V479 Exam 1 Chapters 1 & 2
Recruiting large numbers of applicants is always the best way to ensure quality hires. True or False
False.
Onboarding:
the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders.
RST is a small software firm that operates using the very latest technology. As a result, the employee skill sets required change rapidly. The skill sets of employees who have been with the company for several years are found to be inferior to those of new hires, and the company has realized that fresh graduates are often better qualified to handle the projects. The firm's resources are limited and it needs to spend as little as possible on the staffing function, reserving most of its capital for project-specific investments. Which of the following staffing goals would be most suited to the company's needs?
A) Recruiting semi-skilled workers from nontraditional sources and training them. B) Reducing the employee turnover rate. C) Hiring employees every two years on a contract basis. D) Hiring employees whose skills can be developed over the long term. Answer: C
Deployment involves ________.
A) assigning talent to appropriate jobs and roles in the organization B) negotiating an employment contract C) getting new hires up to speed and productive on their job D) getting a job requisition approved Answer: A
Which of the following does an employer have to do if hiring from the traditional labor pool?
A) automate the job B) increase training C) reduce required qualifications D) provide competitive pay Answer: D
Samuel joined an accounting firm as a clerk. Each Monday, he is assigned a new project which is due by Friday. It has been over 5 months since he joined the firm but Samuel is yet to receive any feedback about his work performance from his supervisor. This is an example of poor ________.
A) career development B) succession management - grooming people to replace retiring employees C) performance management D) work training Answer: C
Which of the following is the first of the seven components of strategic staffing?
A) planning B) selecting C) workforce planning D) retaining Answer: C
Staffing can be considered a cornerstone of human resource management because it ________.
A) takes the largest part of the human resource budget B) determines the workforce representing the company C) takes the most time of any human resource management function D) is the only function performed by human resources Answer: B
Explain when an organization would use talent-oriented rather than job-oriented staffing.
An organization would use job-oriented staffing when it needs to fill a specific job opening. It would pursue talent-oriented staffing when labor markets are tight and good recruits are hard to find, or to address anticipated skill gaps in advance of actual needs. This alternative philosophy encourages people within the firm to identify where its future skill gaps are going to be well in advance of its actual needs. This way the firm can inject a continuous stream of talent into the staffing pipeline to ensure there are always qualified people in various stages of the hiring process.
4. Selecting Talent:
Assessing job candidates and deciding who to hire. When the labor supply is tight, the firm might need to increase its salaries just to be able to hire candidates with minimum skill levels and qualifications. If higher pay is not an option, recruiting from nontraditional sources might allow the organization to overcome its compensation challenges. If hiring from nontraditional labor pools is unsuccessful, automating the job, increasing the training the organization provides its employees, or reducing the required qualifications of new hires may be the only alternatives.
6. Deploying Talent:
Assigning people to appropriate jobs and roles in the organization to best utilize their talents. Ensuring that new hires have the potential to succeed is one of the primary goals of staffing. Performance incentives will be ineffective unless workers are given jobs suited to their skills. An organization that wishes to motivate its employees to be more productive by using a pay-for-performance or merit pay system will not be able to fully leverage its programs if the skills of the workforce are lacking. Performance incentives are only effective if the individuals have the potential to perform well in the first place.
7. Retaining Talent:
Keeping successful employees engaged and committed to the firm. It can be frustrating to locate and hire the right talent only to watch these people leave after a short time. Turnover is expensive, especially when it is the best performers who are leaving. Retaining successful employees means that the organization spends less time and fewer resources filling job vacancies. Performance incentives are one tool that employers can use to retain talent.
2. Sourcing Talent:
Locating qualified individuals and labor markets from which to recruit. If an organization is willing to pay premium wages, its staffing effort can focus on identifying and attracting the most qualified candidates. If an organization would like to pay lower wages, but is unable to hire the candidates it would like at its preferred salary levels, then it may be forced to raise its salaries to be competitive in the labor market or to make investments in training and development.
3. Recruiting Talent:
Making decisions and engaging in practices that affect either the number or types of individuals willing to apply for and accept job offers. Often, paying top dollar to hire the highest quality candidates is not always the best strategy if the company doesn't really need top talent and average talent will do. In other words, sometimes the greater productivity of the most talented applicants is not enough to offset their higher salaries.
Succession Management:
Managing and preparing for who will replace employees once they retire.
5. Acquiring Talent:
Putting together job offers that appeal to chosen candidates, and persuading job offer recipients to accept those job offers. The employment contract, or written offer to the candidate, formalizes the outcomes of the negotiations. This specifies the job's compensation, such as salary, bonus, long-term accounting, and stock-based compensation.
1. Workforce Planning:
Strategically evaluating the company's current lines of business, new businesses it will be getting into, businesses it will be leaving, and the gaps between the current skills in the organization and the skills it will need to execute its business strategy. Organizations need to assess the availability of their sought-after competencies in the labor market and use recruitment and effective selection practices to ensure that new hires have the requisite skills, background, and motivation so the firm's compensation system works as it's intended.
Strategic Staffing:
The process of staffing an organization in future-oriented and goal-directed ways that support the organization's business strategy and enhance organizational effectiveness.
Negotiating:
aiming to get to an agreement.
Recruiting:
all organizational practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers.
Deploying:
assigning talent to appropriate jobs and roles in the organization.
Attracting:
cause to come to a place or participate in a venture by offering something of interest, favorable conditions, or opportunities.
Business Strategy:
how a company will compete in its marketplace.
Acquiring:
involves putting together job offers that appeal to chosen candidates, and persuading job offer recipients to accept those job offers and to join the organization.
Performance Management:
is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization.
Career Development:
is something that a company can do differently from its competitors allowing it to perform better, survive, and succeed in its industry.
