HR Exam 2 (ch 5-8)

Forecasting, goal setting and strategic planning, and program implementation and evaluation

Three stages of HR planning

HR planning

compares present state of organization with its goals for the future then identifying what changes it must make. helps organizations meet business objectives and gain a competitive advantage.

Forecasting

attempts to determine the supply and demand of human resources to predict shortage/surplus. Can use statistical methods or subjective judgment. First step in HR planning.

Trend analysis

constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year.

Leading Indicators

objective measures that accurately predict future labor demand. measure economy, actions of competitors, changes in technology, trends in composition of workforce

Transitional Matrix

chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period.

Core competency

knowledge and skills that make organization superior to competitors and create value for customers

Downsizing

planned elimination of large numbers of personnel with four main objectives: reduce costs, replace labor with technology, mergers and acquisitions, and moving got more economical locations. May hurt long-term organizational effectiveness, loss of talent, and demoralized employees

reducing hours (seen as way to spread burden more fairly, less costly than layoffs bc require less severance pay) and early retirement programs (workforce is aging and many older workers do not want to retire, phased retirement program)

Alternatives to Downsizing

Employing temporary and contract workers (most widespread method to eliminate shortage, more flexibility, lower costs, workers not as committed), outsourcing, overtime and expanded hours

Options to avoid a shortage

Workforce Utilization Review

comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market

Recruiting

any activity carried out by an organization with primary purpose of identifying and attracting potential employees

personnel policies, recruitment sources, recruiter traits and behaviors

three aspects of recruiting

Employment at will

employer or employee may end employment relationships at any time unless otherwise stated in the contract

Due-process policy

employee may appeal termination

Social presence and reputation

This image or organization impacts its attraction to prospective recruits.

Job posting

Communication about job vacancy to other employees in organization. Ex: bulletin boards, employee publications, corporate intranets

Internal Sources

employees who currently hold the positions in the organization. Generates applicants who are well-known to the organization. Applicants are knowledgeable about position, cheap and fast

External Sources

expose the organization to new ideas. the best talent. can help gain competitive advantage. helps companies avoid appearance of nepotism. may recruit through direct applicants, referrals, websites, advertisements, employment agencies,info systems, social media, and school

Direct applicants

apply for vacancy without prompting from organization

referrals

apply for job because someone in organization prompted them to do so

Public Employment Agencies

Social Security Act of 1935 requires everyone receiving unemployment compensation to be registered with a local state employment office. Employers can register their job vacancies with tier local unemployment office

Private Employment Agencies

White-collar jobs. employers will be charged. provide confidentiality between employer and recruit

Yield Ratio

Percentage of applicants who move from one stage of recruitment and selection process to the next

Cost Per Hire

total amount spent to fill vacancy. Divide amount spent using recruitment source by amount of hires from the source. Low cost per hire indicates an efficient recruitment source.

Realistic Job Preview

background info about a jobs positive and negative qualities

Personnel Selection

process where organization decides who will/won’t be invited to join. Begins with identifying candidates through recruitment. Number of applicants is reduced.

Applicant-tracking system

automates selection process of online applications

reliable info, valid info, generalized info, high utility, legal criteria

5 Traits of a successful selection method

Reliability

measurement is free from random error. generates consistent results.

Validity

performance on a measure relates to what the measure is trying to assess

criterion-related, content, construct

3 ways to measure validity

Criterion Validity

based on showing a substantial correlation between test scores and job performance scores

Predictive and Concurrent

2 kinds of validation for criterion validity

Predictive Validation

Research that uses test scores of all applicants and looks for a relationship between the scores and future performance of those hired

Concurrent Validation

administers a test to people who currently hold a job. then compares their scores to existing measures of job performance

Content Validity

consistency between test items and kinds of situations or problems that occur on the job

Construct Validity

consistency between a high score on a test and high level of construct. used for tests that measure qualities or constructs (intelligence or leadership).

Generalizable

valid in other contexts other than the one in which it was developed

Utility

provides economic value greater than its cost. should cost significantly less than benefits gainend during training.

Civil Rights Acts of 1991, Age Discrimin Empl Act 1967, Americans with Disabilities 1991, Fair Credit Reporting Act, Equal empl opportunity laws

5 Legal Standards for Selection

Immigration Reform and Control Act of 1986

requires employers to verify and maintain records on applicant’s legal rights

Application Forms

low cost way to gather basic info. Ex: contact info, work experience, edu background, applicant’s signature

Resumes

submitted by applicant to introduce self. applicant control content and info. Drawback: info biased and sometimes inaccurate. Inexpensive.

References

applicants provide names and contact info of people who can vouch for abilities and past job performance. Biased: choose people who will say nice things.

