Quiz 2 (chapters 5-8)

Steps to consider to attract and retain racial and ethnic minorities

Focus on bringing in the best talent, not on meeting numerical goals Establish mentoring programs among employees of same and different races Hold managers accountable for meeting diversity goals Develop career plans for employees as part of performance reviews Promote minorities to decision-making positions, not just to staff jobs Diversify the company's board of directors

Strategic Workforce Planning, SWP

Formal process that connects business strategy to human resource strategy and practices Ensures that a company has the right people in the right place, at the right time, and at the right cost Ways in which S W P delivers value --Uncovers significant differences among business units or locations --Provides metrics and other tools to support business decisions --Enables leaders to compare the long-term implications of alternative business scenarios and H R options --Supports types of planning at different levels of the organization

Mechanisms Through Which Organizational Culture Is Embedded and Transmitted

Formal statements of organizational philosophy and materials used for recruitment, selection, and socialization of new employees Promotion criteria Stories, legends, and myths about key people and events What leaders pay attention to, measure, and control Implicit and possibly unconscious criteria that leaders use to determine who fits key slots in the organization

Talent Inventory

Fundamental requirement of an effective S W P system Organized database of the existing skills, abilities, career interests, and experience of the current workforce Uses of a talent inventory --Identification of candidates for promotion --Succession planning and assignments to special projects --Transfer, training, and workforce-diversity planning and reporting --Compensation planning, career planning, and organizational analysis

Labor Market

Geographical area within which the forces of supply, or people looking for work, interact with the forces of demand, or employers looking for people, and thereby determine the price of labor In tight labor markets, demand by employers exceeds the available supply of workers, which exerts upward pressure on wages In loose labor markets, supply of workers exceeds employer demand, which exerts downward pressure on wages Employers face a series of discontinuous, segmented labor markets over which supply-and-demand conditions vary substantially

Factors Important for Deciding the Limits of a Labor Market

Geography Education and/or technical background required to perform a job Industry Licensing or certification requirements Union membership

Selection Program

Goal is to identify applicants who score high on measures that purport to assess knowledge, skills, abilities, or other characteristics that are critical for job performance Types of selection errors that could occur --Erroneous acceptance: Selecting someone who should be rejected --Erroneous rejection: Rejecting someone who should be accepted

Service economy

Growth in new jobs will arise from service-producing industries Workforces should be able to read their customers --Customer literacy is an essential skill When firms communicate better with their customers through employees who are similar to their customers, the firms realize that they have increased their internal diversity --New, diverse workforce must be managed and retained

Guidelines for Determining When Buying Is More Effective Than Making

How accurate is the forecast of demand? If not accurate, do more buying Does one have the scale to develop? If not, do more buying Is there a job ladder to pull talent through? If not long, do more buying How long will the talent be needed? If not long, do more buying Does one want to change culture or direction? If yes, do more buying

Priorities to Consider to Maximize the Use of Older Workers

Age or experience profile Job-performance requirements Performance management Workforce-interest surveys Training and counseling Structure of jobs

Considerations in Determining Predictors to Be Used in the Staffing Process

Nature of the job Estimate of the validity of the predictor Selection ratio, or percentage of applicants selected Cost of the predictor

New business strategies that require more teamwork

Through work teams, firms can execute newly adopted strategies stressing better quality, innovation, cost control, or speed Domestic or global virtual teams pose new kinds of management challenges Team membership is fluid, evolving according to changing task requirements Diversity is an inevitable byproduct of teamwork Coordinating team talents to develop new products, better customer service, or ways of working more efficiently is a difficult, yet essential, aspect of business strategy

Popular Sources of External Recruitments

University relations Virtual career fairs Executive search firms Employment agencies Recruitment advertising

Integrity Tests

Used regularly by employers representing retail stores, nuclear plants, law enforcement agencies, and child-care facilities --Shrinkage is estimated to make up almost 1.38 percent of annual sales ----Shrinkage: Losses due to employee theft, shoplifting, vendor fraud, and administrative errors Types --Overt integrity tests, or clear-purpose tests: Designed to assess directly a person's attitudes toward dishonest behaviors --Personality-based measures, or disguised-purpose tests: Aim to predict a broad range of counterproductive behaviors at work

