Labor and Employment 472
A summary of the characteristics of someone able to perform the job well is a ________.
Person Specification
Judgmental Forecasting
Relies on the experience and insights of people in the organization to predict future needs
Scatter Plots
Show graphically how two different variables (e.g., revenue and staffing levels) are related.
Web Crawlers
Sites that continually search for people with desirable talents and sell access to recruiters
Correlation
Starting point for a relationship
Emotional Intelligence
The ability to control one's emotions, read the emotions of others, and relate to others
Labor Supply Chain Management
The basic foundation of any supply chain model is to have the right product, in the right volume, in the right place, at the right time, with the right quality
________ involves looking at past employment patterns and using those patterns to predict a firm's future labor needs.
Trend Analysis
Trend Analysis
Uses past employment patterns to predict future needs
Organizational Image
a general impression based on both feelings and facts
Competency Model
a job analysis method that identifies the necessary worker competencies for high performance
Which of the following is contained in a task statement? a. the physical working conditions of the job b. identifying the changes anticipated for the position c. the type of people required for the job d. how to recruit for the given job specifications
a. the physical working conditions of the job
Recruiting
activities that convert the leads generated during sourcing into job applicants, generate interest in a company and its jobs, and persuade candidates to accept extended job offers
Employer Image
attitudes toward and perceptions of the organization as an employer
Which of the following forecasting methods relies on the experience and insights of people in the organization to predict a firm's future employment needs? a. transition analysis b. judgmental forecasting c. ROI analysis d. trend analysis
b. judgmental forecasting
Which of the following is a way in which companies usually deal with temporary employee surpluses? a. stopping filling of vacated positions b. removing contingent workers c. announcing massive layoffs d. offering early retirement options
b. removing contingent workers
Interactional Fairness
fairness of the interpersonal treatment and amount of information received during the hiring process
Desirable Recruiter Characteristics
• Familiarity with the job and organization • Good listening skills • Good communication skills • Good social skills • Intelligence and self-confidence • Extroversion • Enthusiasm about the job and company • Trustworthiness • Credibility • Important to learn how to sell
Top-down Judgmental Forecasting
organizational leaders rely on their experience and knowledge of their industry and company to make predictions about what future staffing levels will need to be.
Semi-passive job seekers
people who are interested in a new position but only occasionally look actively for one
Active job seekers
people who need a job and are actively looking for information about job openings
Distributive Fairness
perceived fairness of the outcome
Action Plans
proactively address an anticipated surplus or shortage of employees
Realistic Job Preview
provide both positive and potentially negative information to job candidates
Batch recruiting
recruiting a new applicant pool each time
Magnitude
refers to a reward package that is neither too small nor too large in economic terms
Amount
refers to how much of it (the reward) is received
Mix
refers to the composition of the reward package matching the needs and preferences of applicants or employees
Distinctiveness
refers to the uniqueness of the total reward package
intrinsic rewards
rewards that are non-monetary and derived from the work itself and the firm's culture
Extrinsic rewards
rewards that have monetary value
X-Raying
searching for pages on the same host
Geographic Targeting
sourcing recruits based on where they live
Structured interview technique
subject matter experts provide information about the job verbally in structured interviews
Talent Inventories
summarize each employee's skills, competencies, and qualifications
External Recruiting Sources
target people outside the firm
Creativity
the ability to come up with novel ideas and insigts
Adaptability
the ability to effectively manage change, delays, or unexpected events
Integration
the coordination of a single global staffing strategy with the organization retaining adequate controls over local operations
Employee Value Proposition
the intrinsic and extrinsic rewards an employee receives by working for a particular employer in return for their job performance
Differentiation
the need to acknowledge and respect the diversity of local country cultures and expectations and thus giving some latitude to local managers to tailor the strategy to meet the needs of their location
Hiring yields
the percent of applicants ultimately hired (also called selection ratios)
Workforce Planning
the process of predicting an organization's future employment needs and the availability of current employees and external hires to meet those employment needs and execute the organization's business strategy.
