Be informed on the candidate, and make candidate feel special • Try to enhance organizational image (e.g., PR events, regular hires, etc. • Make offers early, with short but reasonable Deadlines • Focus on important aspects of job (challenge, responsibility, pay, advancement, geography, security, etc) • Focus on perceptions of fit • Give special attention to procedural fairness • Recruit non-traditional candidates • Prepare recruiters on selling points for the company

What are at least 5 of the selection procedures for final selection? Evaluate them in terms of validity and acceptance?

Seniority: TIG, better support, more hierarchal Work experiences: Relevant to new role, less of a shock Interviews: Do they have the hard and interpersonal skills Aptitude tests: Is their capacity being reflected with current and future needs Achievement (e.g., knowledge) tests: Can measure their degree of skills Performance appraisals: Are they a team player and good at their job Assessment center exercises: In-basket Leaderless group discussion Case analysis and writing Presentation Simulations

Why do so many discrimination lawsuits result from downsizing and what are some of the best practices to conduct downsizing (describe at least several)?

Some organizations just ask for immediate team rankings or discharge lists. They fail to look for any disparate impact or treatment and make corrective actions to mitigate it. Best practices0. Identify Business Need for Downsizing 1. Identify Future Work 1.1. Identify Jobs and Tasks to Be Performed 1.2. Identify Skill, Knowledge, and Experience Requirements 2. Evaluate Employees Against Future Work 2.1. Consider Past Job Performance Heavily 2.2. Consider Seniority 2.3. Emphasize Job-Related Criteria (e.g., skills, knowledge, experience, etc.) 2.4. Avoid Inherently Age-Related Criteria 2.5. Emphasize Objective (vs. Subjective) Criteria 2.6. Base Selections on Accurate and Complete Information 2.7. Prevent Exposure of Demographic Information to Evaluators 2.8. Allow Employees to Compete for New Positions, or Positions Elsewhere in the Organization 2.9. Use Multiple Independent Evaluators to Ensure Reliability 2.10. Provide Clear Instructions and Train Evaluators on Use of System, including EEO Considerations 2.11. Ensure Adequate Documentation 2.12. Allow Appeal Mechanism 2.13. Apply Methodology in Consistent Manner 2.14. Communicate to Employees, Including Explaining the Reasons for Termination and Providing Considerate Interpersonal Treatment 3. Analyze Adverse Impact 3.1. Conduct Analyses in Timely Fashion 3.2. Take Action if Adverse Impact is Shown 4. Evaluate the Process and Outcome 5. Ensure an Informed and Independent Human Resources Staff

What are the two functions of promotion systems and the advantages and disadvantages for each?

Staffing Systems • Advantages: Readily available candidate pool Organizational specific skills Job performance information Some degree of predictability and control of employee movement Cost Saving • Disadvantages: Don't have skills internally Ripple effects In-breeding Glass-ceiling issues Functions of Promotion Systems MOTIVATION FUNCTION • Advantages: Link to larger pay increases (see charts) Link to job enrichment Autonomy, variety, skill usage, importance Link to sustained high performance Promo = investment, not reward Tracking a trajectory, not meeting a bar Meaningful career development • Disadvantages: Fairness/favoritism perceptions Coworker = peer = equal Rejected candidates stay as employees Management of reasonable expectations Plateaued employees

. What are the advantages and disadvantages of internet recruiting? What are some of the more effective techniques based on your experience searching for jobs?

The internet is great at tapping into a large talent pool. However, the pools can become unmanageable because of thousands of candidates applying for each job,

What is the relationship between tenure and job rotation and why?

The longer an employee is with a company, the more likely they are to have done a rotation program. Some require rotations for senior leaders to do international rotations to better understand the business.

What are the pros and cons of unemployed candidates, employed candidates, and employed candidates seeking a change?