Validity of Measurement

Validity: Degree to which the inferences decision makers make about job performance from predictor measures are accurate --Degree to which the evidence supports inferences that are drawn from scores or ratings on a selection procedure ----Inferences regarding the specific use of a selection procedure are validated, not the procedure itself Quantitative evidence of validity is expressed in terms of a correlation coefficient between scores on a predictor of job performance and a criterion that reflects actual job performance --In employment contexts, predictor validities typically vary between about 0.20 and 0.50

reasons diversity has become a dominant activity

global markets, teamwork strategies, shift from manufacturing to services, changing labor markets, mergers and alliances

Ways to handle questions an concerns on diversity

inquire, show empathy, educate, state one's needs or expectations, do not polarize people or groups

SMART Objectives

Objectives that are Specific, Measurable, Appropriate, Realistic, and Timely Help to channel the efforts of all employees toward common goals Motivate and inspire employees to higher levels of commitment and effort Provide a yardstick to measure performance and distribution of rewards and incentives

Ways to Provide Women with Opportunities

Offer extended leave Modify performance reviews for those on extended leave Offer targeted programs to subsets of high-potential women Provide flexible work arrangements, including flexible scheduling and teleworking Offer women high-level sponsorship and profit-and-loss responsibility

Recruitment Policies and Labor-Market Characteristics

Ways in which employers can change their policies as labor becomes increasingly scarce --Improving the characteristics of vacant positions --Reducing hiring standards --Using more, and more expensive, recruiting methods --Extending searches over a wider geographical area

Reliability of Measurement

A measurement is considered to be reliable if it is consistent or stable: --Over time --Across different samples of items --Across different raters or judges working independently

Ensuring Coherence in Strategic Direction

All employees in an organization should strive for common goals and objectives Stated goals form a hierarchy that includes vision, mission, and strategic objectives --Vision is a fundamental statement of an organization's values, aspirations, and goals --Mission statement includes both the purpose of the company and the basis of competition and competitive advantage --Strategic objectives may be financial or nonfinancial ----Need to provide guidance on how the organization can fulfill or move toward the higher-level goals

Issue of Faking

Applicants may distort their responses in ways they believe will make a positive impression on the employer Response distortion can have a dramatic effect on who is hired, even though it has no detectable effect on predictive validity One strategy to control the effects of faking is to perform statistical corrections, but they are not generally effective --A more practical strategy is to warn job applicants in advance that distortion can and will be detected, that verification procedures exist, and that there will be a consequence for such distortion

Gay, Lesbian, Bisexual, or Transgendered Employees

Are highly educated and comprise 6 percent of the population G L B T consumers are very loyal to specific brands --Support companies that support the gay community and provide equal rights for G L B T workers More than 375 of Fortune 500 firms prohibit discrimination based on gender identification --Most successful companies recognize that treating all workers equally makes good business sense

Competency Models

Attempt to identify variables related to overall organizational fit and personality characteristics consistent with the organization's vision and mission Aim to link organizational strategy to desired individual characteristics Focus on the knowledge, skills, abilities, and other characteristics that are needed for effective performance on the job and that characterize exceptional performers Consist of a set of competencies that have been identified as necessary for successful performance

Employment Interviews: Recommendations

Base interview questions on a job analysis Ask the same general questions of each candidate Use detailed rating scales, with behavioral descriptions to illustrate scale points Take detailed notes Use multiple interviewers Provide extensive training on interviewing Do not discuss candidates or answers between interviews Use statistical weights for each dimension, as well as an overall judgment of suitability, to combine information

Personal-History Data

Biographical information has been used widely and successfully as one basis for staffing decisions Biodata can add significant explanatory power over and above Big Five personality dimensions and general mental ability At executive levels, general biographical data may be replaced by critical experiences

Business and HR Strategies

Business strategy --Provides an overall direction and focus for the organization as a whole and for each functional area HR strategy --Parallels and facilitates implementation of the strategic business plan

Culture

Characteristic behavior of people in a country or region Helps people make sense of their part of the world Provides individuals with an identity, which they retain even when they emigrate