Background checks

verify applicants are who they say they are. criminal background checks are a sensitive issue, use of credit checks scrutinized

Aptitude and Achievement Tests

2 types of employment tests

Aptitude Test

assess how well a person can learn or acquire skills and abilities

Achievement Test

measure a person’s existing knowledge and skills. Civil service exams

Physical Ability Tests

assess different aspects of physical ability including power, endurance, balance, flexibility, and coordination. Tend to exclude women and people with disablities

Cognitive Ability Tests

designed to measure verbal skills, quantitative skills, and reasoning ability; sometimes called intelligence tests. Valid, relatively low cost. pose legal risks esp when it comes to race

Big 5 Traits

Extroversion, adjustment, agreeableness, conscientiousness, inquisitivenss

Nondirective Interview

selection interview where interviewer has great discretion in choosing questions to ask candidates

Structured Interview

selection interview that consists of a predetermined set of questions for the interviewer to ask

Situational Interview

structured interview where interviewer describes a situation like to arise on the job, then asks candidate what they would do

Behavior Description Interview

structured interview where interviewer asks candidate to describe how they handled a type of situation in the past. Highest validity

Panel Interview

selection interview where several members of the organization meet to interview each candidate. reduces bias.

Interview Advantages

talking face to face provides evidence of candidates’ skills, personalities, and interpersonal styles. Provide means to check accuracy of info presented on resume or application

Interview Disadv

can be: unreliable, low in validity, biased against different groups, costly, subjective

Characteristics of a well-planned interview

standardized with prepared questions, comfortable for participant and conducted in quiet location, focused on job and org, enough time for interviewer and applicant to discuss positionand ask questions

Multiple hurdle model

candidates eliminated at each stage of selection process until only one remains

Compensatory Model

all applicants go through all stages of selection process. high score in one assessment can make up for low score on another

job responsibilities, work schedule, rate of pay, starting date, deadline to respond

Offer should include

Training

org planned efforts to help employees acquire job-related knowledge, skills, abilities and behaviors with goal of applying them on the job.

Instructional Design

Process of systematically developing training to meet specific needs

Learning Management Systems

computer application that automates the administrative, development, and delivery of training programs. Can link to performance management system to plan and manage outcomes, ad associate rewards

Needs assessment

evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training are necessary

Organization Analysis

determine the appropriateness of training by evaluating the characteristics of the organization

Person Analysis

determining individual’s needs and readiness for training

Task analysis

identifying tasks, knowledge, skills, and behavior that training should emphasize

Readiness for Training

combo of employee characteristics and positive work environment that permit training

Expectations, Quality of acceptable performance, Conditions which employee is to apply what they’ve learned, Measurable performance standards, Resources needed to carry out desired performance outcome.

Training objectives should include 5 things:

Request for Proposal

document outlining type of service needed, type and number of references needed, number of employees to be trained, date training completed, date proposals should be received

E-Learning

Wed-based training modules, distance learning

Electronic performance systems

provides access to skills training, info, and expert advice

on the Job training

person with job experience guides trainees in practicing job skills as the workplace

apprenticeship

work study training method that teaches job skills through combo of on the job training and classroom teaching

Internship

on the job learning sponsored by an education institution as a component of an academic program

Simulation

represents a real-life situation with trainees making decisions resulting in outcomes that mirror what would happen on the job

case studies

detailed descriptions of a situation that trainees study and discuss

Experiential Programs

learning concepts and applying them by simulating behaviors involved and analyzing activity

Adventure learning

teamwork and leadership training program based on the use of challenging structured outdoor activities

Team Training

individuals work together to achieve common goal

Cross training

team members understand and practice each other’s skills so that they’re prepared to step in and take another member’s place

Coordination Training

teaches the team how to share info and make decisions to obtain the best team performance

Team Leader Training

training in skills necessary for effectively leading the organization’s teams

Action Learning

teams get an actual problem, work on solving it, and commit to an action plan, and ar accountable for carrying it out

Learn best when training is linked to current tasks, need chance to demonstrate and practice what they’ve learned, need to understand whether they’re succeeding or not, well-designed training helps people remember content, written materials should have appropriate readability

5 Principles of Learning

transfer of learning

on the job use of knowledge, skills, and behavior learned in training

Communities of Practice

groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished

Orientation

program training designed to prepare employees to perform their jobs effectively, learn about their organization, and est work relationships

Onboarding

ongoing process that aims to prepare new employees for full participation in organization

Diversity

characteristics of an individual that make them unique

Inclusion

creating a work environment which individuals are treated fairly and with mutual respect and have equal access to opportunities failure and with mutual respect and have equal aces to opportunities and resources and they can contribute fully to organizatoin’s success

Diversity Training

designed to change employees’ attitudes about diversity and/or develop skills needed to work with diverse workforce

Employee Development

combo of formal edu, job experience, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers

Protean Career

a career that frequently changes based on changes in person’s interests, abilities, and values in the work environment

Formal edu, Assessment, Job experiences, interpersonal relationships

4 Categories of Employee Development Approaches

Assessment Cetner

wide variety of specific selection programs that use multiple selection methods to rate applicants on job incumbents on their management potential

Leaderless Group Discussion

Team of 5-7 assigned a problem and must work together to solve it within a certain time period