Staffing yields
the proportion of applicants moving from one stage of the hiring process to the next
Staffing efficiency driven forecasting
the total cost associated with the compensation of the newly hired employee
Job elements method
uses expert brainstorming sessions to identify the characteristics of successful workers
Bottom-Down Judgmental Forecasting
uses the input of lower-level managers in estimating staffing requirements
Replacement Charts
visually shows each of the possible successors for a job and summarizes their present performance, promotion readiness, and development needs
A job analysis ________.
determines a job's entry requirements
A competency-based job description:
- Enhances a manager's flexibility in assigning work - Lengthens the life of a job description - Can allow firms to group jobs requiring similar competencies under a single job description
Types of Business Activity Forecasts
- Seasonal - Interest Rate - Currency Exchange - Competitors - Industry and Economic
What are the external costs per hire?
1. Advertising expenses 2. Agency and search firm fees 3. Employee referral bonuses 4. Recruiter and applicant travel costs 5. Relocation costs 6. Company recruiter costs
3 Types of Fairness
1. Distributive 2. Procedural 3. Interactional
Steps in Performing a Typical Job Analysis
1. Get the support of top managers 2. Thoroughly communicate the purpose of the job analysis 3. Collect background information and analyze how the job contributes to the execution of the business strategy 4. Generate Task Statements 5. Generate KSAOs 6. Form the job duty and task groupings 7. Link KSAOs back to the job duties 8. Collect critical incidents 9. Weight the job duties 10. Construct a job requirements matrix 11. Write the job description and person specification
3 Staffing Questions that Need to be Answered
1. How many people should we recruit? 2. What resources do we need? 3. How much time will it take to hire?
Workforce Planning Process
1. Identify the business strategy. 2. Articulate the firm's talent philosophy and strategic staffing decisions. 3. Conduct a workforce analysis. 4. Develop and implement action plans. Develop action plans to address any gaps between labor demand and labor supply forecasts. 5. Monitor, evaluate, and revise the forecasts and action plans. As the environment changes, forecasts and action plans may need to change as well.
What are the internal costs per hire?
1. Internal advertising costs 2. Travel and interview costs 3. Relocation costs 4. Internal recruiter costs
3 Criteria for Employee Value Propositions
1. Magnitude 2. Mix 3. Distinctiveness
Creating a Sourcing Plan
1. Profile desirable employees to identify promising sources 2. Perform ongoing recruiting source effectiveness analyses by tracking 3. Prioritize recruiting sources based on staffing goals and employee profiles
2 Ways Organizations Monitor External Labor Market:
1. Through their own observations and experiences. For example, are the quality and quantity of applicants responding to job announcements improving or getting worse? 2. By monitoring labor market statistics generated by others.
If a company employs two office assistants for every nine architects (a staffing ratio of 2:9) and it plans to expand and hire eighteen new architects, how many new office assistants will it need to hire?
4
Recruiting Guide
A formal document that details the process to be followed in recruiting for an open position.
Transition Analysis
A quantitative technique used to analyze internal labor markets and forecast internal labor supply
Problem Solving
Acquiring, analyzing, and integrating information from relevant sources to make timely and appropriate decisions
Leadership
Building motivation and a sense of shared purpose in others
________ are more broadly defined components of a successful worker's repertoire of behavior needed to do the job well
Competencies
What can shorten the hiring timeline?
Continuous recruiting
The job analysis technique that identifies behaviors that lead to extremely effective or extremely ineffective job performance is ________.
Critical Incidents Method
If the job of a loader exists to load packages on delivery trucks, the ability to safely lift and load packages onto a truck is a(n) ________.
Essential function
Return on Investment Analysis
Estimate the return on investment from adding a new position based on the costs and outcomes resulting from that new hire
Causation
If you have one variable, the other is automatic
Communication
Includes choosing the appropriate communication medium, presenting verbal and written information clearly and concisely, listening, and giving and receiving feedback
Boolean Searches
Internet search technique that allows a search to be narrowed by using special terms before the key words
The job analysis method that uses expert brainstorming sessions to identify the characteristics of successful workers is the ________.