Solutions to intergenerational conflict

Communicating information in multiple ways to address different generations' learning styles Collaborative decision making Training managers to handle generational differences Treating all generations with respect

Employee Referrals

Companies gain access to pools of talent they might not normally attract Can provide the employer with a source of passive candidates Reasons employee referrals work --Assuming that current employees value their reputations, they pre-screen referrals --Referrals are more likely to have accurate expectations about jobs --Newly hired employee referrals have someone they can go to for coaching

Competency Models versus Job Analyses

Competency approaches include a substantial effort to: --Understand an organization's business context and competitive strategy --Establish some direct line-of-sight between individual competency requirements and the broader goals of an organization The level of rigor and documentation in job analyses is more likely to enable them to withstand the close scrutiny of a legal challenge

Women in the workforce

Constitute 47 percent of the workforce in the United States and hold 52 percent of all managerial and professional positions --Key forces accounting for changes include changes in family, education, self-perception, technology, and economy Equal employment opportunity for women is important --Involves raising awareness on issues among both men and women so that women can be given a fair chance to: ----Think about their interests and potential ----Investigate other possibilities ----Make intelligent choices ----Be considered for openings or promotions on an equal basis with men

Implications of Organizational Culture for Staffing Decisions

Cultures vary across organizations --Individuals will consider this information if it is available to them in their job-search process Individuals who choose jobs with organizations that are consistent with their own values, beliefs, and attitudes are more likely to be productive, satisfied employees

Globalization of markets

Customers have the power to insist that their needs and preferences be satisfied as they have more options to choose from --Some firms have established a strong local presence while others have forged strategic international alliances Diversity must be managed by working through domestic diversity or by merging national and corporate cultures

Ways to Prepare for Coming Changes in Internal Organizational Environments

Develop an age, gender, and race or ethnic profile of the present workforce Assess job performance requirements carefully Provide feedback on a regular basis as part of the performance management process Use interest surveys to determine what current workers want Provide opportunities for employee training and career counseling Explore with workers alternatives to traditional work patterns

Mergers and strategic international alliances

Differences in corporate cultures is a key source of problems in mergers, acquisitions, and strategic international alliances --When two foreign businesses attempt to merge, the obstacles include national and corporate cultures Workers and managers should understand and capitalize on diversity as companies combine their efforts to offer products and services to customers in far-flung markets

Workers with Disabilities

Disability will not matter if one can prove that he or she will contribute to the employer's bottom line Employers regard most people with disabilities as good workers, punctual, conscientious, and competent, if given reasonable accommodation --Despite this evidence, persons with disabilities are less likely to be working than any other demographic group under the age of 65 The biggest barrier in employment is employers' lack of knowledge

Finding a Job after Being Laid Off

Do not panic, and be prepared to wait it out Do not be bitter as it can turn off potential employers Do a thorough self-appraisal of one's strengths and weaknesses Develop a plan, target companies, and go after them relentlessly Use the Internet, public filings, and annual reports when drawing up a list of target companies Do not be shy or overeager Do not ignore family Do not lie on résumés or in interviews Always let the potential employer bring up the subject of salary first Be careful when posting a résumé on the Internet

Assessment Methods in Selection

Drug screening Integrity tests Cognitive-ability tests Personality measures Measures of emotional intelligence Personal-history data Employment interviews Work-sample tests Assessment centers

Internal Labor Market

Elements --Formal and informal practices that determine how jobs are organized and described --Methods for choosing among candidates --Procedures and authorities through which potential candidates are generated by those responsible for filling open jobs Every job is advertised within the organization via job posting --Preference is given to internal candidates by withholding outside advertising until the job has been on the internal market for several days --Each candidate receives an interview

Measures of Emotional Intelligence

Emotional intelligence: Ability to perceive, appraise, and express emotion --Well-established component of successful leadership Emotional Competence Inventory, or E C I 360, measures personal competence and social competence --Purpose is to measure the key competencies that contribute to outstanding performance in the workplace --Composed of four domains ----Self-awareness, self-management, social awareness, and relationship management

Negligent Hiring

Employers can be held liable for negligent hiring if they fail to check closely enough on a prospective employee who then commits a crime in the course of performing his or her job duties When courts receive negligent-hiring claims, they consider the following: --Would the risk have been discovered through a thorough background check? --Did the nature of the job cause a greater risk? --Did the employer have a greater responsibility to conduct a thorough background investigation because of the nature of the job? --Was the action intentional?

