Org Staffing Exam 3

BATNA

"best alternative to a negotiated agreement" its what you will do if you cant reach an agreement

Nine Box Matrix

-A combined assessment of an employee's performance and potential -Is a method for displaying judgments made about employees not for making those judgments -A high performer w/ high potential would be given highest rating > high current performers w/ moderate potential > moderate current performers w/ high potential

Career development tools

-Assessment Centers: simulate the position an employee is interested in pursuing and whether or not they are a good fit for the job -Career Counseling & 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 -Training & Continuing Education: skills training in a more formalized educational setting; professional associations can also be a source of continuing education -Job Rotation, Challenging Assignments, & -Mentoring: can provide skill development less formally -Sabbaticals: used to reenergize employees and give them the opportunity to develop skills and pursue other interests via workshops, formal classes, or travel -Challenging & Developmental Job Assignments: can enhance employees key competencies and give them on the job experience before they assume new positions; One of the best career development tools

Employment contract

-Can be verbal, written, or combo of both -To be enforceable any contract that cannot be performed or fulfilled within 1 year must be in writing under the statue of frauds -A legally binding and enforceable employment contract arises when there is an offer, acceptance of that offer, and sufficient "consideration" to make the contract valid

Job offer acceptances

-Ensure the finalist followed the proper procedures accepted the job offer as written, and responded before the deadline -once offer is accepted the recruiters role is to begin building the new hires commitment to the company and enhancing their ability to succeed on the job -form I-9 must be completed by employee no later than the 1st day of work for pay; employer must complete 2nd section by 3rd day pay of employment

Legal Compliance

-Fair, consistent, and objective assessments are key to assessment systems being legally compliant -Monitoring EEO stats based on positions and levels in the company; liability risk is often greater w/ internal vs external assessment and staffing efforts -ex:Kodak Leadership Assessment and Development Center allowed an open door policy for people who felt like they wanted a supervisory position. this enhanced perceived fairness and made employees realize they didnt want higher level jobs -additional purposes: 1. eval employees fit with firms other job 2.assessing employees to enhance the firms strategic capabilities 3. gathering info in with which to make downsizing decisions

Presenting a job offer

-In writing; via formal letter where terms/conditions are outlined and finalist asked to reject or accept offer as is -Verbally; face to face or over phone; express enthusiasm then outline salary/benefits/work hours and ask if they have any ?'s; should be given at least 48 hours; phone offer should be followed up with written offer

Preference for diversity during final choice

-It is never permissible to hire a nonqualified minority candidate over a qualified nonminority candidate -Pursuing diverse hires should not begin during the assessment stage of the hiring process

Common employment contract content

-Job title/description of position/job duties -Start date; typically 2 weeks from offer acceptance date -Job's compensation, benefits, and incentive pay -Any hiring inducements; sign on bonuses/relocation expenses/etc. -The offers acceptance procedures; signing and giving a deadline -The duration of the contract; if for a limited period of time -Hours of work; ex. regular workday shall consist of 8 hours of work b/w 9am and 5pm -Disclaimers; employment at will or employer has not made any promises other than those in the written offer -The rights to the employees inventions and work products -Termination criteria -An explanation of how disputes will be handled

Reneging

-This is when someone backs out of a contract after it is accepted -Job seekers should never accept an offer unless willing to commit -Employers should never pressure candidates to renege on other employers

Succession Management

-an ongoing process of systematically identifying, assessing, and developing an organizations leadership capabilities to enhance its performance -Requires ongoing strategic talent planning, retirement, and retention planning and talent assessment/development -it is a key driver of employee retention and sends a signal to the firms stakeholders that the company's leaders are preparing for the future

Retention strategies

-challenging employees -clarifying promotion paths -developing better supervisors -giving employees better work flexibility -choosing a good location -providing competitive wages and benefits -holding managers accountable -providing employees with support -creating mobility barriers -creating a strong corporate culture

The Fair Labor Standards Act

-covers working hrs and the payment of overtime or compensatory time off to nonexempt employees -if the applicant is not hired bc the applicant has previously exercised his/her rights under the FLSA ( ex. by requesting earned overtime pay) a court may conclude that the applicants rights have been violated

