2313306
| Question | Answer |
| Recruitment and selection process | 1. Decide what positions to fill 2. Build a pool of candidates for these jobs 3. Have complete application 4. Use selection tools, i.e. tests, background checks, physicals 5. Decide to whom to make an offer (interviewing) |
| workforce (or employment or personnel) planning | process of determining what positions the firm will have to fill and how to fill them |
| trend analysis | study of firm's PAST employment needs over a period of years to predict future needs |
| ratio analysis | forecasting technique for determining FUTURE staff needs by using ratios between, for example, sales volume and number of employees needed |
| scatter plot | graphical method used to help identify relationship between two variables |
| qualifications (or skills) inventories | manual or computerized records listing employees' education, career, and development interests, languages, special skills, and so on, to be used in selecting INSIDE candidates for promotion |
| personnel replacement charts | company records showing present performance and promotability of inside candidates for most important positions |
| position replacement card | prepared for each position in a company to show possible replacement candidates and their qualifications |
| succession planning | ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance |
| Employee Recruitment | getting people to apply for a job - job fairs - newspaper - internet |
| recruitment yield pyramid | - used to gauge staffing issues that need to be addressed historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, offers made and offers accepted. |
| Recruitment Sources A. internal | they know the expectations, company, employee, strengths and limitations, loyalty, cheaper |
| b. External | internals don't have qualifications, attributes, need "fresh eyes", new perspectives, cleaning house |
| Finding internal sources | -Job posting -internal recommendations -skills inventory -contacts and referrals - employees refer friends - more successful than internal recruits, credibility of referree -training internal candidates, getting them prepared for position that may not be open yet "just in case," "build a pool" - have subordinate prepped to fill your spot if you could get promoted |
| External sources | -walk-ins - get people who knows something about the company - cheap - college and other educational institutions (how to establish relationships with and recruit graduates) - student endowment fund, relationships with professors, allow students to visit company and do education related functions (clubs) |
| External sources (cont) | - employment agencies (temp help) ('difficult to hire' positions) - check sent by temp agency, temp agency gets paid by company - hire w/temp for short term, save money on benefits packages - no termination paperwork because not company employee |
| External sources (cont) | - public employment agency, low skill level jobs, manual labor, cheap recruitment - advertising (newspaper/print ads): basic jobs, secondary labor market, also can post in specific areas for specific job specialties, search domains, post jobs or people can post resumes, attract right individuals |
| What if you can't find someone with skills to match? | try to attract the people who are not looking and don't have jobs i.e. students, stay-at-home moms and dads; retirees, discouraged workers under the right circumstances, these groups would go back to work, ask the right questions! give them their needs, tailor the job to them |
| Why Fire? | People get fired due to lack of cultural fit rather than the lack of technical skills (which can be taught) |
| Selection Process | - |
| Past is Best Predictor | tells how employee will do in current work future - identify what you're looking for |
| Reliability and Validity | Reliability: consistency of scores obtained by same person when retested with identical or alternate forms of tests |
| Validity - is it true? good? - test validity: accuracy which a test, interview, and so on measures what it purports to measure or fulfills the function it was designed to fill | - |
| criterion validity | based on showing that scores on test (predictors) are related to job performance (criterion) |
| content validity | contains a fair sample of the tasks and skills actually needed for the job in question |
| construct validity | demonstrates that a selection procedure measures a construct and that construct is important for successful job performance |
| How to Validate Test | 1. Analyze job: job descriptions 2. Choose the tests 3. Administer the test 4. Relate your test scores and criteria 5. Cross validate and revalidate |
| expectancy chart | graph showing relationship between test scores and job performance for a group of people |
| Sources of Information - Resumes and Applications | -info on previous employers and education -uncovered periods of time (why?) |
| Sources of Information - Interview | most common, important of selection device - first impressions |
| Structured Interviews | ask certain number of questions (5 etc.) , write notes, ask the same questions to everyone |
| unstructured (or nondirective) interview | conversation-style interview where interviewer pursues points of interest as they come up in response to questions - make it up as you go - look at resume - talk about it and figure out which questions to ask |
| situational interview | series of job-related questions that focus on how candidate would behave in a given situation |
| behavioral interview | questions that focus on how candidate reacted to actual situations in the past |
| job-related interview | job-related questions that focus on relevant past job-related behaviors |
| stress interview | applicant is made uncomfortable by a series of often rude questions - this helps identify hypersensitive applicants and those with low or high stress tolerance |
| unstructured sequential interview | each interviewer forms an independent opinion after asking different questions |
| structured sequential | applicant is interviewed by several persons; each rates applicant on standard form |
| panel interview | group of interviewers questions applicant |
| mass interview | panel interviews several candidates |
| Reference Checks | Lie of Commission Lie of Omission If you want to use references, take four references, ask them about 3-4 more references, and then 3-4 more |
| Realistic Job Preview Approach | -build trust w/company -be truthful but also talk about positives of job -want people to deselect themselves so don't spend money on training - reduces turnover |
| Rational Decision Making Process | analyzing data/info of interview to make a selection |
| Intuitive/"gut" feeling | make hiring decisions based on intuition even after analyzing interview data - don't skip your "gut" - no stereotypical decisions |
| Orientation Two Phases - Company Specific | HR handles this talks about rules, health benefits, taxes, procedures, safety, culture and mission of company |
| Orientation Two Phases - Job Specific | (manager handles) get up-to-speed on job, work expectations; specifics, attendance, problem-solving |
| Mentor | helps new employee, makes a point they get accepted to the group, fit-in, invite to lunch, drinks etc. |
| Job Search | "not selling toothpaste" ask - "What do I bring to the table?" to get hired in right circumstances WRONG approach - How can I get them to hire me? Ask - characteristics of employer that makes me want to work for them - FOCUS on what makes you DIFFERENT - stress the things that matter |
| Negotiation Salary | Don't answer early. 1. NEVER GO FIRST. 2. IF decision maker (i.e. manager) isn't "in the room" don't bring your "decision maker" - salary is only one of the important factors - talk about benefits, location, company, being a good fit for the job - range |
| Salary neg. (cont) | 3. Hold off discussion for as long as possible When you aren't CHOSEN for position, you want to convince you are the right person for the job |
| Salary neg (cont) | when offered salary and benefits package COUNTER - employee will counter back - THEN accept i.e. 48,000 a year; they would give you $50,000 but they want you to counter, so say $50,000! |
| Salary neg (cont) | If interviews at other places - Go to 2nd position and ask/let them know someone else wants you, see how quick they can answer you with THEIR offer -Even if you are going to say yes, say "good offer, I'd like to talk it over with professor, wife, husband, dog...." - there's another company who wants to hire me, can't make decision til Tuesday - reasonable time about a week |
| Salary neg (cont) | not common but can also do $50,000 w/2000 signing bonus if make decision right now - before time requested |
| What to ask when countering? | 48500? go to 50,000! companies make offer assuming you will counter - not just counter for $50,000...make a list of other things, benefits, vacation..."I accept, however, is it possible to get....." |
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