Diversity-Oriented Recruiting

Employers should use women and members of underrepresented groups: --In their HR offices as interviewers --On recruiting trips --In employment advertisements Diverse candidates consider broader factors in their decisions to apply or to remain with organizations --Organizations should signal to prospective minority applicants that an organization values diversity Relationship recruiting: Employers need to establish contacts in the groups targeted for recruitment based on credibility between the: --Employer and the contact --Contact and the targeted groups Employers should recognize the following things: --It takes time to establish a credible, workable diversity-oriented recruitment program --There is no payoff from passive nondiscrimination

Steps to Take to Avoid a Future Crisis in Leadership Succession

Ensure that the sitting C E O understands the importance of the task and makes it a priority Focus on an organization's future needs, not past accomplishments Encourage differences of opinion Provide broad exposure Provide access to the board

Guidelines to Enhance Yield from Campus Recruitment Efforts

Establish a "presence" on college campuses beyond just the on-campus interviewing period Upgrade the content and specificity of recruiting materials Devote more time and resources to train on-campus interviewers to answer specific job-related questions of applicants For those candidates who are invited for on-site company visits, provide itineraries and agendas prior to their arrival Focus on job attributes that influence the decisions of applicants

Managing Diversity

Establishing a heterogeneous workforce, including white men, to perform to its potential in an equitable work environment where no member or group of members has an advantage or a disadvantage Pragmatic business strategy that focuses on maximizing the productivity, creativity, and commitment of the workforce while meeting the needs of diverse consumer groups

Assessment-Center Method

Evaluates a candidate's potential for management based on the following sources: --Multiple assessment techniques --Standardized methods of making inferences from such techniques --Pooled judgments from multiple assessors Features --Flexibility of form and content --Use of multiple assessment techniques --Standardized methods of interpreting behavior --Pooled assessor judgments

Evaluation and Control of Recruitment Operations

Evaluation of past and current recruitment operations helps improve the efficiency of future recruitment efforts Require collecting the following kinds of information: --Cost of operations --Cost per hire --Number and quality of résumés by source --Acceptance or offer ratio --Analysis of postvisit and rejection questionnaires --Salary offered, acceptances versus rejections Cost per hire, or C P H: Measure of the effort exerted, defined in financial terms, to staff an open position in an organization --Equals the summation of external costs and the summation of internal costs divided by the total number of hires in a time period Theories on applicants' reactions to recruiters --Interview is an opportunity for recruiters to convey information about the organization, and warm, informative recruiters may do a better job of communicating with applicants --Behavior of recruiters may signal unobserved characteristics of organizations Reputation provides firms with a competitive advantage --Attracts more, and possibly higher-caliber, applicants --Research findings show that a company's reputation affects applicants' willingness to pursue jobs The best predictor of applicant attraction is the degree of fit between an applicant's abilities, values, and needs and organizational image Timing issues in recruitment are important factors in the job-choice decisions of applicants

Suggestions for Integrating Generations X, Y, and Z into the Workforce

Explain to individuals how their work contributes to the bottom line Provide full disclosure Create customized career paths Allow individuals to have input into decisions Provide public praise and regular feedback Forget the 9-to-5 schedule Encourage the use of mentors Provide access to innovative technology and prepare the company's I T platform to accept bring your own device, or B Y O D Consider new benefits and compensation strategies Offer opportunities for community involvement Offer lots of opportunities for training and leadership development

Summary of Findings Regarding Recruitment Sources

Informal contacts are used widely and effectively at all occupational levels Use of public employment services declines as required skills levels increase Internal market is a major recruitment source except for entry-level, unskilled, and semiskilled workers Larger firms are the most frequent users of walk-ins, write-ins, and the internal market There is no consistent relationship between recruitment sources and person-job fit Use of multiple recruitment sources together with informal sources provides more realistic and accurate information