When a company rejects a candidate

-do so respectfully bc might want to recruit for another position in future -negative reactions of rejected internal candidates may be reduced by explaining why they were not chosen and what they can do to be more competitive for the position in the future

Orientation (onboarding)

-employee fitting in as a member; process of completing new hires employment related paperwork, providing them w/ keys, identification cards, workspaces, and technology such as computers, company email addresses, and telephone #'s; also includes introducing the new hires to their coworkers (who will be important to their success) and familiarizing them w/ their jobs and w/ the company's work policies/benefits -Ex. Starbucks gives new employees a guidebook and makes them participate in activities/a 2 day program where they learn about the history/mission statement/future goals etc NOT TRAINING

Job offer strategies

-particularly for firms w/ a talent philosophy of viewing employees as investors rather than assets, the job offer should maximize the employee value proposition offered to the finalist -best time to present a realistic job preview is after offer has been made and before it is accepted -also a good idea to identify a back up hire in case your 1st choice does not take the job

Rank Ordering

-ranking candidates from highest to lowest scoring -primary issue is it does not guarantee that any of the candidates meet or exceed minimum hiring standards -using in combo w/ cut scores provides best outcome -bc it can result in adverse impact it is not always the most desirable way to choose employees

The Uniform Guidelines on Employee Selection Procedures

-require the elimination of adverse impact or its justification through validation studies -Generally state that cut off scores should be set no higher than necessary to achieve acceptable proficiency among those hired -To deal w/ adverse impact problems, the UGESP also discuss the use of "alternative procedures" that cause less adverse impact but that have similar validity to the problematic procedure; ex. a cognitive ability test may do a good job at predicting job success but it may result in A.I. but using a structured interview and work sample test may have the same validity w/o generating A.I.

Maximum job offer

-the company's best and final offer -No further negotiation is possible -Can be low, competitive, or high offer -Can be a good strategy if the firm wants to hire someone whose current total rewards package exceeds what the company can offer the person

High Job offer

-total rewards package is above the market -Further negotiation may or may not be allowed -Have potential to increase firms attractiveness among workers who value material rewards and enhance a firm's image and reputation as an employer -To avoid morale problems among current employees some firms prefer one time offers up front then long term packages in line w/ those of other employees

Competitive job offer

-total rewards package is competitive w/ the market -Salary, benefits, and inducements are about the same as what competitors are offering similarly qualified candidates for similar positions -Further negotiation may or may not be allowed -Less likely to entice top finalists to accept offers

When a finalists rejects a job offer

-try to find out why and whether an enhanced offer might be acceptable if the firm is willing to negotiate one promptly and respectfully acknowledge the rejection

Creating a job offer

-type of job: full/partime, exempt/nonexempt from overtime pay, level of position; -organizational factors:business strategy, staffing & compensation strategy and policy, internal equity, the company's need to hire someone immediately, and union contracts -factors related to the finalists:finalist's fit w/ the job and organization, compensation and reward requirements, qualifications and experience, previous compensation package, values and needs, and whether the finalist has other job offers pending -external factors: cost of living in the area, tightness of labor market -legal factors: EEO and affirmative action goals are 2 primary factors that influence offers

Internal Assessment Goals

1) Maximize fit 2)Assessing accurately 3)Maximizing that companies ROI in its assessment system 4)Generating positive stakeholder reactions 5)Supporting the firms talent philosophy and HR strategy 6) Establishing and reinforcing the firms HR strategy 7) Establishing and reinforcing the firms employer image 8) Identifying employees developmental needs 9)Assessing ethically 10)Legal compliance

Making a career development plan

1)assess yourself:identify your current skills, knowledge, abilities, and interests; if you don't know what career you intend to pursue books and online tools can help 2)set goals:identify your short and long term career goals based on your personal and career interests. 3)develop an action plan:eval. The gap b/w your current situation and your goals and clarify what capabilities you need to develop 4)revisit and revise as needed