Unemployed candidates are usually readily available, but the reason they are unemployed can matter. However, its dangerous to disregard unemployed candidates because of their circumstances. Employed candidates are looking to exit, and if they are willing to leave one employer, then it is reasonable to expect them to do the same to your organization. When employed people are seeking a change, we should ask what change and why? Is it a complete shift, a change in companies, or are they wanting to switch the MC/IC roles?

Summarize some of the ways to increase job offer acceptance? Which ones do you think are more effective and why?

Use line employees and informed HR recruiters • Use warm and friendly recruiters: Recruiters need similar skills to sales representatives because they are the face of the org. • Keep in touch with candidates: Lost candidates become disengaged. • Be informed on the candidate, and make candidate feel special: Interviewing is like dating. It needs to be a mutually desired and beneficial relationship. • Make offers early, with short but reasonable deadlines: If you won't, others will.

What are some of the issues with using keyword searches of resumes?

Using keywords can cause recruiters to miss equal or superior skills because they are quickly skimming for keywords.

What are the research findings (meta-analyses discussed in class) on the factors that most influence organizational attraction and job choice?

Valence, Expectancy, Instrumentality. Also, candidates are more likely to accept an offer made earlier than later.

What are the categories of costs of job rotation? Explain why they occur.

WORKLOAD AND PRODUCTIVITY Decrease productivity in unit losing employee Increase workload in unit losing employee Decrease productivity in unit gaining employee Increase workload for employee Disrupt flows and processes Encourage short-term solutions LEARNING CURVE Decrease specialization Increase time spent learning job Increase total training costs Increase errors/mistakes while learning SATISFACTION AND MOTIVATION OF OTHERS Decrease satisfaction in unit losing employee Decrease motivation in unit losing employee Decrease satisfaction in unit gaining employee Decrease motivation in unit gaining employee

What are realistic job previews, who do they work, and when should you use them?

What is it? - Communication with job candidate - Focus on negative and neutral aspects of job, as well as positive - Can be conversation, presentation, written job description, video, etc. • What is the evidence? - Reduces initial job expectations - Increases self-selection out - Improves work attitudes - Reduces turnover • Why are they effective? - Self-selection based on fit - Ensures met expectations - Inoculation (helps coping) - Honesty builds commitment • What is the disadvantage? - May scare off good candidates who would stay • When should we use? - Turnover high - Training costs high - Significant negative aspects - Job requirements not well known

Decision errors often occur when

relying on subjective feelings for internal selection decisions. For example, in selecting managers to oversee engineering and scientific personnel in organizations, it is sometimes felt that those internal job candidates with the best technical skills will be the best managers. This is not always the case. Some technical wizards are poor managers and vice versa. As another example, because internal candidates have spent some time in the organization, feelings and friendships that have developed over time may create barriers to effective selection. Such "feelings" about job applicants may result in lowered hiring standards for some employees, discrimination against protected-class employees, and decisions with low validity.

Discretionary assessment methods are used to

select offer recipients from among the finalists. The factors on which these decisions are based will also be considered, including equal employment opportunity and affirmative action (EEO/AA) concerns

Substantive assessment methods are used to select finalists from among the internal candidates. Various methods will be reviewed, including

seniority and experience, job knowledge tests, performance appraisals, promotability ratings, assessment centers, interview simulations, and promotion panels and review boards. The criteria used to choose among the substantive assessment methods will also be discussed.

What are the primary questions to address in recruiting planning and strategy? Explain the critical issue or give an example for each.

the numbers and types of people needed, establishing job requirements in the form of the qualifications or knowledge, skills, abilities, and other characteristics, establishing the types of rewards the job will provide, conducting external recruitment campaigns, using selection tools to evaluate the KSAOs that applicants possess, deciding which applicants are the most qualified and will receive job offers

What are possible sources of information to inform the hiring of contractors and temporaries?

• Can select the firm or agency, but less control over staffing decisions regarding individual workers • Word-of-mouth tends to predominate • Possible sources of information: Technical proposals Credentials Past projects Costs References Interviews/presentations Pilot test/short-term contract Interim reviews (and phases) Prior projects with company/business partnering Etc.