Drug Screening

Involuntary turnover and absenteeism are the outcomes that drug testing forecasts most accurately The Supreme Court has upheld: --The constitutionality of the government regulations that require railroad crews involved in accidents to submit to prompt urinalysis and blood tests --Urine tests for the employees of the United States Customs Service seeking drug-enforcement posts Federal law classifies marijuana as a drug with no legal use --Twenty-eight states and the District of Columbia have decriminalized possession of marijuana for medical use as of 2017 Employers have a legal right to ensure that employees perform their jobs competently and that no employee endangers the safety of other workers --Have adequate legal grounds for conducting drug tests if illegal drug use may reduce job performance and endanger coworkers Procedures that can be instituted to avoid legal challenge --Inform all employees and job applicants, in writing, of the company's policy regarding drug use --Include the policy, and the possibility of testing, in all employment contracts --Present the program in a medical and safety context --Forbid employees from reporting to work or working while under the influence of alcohol or drugs. --Outline the procedures for taking the test --Continue to comply with federal regulations

Job Analysis and the Americans with Disabilities Act, ADA of 1990

Job analyses are not legally required under the A D A, but professional practice suggests that they be done for the following reasons: --Applicants must be able to understand what the functions of a job are before they can respond to the question, can you perform the essential functions of the job for which you are applying? --Existing job analyses may need to be updated to reflect additional dimensions of jobs --Written job description may result in some candidates self-selecting out Employers must be able to link required knowledge, skills, abilities, and other characteristics to essential job functions Under the A D A, employers must distinguish essential from nonessential functions prior to announcing a job or interviewing applicants --If a candidate with a disability can perform the essential functions of a job and is hired, the employer must be willing to make reasonable accommodations to enable the person to work

Result of Job Analysis: Creation of Job Description and Specification

Job description: Written summary of task requirements for a particular job Job specification: Written summary of worker requirements for a particular job --Should reflect minimally acceptable qualifications for job incumbents

Advantages and Disadvantages of Five Popular Job-Analysis Methods

Job performance: ADVANTAGES with this method, there is exposure to actual job tasks as well as to the physical, environmental, and social demands of the job. It is appropriate for jobs that can be learned in a relatively short period of time. DISADVANTAGES This method is inappropriate for jobs that require extensive training or are hazardous to perform. Observation: ADVANTAGES Direct exposure to jobs can provide a richer, deeper understanding of job requirements than workers' descriptions of what they do. DISADVANTAGES If the work in question is primarily mental, observations alone may reveal little useful info. Critical, yet rare, job requirements simply may not be observed. Interviews: ADVANTAGES This method can provide information about standards as well as nonstandard and mental work. Because the worker is also his or her own observer, he or she can report on activities that would not be observed often. In short, the worker can provide that analyst with information that might not be available from any other source. DISADVANTAGES Workers may be suspicious of interviewers and their motives; interviewers may ask ambiguous questions. Thus, distortion of information, either as a result of honest misunderstanding or as a result of purposeful misrepresentation is a possibility. For this reason, the interview should never be used as a sole job-analysis method. Critical incidents: ADVANTAGES This method focuses directly on what people do in their jobs, and thus it provides insight into job dynamics. Because the behaviors in question are observable and measurable, information derived from this method can be used for most possible application of job analysis. DISADVANTAGES It takes considerable time to gather, abstract, and categorize the incidents. Also, because by definition the incidents describe particularly effective or ineffective behavior, it may be difficult to develop a profile of average job behavior, our main objective in job analysis Structured questionnaires ADVANTAGES This method is generally cheaper and quicker to administer than other methods. Questionnaires can be completed off the job, thus avoiding lost productive time. Web-based questionnaires allow analysts to survey large numbers of geographically dispersed job incumbents, in English as well as in other languages, thus providing a breadth of coverage and a speed of analysis and feedback that are impossible to obtain otherwise. DISADVANTAGES Questionnaires are often time consuming and expensive to develop. Rapport between analyst and respondent is not possible unless the analyst is present to explain items and clarify misunderstandings. Such an impersonal approach may have adverse effects on respondent cooperation and motivation.