Developing a succession management system

1)check that the job description outlines the current and future competencies, behaviors, and values a person needs to perform at a high level in a key position 2)Assess each identified and interested candidates strengths, weaknesses and readiness to move into other positions 3)Create a plan to continually and systematically 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 relevant criteria including the # of positions filled w/ candidates who have been the target of S.M. activities 6)Continually improve the system

Succession Management tips

1)keep the process simple 2)use technology to support the process 3)align your succession mgmt plan with your firms overall business strategy 4)focus on development 5)model effective S.M. behaviors at the top 6)approach S.M. as a key business activity NEEDS TO BE FROM THE TOP DOWN TO BE EFFECTIVE

What are the two ways of combining assessment scores?

1)multiple hurdles 2)compensatory approach

Internal assessment methods

1)skills inventories 2)mentoring programs 3)performance reviews of task and interpersonal behavior 4)multi-source assessments 5)job knowledge tests 6)assessment center methods 7)clinical assessments

What are the 4 weights under the compensatory approach?

1)unit weighting 2)rational weighting 3)statistical weighting 4)multiple regression

Types of turnover

1)voluntary:the separation is due to the employee choosing to leave the firm for personal or professional reasons; methods include written or verbal resignation, not reporting for work, failing to return from an approved leave of absence or retirement 2)Involuntary:separation is due to the firm asking the employee to leave due to factors such as the employee's poor performance, disability, or death, or the firm's restructuring, downsizing, merger/acquisition 3)Functional:the departure of poor performers 4)Dysfunctional:departure of effective performers the company would have liked to retain 5)Avoidable:employer could have prevented by addressing its root cause; low pay, employee dissatisfaction, and poor work life balance could cause this 6)Unavoidable:could have been prevented by employer; result from resignation due to employee becoming a parent, experiencing serious illness or death, or spouse accepting another job requiring family to relocate

It takes mid level managers an average of _____ months to get up to speed in a new job?

6

How many weeks does it take for new external hires to achieve full productivity in clerical jobs? professionals? executives?

8; 20; 26

Generating positive stakeholder reactions

Assessment method must meet the needs of firms employees, hiring managers and recruiters; ex. employees might react negatively to processes used to determine who gets a promo. If they perceive them to be unfair; manager might not want to regularly assess each of their employees due to time it takes -One negative stakeholder reaction stems from employees who are turned down for the promotion or lateral moves for which they were considered;

Assessing Accurately

Assessment systems must be valid and accurately identify the candidates who would be the most and least successful in open jobs -Goal is to generate a high number of true positive & negative hiring outcomes and minimize the numbers of false positive & negative outcomes

Establishing and reinforcing the employers image

Company must "walk the walk" and genuinely be what it claims to be -Goal should be to reinforce the firms desired image among employees; can also help improve employee retention by reminding them that the company values them and by clarifying how they fit into the company's strategy/ future direction

Combining multiple hurdles and compensatory approach

Often some job requirements are essential to job performance but others can compensate for each other -A data entry hire may need to type a certain # of words per min. w/ a minimum # of errors which would be a minimum hurdle but cognitive ability and personality may be a compensatory factors

Top performing employees leave firms 71% of the time because of what?

Pay

Assessing Ethically

Process needs to be honest; employees need to understand how it works including how their test results will be used and ensured their privacy will be protected -Ethical issue involves the confidentiality of an employees application for another position in the company; if a supervisor or work group thinks an employee is likely to leave they may treat the employee differently and invest less time in the person's future development

Survivor syndrome

Refers to the emotional effects of the downsizing on surviving employees, during and after a downsizing These effects include fear, anger, frustration, anxiety, and mistrust, which can threaten the firm's survival

Maximizing the companies ROI in its assessment system

Sometimes less costly procedures like using better performance reviews and assessing employees while they rotate through job assignments can yield comparable/valid results

Maximize fit

To max. the person-organization fit, a firm should assess its employees on qualifications, styles, and values that relate to the organizations strategy, values, and processes -Complementary & supplementary fits are also relevant; employee being transferred or promoted needs to complement or extend their competencies of his/her new work group; help to ensure that promoted or transferred employees will work well in their new work groups and bring new/helpful skills to the table