What are the advantages of promotion panels and what roles can they play?

• Certain key advantages: Increased information and viewpoints Increased reliability Result: Probable increased accuracy cf. single judge Perceptions of increased objectivity and reduced personal bias • Possible roles: Assessment Initial recommendations Final decisions Appeals mechanism • Administrative issues: All promotions in area versus case by case Yearly versus as needed Committee management

What is the definition of job rotation? How does it serve both staffing and development functions?

• Lateral transfer • Change in tasks and responsibilities • Usually a change in title • Sometimes a change in location • No change in pay • No change in job level (not a promotion) • Two purposes: 1. Staffing 2. Development 3

List and describe at least 5 mega-trends in staffing of the 13 discussed in class

• More contractors, temps, and outsourcing • More virtual organizations • More mergers, acquisitions, and joint ventures • More teams and self-management • Leaner, flatter organizations, with less management • More reorganizations and creative organizational designs • More specialists and technical work • More service work • More dual careers • More composite careers • More multiple job holders • More work hours • More remote work • More complexity and stress • More need for continuous learning and adaptability

What are the various sources of information and the key advantages and disadvantages of each?

• Personnel files: This is the documented evidence, but could be incomplete due to managers or HR sweeping. • Supervisors: Increases validity as there is an understanding of their capacity and work product results. Subject to bias, halo/horn effect. • Former employees: Could reveal more insight. Not immune to bias. Best used in conjunction with other elements.

What are the pros and cons of outsourcing?

• Pros: - Save costs (less expensive labor) - Improve service - Specialized expertise or technology - Temporary demand - Non-core/strategic work - Buffer for full employment • Cons: - Loss of control over work - Loss of expertise - Political pressure • Common HR examples: Payroll, benefits, legal, and sometimes recruiting.

What are some ways of scoring resumes to improve reliability and validity?

• Rating scales for evaluating resumes for promoting/hiring store managers • Simple structured application questionnaire for steel factory employees. • Qualifications Evaluation Panel for professional employees in government: 1. Education 2. Experience 3. International exposure

How should turnover records be kept?

• Record multiple reasons for turnover • Obtain information from multiple sources (esp. former employee or personnel rep.) • Avoid over-inclusive categories like "personal reasons" • Make sure categories distinguish types of turnover • Attempt to assess the components of voluntariness, avoidability, functionality, and utility

What is the evidence on the validity of work experience and education? What are the factors influencing the validity?

• Research shows: - Moderate validity - Especially important for lower level jobs without educational requirements - Some experience is very useful, but great amounts not as important beyond certain amount and that depends on job level - More specific information is more valid • Other points: 1. Value depends on standardization (reliability) 2. Low to moderate adverse impact 3. High candidate reactions 4. Usually easy to administer

What selection information might predict turnover and why?

• Stability of work history? • Some demographics (e.g., age)? • Fit between job and career plans? • Characteristic levels of job satisfaction and organizational commitment? • Ability to perform the job? • Success on the job? • Behavioral intentions?

What other factors influence the most important attributes? How might you consider them in your recruiting strategy?

• Use of skills: Are their skills relevant, needed, and will they all be used • Opportunity for advancement: Is this a cap off role or can it grow and retain the person • Responsibility: Is the responsibility relevant to their career level and do they want more. • High salary: Subpar wages are demotivators, and organizations can compete on salary. • Continued development: Does the applicant have the potential to develop the skills for the next level as an IC or become an MC? • Status and prestige: Are they from a similar or more reputable company? Does your org have immense brand power like Google? • Sense of accomplishment: Is the work rewarding and engaging? Is the candidate motivated to work on complex problems? • Fit with the job or organization: Will the org ostracize the candidate for not being like the current culture? Will the culture cause disengagement? • Work-life balance: Need to be realistic about the work commitments. Can be a deal breaker, but can be offset by better rewards. • Geographic location: Are they in the area, are they flexible • Organizational reputation