Popular Situational Tests

Leaderless-group discussion, or LGD In-basket test --Assesses an individual's ability to work independently Situational-judgment test, or SJT --Consists of a series of job-related situations presented in written, verbal, or visual form

Cognitive-Ability Tests: Types

Measures of: --General intelligence --Verbal, nonverbal, and numerical skills --Spatial relations ability --Motor functions --Mechanical information, reasoning, and comprehension --Clerical aptitudes --Inductive reasoning

Hispanics in the workforce

Mexicans, Puerto Ricans, and Cubans constitute the largest groups classified as Hispanic Most Mexican Americans reside in California and Texas, most Puerto Ricans in New York, and a majority of Cuban Americans in Florida Hispanic entrepreneurs in the United States own more than 3.3 million businesses Buying power is expected to soar from 1.3 trillion dollars in 2014 to 1.7 trillion dollars in 2020

Internal Recruitment

Organizational culture is more important, and employer brand and reputation are less important Advantages --Less transition time moving into new jobs --Greater likelihood of filling a position successfully --Filling a higher-level position internally is cheaper than filling it from outside --Can positively impact the motivation levels of other employees, assuming that those promoted from within are seen as deserving Popular channels available for internal recruitment --Succession plans --Job posting --Employee referrals --Temporary worker pools

Changing labor market

Over the next 25 years, the workforce in the United States will comprise more women, more immigrants, more people of color, and more older workers --Employees have to be taught to understand and value different races, ethnic groups, cultures, languages, religions, sexual orientations, levels of physical ability, and family structures --Skeptical managers, supervisors, and policymakers need to understand that different does not mean deficient

Recruitment Policies

Passive nondiscrimination: --Commitment to treat all races and both sexes equally in all decisions about hiring, promotion, and pay Pure diversity-based recruitment: --Concerted effort by the organization to actively expand the pool of applicants so that no one is excluded because of past or present discrimination Diversity-based recruitment with preferential hiring: --Soft-quota system that favors women and minorities in hiring and promotion systems Hard quotas: --Mandate to hire or promote specific numbers or proportions of women or minority-group members

Employed but Searching for a New Job

People who are currently employed may decide to engage in a job search for the following reasons: --To establish a network --To demonstrate their marketability to their current employers --To develop other job choices to compare with their current positions

Personality Measures

Personality: Set of characteristics of a person that account for the consistent way he or she responds to situations --Five personality characteristics particularly relevant to performance at work are known as the "Big Five" ----Neuroticism ----Extraversion ----Openness to experience ----Agreeableness ----Conscientiousness Predict job performance, counterproductive behaviors, managerial effectiveness, entrepreneurial performance, customer service, and life satisfaction

Forecasting Workforce Demand

Pivotal jobs that drive strategy and revenue and differentiate the organization in the marketplace should be identified Future workforce demand needs to be assessed Accuracy in forecasting the demand for labor varies considerably by firm and by industry type --Factors such as the duration of the planning period, the quality of the data on which forecasts are based, and the degree of integration of S W P with strategic business planning affect accuracy Supply and demand forecasts should be integrated to create a concise statement of projected staffing requirements

Managing Recruitment Operations

Process begins with a requisition from a hiring manager to authorize the filling of one or more positions within a job category Once a job posting is created, it is published in a variety of potential hiring channels Candidates who apply receive acknowledgements, and the documents they submit proceed through rough screening on a pass or fail basis Hiring managers interview the most promising candidates --Select one or more candidates who receive the highest ratings

Screening and Selection Methods: Recommendations, References, and Background Checks

Provide the following kinds of information about a job applicant: --Education and employment history --Ability to perform a particular job --Character and interpersonal competence --Willingness of the past or current employer to rehire the applicant Recommendations or reference checks will be meaningful only if the people providing it: --Have had adequate opportunity to observe the applicant in job-relevant situations --Are competent to evaluate the applicant's job performance --Can express such an evaluation in a way that is meaningful to the prospective employer --Are completely candid Guidelines for asking reference information --Develop and follow a written policy outlining procedures for checking references --Restrict the employees who conduct reference checks to H R staff or hire managers trained to ask appropriate questions --Ask each applicant to provide at least three professional references --Obtain the applicant's written consent to contact former employers --Try to contact at least two of the references via telephone, e-mail, or online survey --Document attempts to contact references, and note their responses