Supporting the firms talent philosophy and HR strategy

Viewing employees as investors might stimulate a company to incorporate more developmental feedback into the assessment process to improve the promotability of employees -firm that wants people to contribute over long term careers needs to view employees in terms of their long term career potential within the company and to help employees identify and pursue career paths that interest them

Combining assessment scores

When using more than 1 assessment method, as is usually the case bc the validity of the candidates assessment is more valid when using mult. Predictors, a candidates' scores must be meaningfully combined to calc. an overall score that can be compared across candidates or to a minimum hiring standard

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 -company talent strategy is to hire only the best=high cut score; problem is they increase false negatives bc they result in the rejection of higher #'s of qualified candidates

Layoff

a reduction in force, a temporary end to employment -Layoffs also increase employee health problems and withdrawal behaviors -Layoffs often have a negative impact on employee diversity since women and minorities tend to be disproportionately affected by seniority based layoff policies

Skills Inventories

allows a company to maintain a list outlining which employees have certain skills, competencies, and other relevant job char. -ex. a firm needs a sales associate who speaks French, the company could simply query its skills inventory database for one -technology can assist in the effective compilation and presentation of this info; ex. SAP, Oracle, and Saba Software

Performance reviews of tasks and interpersonal behavior

also called a performance appraisal -Employees expect this from their supervisors as their main source of feedback -Employees peers and subordinates can also provide reviews

Adverse impact

an assessment method is more effective if it predicts job performance and other important hiring outcomes w/o discriminating against members of a protected class

Exit interviews

ask separating employees why they are leaving to acquire info that can be used to improve conditions for current employees

Job Knowledge tests

can measure a persons knowledge, experience, cognitive ability, and motivation to learn to predict which employees will perform best in an open position

Multiple Hurdles

candidates must receive a passing score on an assessment before being allowed to continue in the selection process -Ex. firefighter required to pass a strength test early in assessment process -Used when the cost of poor performance on that characteristic is high; ex. when safety is at risk

Acceptance

clear expression of the accepting party's agreement to the terms of the offer; offer must be accepted as specified in the offer and not propose any changes

Offer

contains the terms for the offers acceptance such as a deadline; must be definite and certain and allow the candidate to reasonable expect that the firm is willing to be bound by the offer on the terms proposed; saying "come work for me next week" is too vague

Career Planning

continuous process of career oriented self assessment and goal setting; helps when turnover is low/is a long term investment -Cross functional opportunities= giving chances in different positions/ different departments

Restrictive covenants

contract clauses that require 1 party to do or to refrain from doing certain things -Rights to Employee Inventions & Patents= protect against innovations and discoveries -Nondisclosure Agreements= stop a current or former employee from giving away trade secrets or using confidential data like customer lists; ex. "after expiration or termination of this agreement, (employee name) agrees to respect the confidentiality of (company name) patents, trademarks, etc. and not to disclose them to anyone -Nonsoliciation Agreements= prevent employees from actually soliciting their customers for business on behalf of their new employer -Non-Compete Clauses= prevent an employee who has resigned from joining a competitor for a certain period of time

Mobility policies

dictate how people can move b/w jobs within a firm and clearly document the rules for opening notification, eligibility qualification, compensation & advancement, and benefit changes related to advancement; should be well developed, clearly communicated, and perceived as fair by employees

Mentoring programs

dynamic, reciprocal relationship b/w a more experienced employee (mentor) and a more jr. employee (protégé) aimed at promoting the career development of both -Good way to initially assess employees; can be asked to nominate one another for promotion; effective for smaller companies that cant afford formal training programs

The Family and Medical Leave Act (FMLA)

entitles qualified applicants up to 12 weeks of unpaid leave for certain reasons -If an applicant is not hired bc her or she had previously exercised his/her rights under the FMLA a court may conclude that the applicants rights have been violated -Ex. a federal appellate court held that an employer violated the act by failing to hire an applicant bc in the opinion of her employer she had taken a lot of leave