Job Elements Method
________ helps a company tailor its recruiting message to appeal to the needs, values, and motivations of targeted potential applicants.
Job Rewards Analysis
Which of the following types of workers would most value the reward of having different tasks to do every day? a. workers who value being rewarded for individual contribution b. workers who desire career advancement c. workers who value making individual contributions d. workers who are seeking skill development
b. workers who desire career advancement
Workload-driven forecasting
based on historical data on the average number of hires typically made per recruiter
Procedural Fairness
beliefs that the policies and procedures that resulted in the hiring or promotion decision were fair
Which of the following observations is true? a. Batch recruiting is particularly useful for positions that turn over relatively quickly. b. Continuous recruiting involves recruiting an entirely new applicant pool every time the organization has one or more positions to fill. c. Jobs recruited using batch recruiting typically take a longer time to fill than jobs recruited using continuous recruiting. d. Continuous recruiting does not work well for jobs that take a long time to fill, or for jobs that cost the organization a lot of money while they are vacant.
c. Jobs recruited using batch recruiting typically take a longer time to fill than jobs recruited using continuous recruiting.
Which of the following events suggests that a home improvement store such as Home Depot or Lowe's will need fewer workers in the next 1-3 years? a. an increase in consumer spending b. increased housing purchases c. a decrease in consumer disposable income d. falling interest rates
c. a decrease in consumer disposable income
Local Employment Agencies
can be a useful source of guidance in terms of information on the characteristics of the local labor force
Passive job seekers
currently employed and are not actively seeking another job, but could be tempted by the right opportunity
Which of the following are advantages of using structured questionnaires for job analysis? a. standardization and the ability to capture unique aspects of the job b. speed and low reading level c. standardization and low reading level d. speed and low cost
d. speed and low cost
Which of the following are detailed records or databases that summarize each employee's skills, competencies, education, training, languages spoken, and chances of being promoted? a. transition databases b. performance reviews c. replacement charts d. talent inventories
d. talent inventories
Differential
how consistent the reward is across different employees
Stability
how reliable the reward is
Critical Incidents Technique
identifies behaviors extremely effective or extremely ineffective behaviors by documenting critical incidents that have occurred on the job
Job Rewards Analysis
identifies the intrinsic and extrinsic rewards of a job
Sourcing
identifying and locating high potential recruits
Flipping or Flip Searching
identifying people who link to a web site
How should job analyses be performed?
in such a way as to meet the professional and legal guidelines that have been published in the Uniform Guidelines on Employee Selection Procedures
Spillover Effects
indirect or unintended consequences of an action
Structured Questionnaires
involves using a list of preplanned questions designed to analyze a job
Task inventory approach
job experts generate a list of 50-200 tasks that are grouped in categories reflecting major work functions that are then evaluated on dimensions relevant for selection
Networking Sites
leveraging your personal connections to generate applicants
Internal Recruiting Sources
locate people who currently work for the company who would be good recruits for other positions
Competencies
more broadly defined components of a successful worker's repertoire of behavior needed to do a job well
Some recruiting sources are:
• Faster or cheaper • Better at acquiring good fits with the culture and work processes • Better at acquiring high-quality people • Better at acquiring people less likely to leave • Better at acquiring people with previous work experience • Better at generating large numbers of hires • Better at generating professional hires • Better for hiring in noncore competency areas of the company • Better for finding diverse applicants • Better for finding people not actively looking for a job
Recruiter Metric
• New hire job performance • New hire failure rate • Turnover of new hires • Manager satisfaction • New hire satisfaction • New hire time to productivity • Training success
Recruiter Training
• Recruiting knowledge • Interpersonal skills • Presentation skills • The organization's goals and recruiting objectives • Legal issues • Multiple assessments • Applicant Attraction