Control and Evaluation of SWP Systems

Purpose of control and evaluation is to guide S W P activities, identifying deviations from the plan and their causes Quantitative objectives make the control and evaluation process more objective and measure deviations from desired performance more precisely --In newly instituted S W P systems, evaluation is likely to be more qualitative than quantitative, with little emphasis placed on control --Advantage of quantitative information is that it highlights potential problem areas and can provide the basis for constructive discussion of the issues

Workforce Forecasting

Purpose: To estimate labor requirements for an organization at some future time period Types --External and internal supply of talent --Aggregate external and internal demand for that talent Forecasting external workforce supply --Agencies regularly make projections of external labor market conditions and estimates of the supply of labor available --Organizations find projections helpful in preventing surpluses or deficits of employees Forecasting internal workforce supply --Succession plan: Simplest type of internal-supply forecast ----Objective is to ensure the availability of competent executive talent when required

Recruitment Planning

Recruitment begins with a clear specification of: --Number of people needed --When they are needed Duration between the receipt of a résumé and the time a new hire starts work is implicit --Time frame is referred to as the recruitment pipeline

Realistic Job Previews

Require the recruiters to tell the applicants about the nice things a job has to offer along with the unpleasant aspects of the job Research in actual company settings has indicated consistent results Have positive effects when administered after hire as part of newcomer socialization Must be developed even when there is no turnover problem

Validity Generalization

Results of a validity study conducted in one situation can be generalized to other situations as long as it can be shown that jobs in the two situations are similar --There is empirical evidence consistent with the situational specificity hypothesis and methodological and statistical concerns remain Thousands of studies have been done on the prediction of job performance --Validity generalization allows one to use this database to establish definite values for the average validity of most predictors

Business Strategy: Foundation for All Organizational Decisions

Strategy formulation answers the basic question, how will a firm compete? Strategy analysis identifies the crucial elements for the strategy's success In strategy implementation, firms take the necessary actions to implement their strategies Strategic management: How firms compete with each other and how they attain and sustain competitive advantage

Asian Americans in the workforce

Share of the workforce comprised by Asian Americans was 5.3 percent in 2012 and is expected to reach an estimated 6.3 percent by 2022, largely due to immigration Well-educated and hold high-paying jobs Increasing number of successful Asian entrepreneurs helps to increase the group's buying power --Buying power among Asian Americans has increased from 269 billion dollars in 2000 to 718 billion dollars in 2012 and is estimated to increase to 1 trillion dollars by 2017

Organizational Culture

Shared values and basic assumptions that explain why organizations do what they do and focus on what they focus on Exists at a fundamental level of awareness Grounded in history and tradition Source of collective identity and commitment Way in which the values and actions of managers and employees create a unique business environment

Screening and Selection Methods: Employment Application Forms

Should only ask information that is valid and fair with respect to the nature of the job Guidelines that suggest which questions to delete --Any question that might lead to an adverse impact on the employment of members of groups protected under civil rights law --Any question that cannot be demonstrated to be job-related or that does not concern a bona fide occupational qualification --Any question that could constitute an invasion of privacy

Age-based diversity

Silent generation --People born between 1930 and 1945 --Dedicated themselves to their employers and made sacrifices to get ahead Baby-boom generation --People born between 1946 and 1964 --Believes in rights to privacy, due process, and freedom of speech in the workplace --Believes that employees should not be fired without just cause and the best should be rewarded without regard to age, gender, race, position, or seniority Generation X --People born between 1965 and 1980 Computer-literate generation Tends to be practical, focused, and future oriented Generation Y --People born between 1981 and 1995 --Offspring of baby boomers and an influx of immigrants through the 1990s --Has grown up amid sophisticated technologies and has been exposed to them much earlier than members of Generation X Generation Z --People born between 1996 and 2010 --First generation of true digital natives --Attracted to careers that promise both purpose and pragmatism