Internal Assessment

evaluation of a firm's current employees for training, reassignment, promotion, or dismissal purposes -enhances a firm's workforce capabilities and better aligns employees competencies w/ the firm's business strategy -informs downsizing decisions

Banding

everyone who scores within a certain range of scores is considered to have performed equivalently and assigned the same grade -Ex. student scoring a 98% in a course receives an A just as a student earning a 93% does too -bandwidths are usually calculated on basis of standard error of measurement

Salary Negotiating Zone

ex. job paying $40,000 a yr might have salary range b/w $36,000 & $44,000 and employers will allow candidate to negotiate b/w the 2

Rational weighting

experts assign a different subjective weight to each assessment score; a candidate's score on each test is mult. By the methods weight and each assessment weighted score is added to produce an overall score; clinical assessments utilize this method

Identifying employees developmental needs

f an employees assessment shows he/she lacks critical skills that will be needed in future, training & development can be provided to correct the situation -Ex. Wyeth Pharmaceuticals regularly assesses its employees skills and those who fail to obtain scores of at least 90% must immediately improve their skills and then later undergo another round of testing them

Counter Offer

firms sometimes make a new job offer to a current employee in response to an offer he/she received from another employer; try to at least match other offer from competitor

Career crossroads model

focuses on managerial and leadership positions rather than technical or professional work Starting Point: Managing Yourself Passage 1: Managing others Passage 2: Managing managers Passage 3: Managing a function Passage 4: Managing a business Passage 5: Managing multiple businesses Passage 6: Managing the enterprise One of the biggest mistakes a firm can make is to promote people based solely on their mastery of their current positions rather than on their potential and readiness to assume the responsibilities and adopt the values of their new positions as leaders

Unit Weighting

giving mult. Assessments equal weight in computing an overall score; must convert raw scores into standardized scores to avoid the different scales being over/under weighted

Selection ratio

having a low selection ratio means hiring only a few applicants which allows an assessment method to have maximal impact in improving the performance of the people hired

Employee satisfaction surveys

help to identify problems and areas of job dissatisfaction that can be addressed to prevent additional turnover

Compensatory approach

high scores on some assessments can compensate for low scores on other assessments -Ex. a company might allow a candidate's successful work experience to compensate for their low GPA

Applicant reactions

including the perceived job relatedness and fairness of the assessment method

Low job offer

keeps employers cost as low as possible by offering a below market total rewards package, inc. compensation and benefits -These offers are often inappropriate for key positions, particularly in firms pursuing a differentiation strategy or a competitive advantage based on innovation that requires top talent

Socialization

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 a member of an organization and learns the firms culture -primary goal of this is to get new employees up to speed on their jobs and familiarize them w/ the firm's culture

Assessment Center methods

measures job candidates knowledge, skills, abilities, and competencies by putting them through a series of simulations and exercises that reflect the typical challenges of the job they're applying for -Very effective in identifying strengths/weaknesses; also good at predicting how successful candidates are likely to be in particular positions -Assessments typically include an interview, cognitive testing, personality testing, and simulations

Replacement Planning

narrowly focused on creating backup candidates for specific senior mgmt. positions; helpful for quickly identifying a possible successor when a position unexpectedly opens but does little to improve a firms long term leadership readiness

Optimal turnover

not the lowest turnover a firm can achieve but the turnover level that produces the highest long term levels of productivity and business improvement

Usability

people in the firm must be willing and able to use the method consistently and correctly

Interactional fairness

perceptions of the degree of respect and the quality of the interpersonal treatment received; ex. a faculty job offer recipient was very interested in accepting offer until she began negotiating the offer w/ the dean and every request was met with a "no"

Fixed vs. variable program

providing newcomers w/ a fixed timetable associated w/ completing each stage in the transition from one role to another vs providing no consistent timetable and few clues as to when to expect the next stage; address the temporal nature of the events

Formal vs. informal program

providing structured socialization using specifically designed formal activities and material away from the work setting (allows employees to be more proactive) vs informal socialization done by a new hires coworkers on the job

One time vs. staggered program

put newcomers through one long session vs many smaller ones; hold brief meetings 1st day and then over he next few weeks to prevent info. Overload