Jobs and Work: Constant Change

Sometimes, job and work changes occur at a rapid pace because fluid organizations fighting to stay competitive require their people to adapt constantly and quickly Using a job as a way to organize and group tasks and responsibilities has not yet disappeared, especially in large organizations

Work-Sample or Situational Tests

Standardized measures of behavior whose primary objective is to assess the ability to do rather than the ability to know --Motor-skills tests: Involve physical manipulation of things --Verbal-skills tests: Involve problem situations that are primarily language or people oriented Types of situational tests that are used to evaluate and select managers --Group exercises --Individual exercises

Key Lessons in Leadership-Succession Processes

Talent agenda should be driven by the C E O Common set of leadership attributes should be identified and communicated to serve as a road map Comprehensive performance reviews should be used as the building block for assessment, development, and management consensus about performance and potential Regular schedule should be kept for performance reviews, broader talent reviews outside one's functional area, and the identification of talent pools All decisions about talent should be linked to the strategy of the organization

Contrast Effects

Tendency among interviewers to evaluate a current candidate's interview performance relative to those that immediately preceded it Employers are likely to achieve non-biased hiring decisions if they concentrate on shaping interviewer behavior --Requires establishing a specific system for conducting the employment interview A systematic interview will minimize the uncertainty inherent in decision making that is based predominantly on gut feeling

Online Job Search

The Internet has revolutionized recruitment practice The Internet is where the action is in recruiting Ninety-two percent of companies use social media for recruitment Forty-five percent of fortune 500 firms include links to social media on their career-page sections Online networking sites have become increasingly important to job seekers

When Are Realistic Job Previews Appropriate?

When few applicants are actually hired or the selection ratio is low When used with entry-level positions --Those coming from outside to inside the organization tend to have more inflated expectations than those who make changes internally When unemployment is low --Job candidates are more likely to have alternative jobs to choose from

African Americans in the workforce

Will make up about 12.7 percent of the civilian workforce in the United States by the year 2024 Own 2.5 million businesses in the United States --38 percent of the owners are women Buying power of African American consumers had reached 1.3 trillion dollars in 2016 Five African American chief executive officers were among the Fortune 500 largest firms in 2016

Special Inducements

With higher-level jobs, newly recruited managers expect some form of relocation assistance --Inclusions in a basic package ----Household-goods assistance ----Allowance to cover incidental expenses ----Help with the sale of the relocating employee's home ----Covering the employee's loss on the sale of the home, if any ----Transportation costs for the final move to the new location, including hotels and meals during transit Many managers and professionals are reluctant to relocate unless the spouse will be able to find suitable employment in a new location --Spouse employment assistance includes job counseling, fees to placement agencies, contacts outside the company, and the costs of printing résumés An increasingly common recruiting inducement is the sign-on bonus --Bonus offers are usually made based on the employee agreeing to remain with the employer for a set period of time

Women in workforce issues

Women in the United States who work full time make about 81 cents for every dollar earned by men Women who interrupt their careers for family reasons can never again make as much money as women who stay on the job Women in paid jobs still bear most of the responsibility for family care and housework - Companies should try to mitigate work-family dilemmas by offering flextime, extending maternity and paternity leaves, and providing quality day care

Causes of intergenerational conflict

Work ethic: Different generations have different perceptions of what makes an employee dedicated Organizational hierarchy --Some members of younger generations bypass the chain of command and some members of older generations believe that seniority trumps qualifications Management of change --Some members of older generations are perceived to be reluctant to change, whereas members of younger generations are perceived as constantly wanting to try new ideas

High-Performance Work Practices: Workplace Features

Worker empowerment, participation, and autonomy Use of self-managed and cross-functional teams Commitment to superior product and service quality Flat organizational structures Use of contingent workers Flexible or enriched design of work that is defined by roles, processes, output requirements, and distal criteria Rigorous staffing and performance management practices Worker- and family-friendly H R policies that reward employee development and continuous learning and support work-life fit

Average Time Span for Events in a Recruitment Pipeline

resume-->invitation=5 invitation-->interview=6 interview-->offer=4 offer-->acceptance=7 acceptance-->report to work=21 total length of pipeline=43