Collective vs. individual program

puts newcomers through a common set of experiences as a group (ex.firm is expanding and hiring many people) vs socializing them one on one (ex. apprenticeship)

Clinical Assessments

rely on trained psychologists to subjectively analyze a candidate's attributes, values, and styles in the context of a particular job -Ability and personality tests, interviews, and direct observations of the behavior of employees are different types of activities done -Usually presented as a written description of the candidate, and may or may not contain a "clear hire" or "don't hire" recommendation EXPENSIVE AND USED FOR HIGHER LEVEL POSITIONS. CEO/EXECUTIVES

Sequential vs. random program

require recruits to pass through a series of distinct steps to obtain full employee status (ex. becoming a doctor) vs using a random sequence of activities (ex. becoming a manager); address the order of events

Multi-source assessments

sometimes called 360 degree assessment; involves an employees supervisor as well as other people familiar w/ the employees job performance -Self= help identify areas in which employees feel they could benefit form additional coaching or development; purpose it to allow employees to provide performance documentation that their supervisors or others don't have and convey their developmental goals and desired career tracks to the firm -Peers= get a good look at each other's task and interpersonal behaviors; when work is done in teams; for peer ratings to work well employees must believe the process is fair; have an avg. validity of .51 -Subordinates= most controversial; they are reluctant or afraid to give feedback to supervisor; rater anonymity is critical -Internal customers/External Customers = Int.(users of any products or services supplied by another employee or group within the same organization); Ext.(those outside the firm including other companies and the general public); both have moderate opportunity to observe employees task and interpersonal behaviors

Investiture vs. divestiture program

take advantage of a new hire's unique skills(use when wanting to capitalize on newcomers existing skills/knowledge) vs trying to deny or strip away personal characteristics though socialization(make newcomers "pay their dues"; ex. 1st year of medical school/ military camp)

Consideration

the bargained for exchange b/w the contract parties; each party must gain some benefit from the agreement and incur some obligation in exchange for that benefit; ex. exchange of labor for pay

What makes succession mgmt effective?

the best systems bridge the gap b/w the individual career development opportunities facing employees and the long term business conditions facing firms w/ enough time before the talent is needed -Fairness & communication openness are critical components

Employee engagement

the degree to which employees are engaged in their work and how willing they are to put in extra effort

Multiple Regression

the most scientific approach to determining how to weight each assessment in computing a candidate's overall score

distributive fairness

the perceived fairness of the outcomes received -Bc most applicants don't get a job offer, distributive fairness perceptions are often low

Procedural fairness

the perceived fairness of the policies and procedures used to determine the hiring outcome; ex. if candidate believes they were not given a fair chance for promo bc manager had a favorite candidate their sense of procedural fairness is low

What provides the knowledge and skills needed to do a job?

training

Tournament vs. contest program

treating each socialization stage as an "elimination tournament" where failure means that a new hire is out of the organization (fired) (ex. lawfirms use this; tends to stifle innovation and risk taking and produces a closely controlled culture and a homogenous workforce w/ similar norms) vs a "contest" in which new hires build up a track record and "batting avg" overtime (person's failure is considered a learning experience and not grounds for punishment or termination)

Statistical weighting

using a statistical technique, such as multiple Regression to assign a different weight to each assessment score -can produce better hiring outcomes than unit or rational weighting but must have large sample, a low inter-correlation among assessment methods, & a relatively small # of assessment methods

Serial vs. disjunctive program

using experienced organizational members as role models or mentors who groom newcomers to follow in their footsteps vs providing no role models or mentors(ex. occurs when the "old guard" is removed from company or when a firm merges/is bought out)

Validity

whether the assessment method predicts relevant components of job performance

ROI

whether the assessments method generates a financial return that exceeds the cost associated w/ using it

Offer Letter

written letter describing in clear and precise terms exactly what the compensation structure and terms of employment will be

Succession Management Plans

written policies that guide the succession MGMT process; -ex. McDonalds CEO died and was replaced 6 hours later; not only helps a firms future managers and top execs prepare for positions but also results in the creation of a series of feeder groups up and down firms talent pipeline