HRM 2

recruitment

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Process of identifying potential employees, communicating job and organizational \n attributes to them, and convincing them to apply for available jobs.

sourcing

the process of identifying qualified individuals and labor markets from which to recruit;

recruiting

refers to activities that affect the number and type of people willing to apply for and accept job offers. \n  Relies on interpersonal and communication skills that converts those leads into applicants and new hires.

recruitment aims to …

ensure that qualified employees with enough quantities are applying for job vacancies

effective sourcing and recruitment plan

you should have conducted a thorough job analysis \n and HR action plan in order to target the adequate quality and quantity of candidates

active job seekers

people who need a job and are actively looking for information \n about job openings; reached through traditional methods -→ advertisement; recently got fired or laid off, consist of college grads, economy bad = more job seekers.

semi-passive job seekers

people who are interested in a new position but only \n occasionally look actively for one \n  Semi-passive job seekers might be interested in a job if the opportunity occurs for a better job. \n  They are harder to reach through traditional methods and need more creative recruiting channels.

passive job seeker

currently employed and are not actively seeking another job, \n but could be tempted by the right opportunity \n  Many high-quality candidates are usually in this group, although it may be difficult to find them and \n interest them in your job opportunity \n  Identifying passive job seekers requires the most proactive and strategic sourcing and recruiting \n effort

internal versus external sources

internal = within firm

external = outside form

word of mouth

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Managers that have a job opening talk to other employees or \n managers to find about a possible internal candidates. \n  Qualified employees might not be notified \n  Employees might not have equal opportunity to find about openings and apply for them

job postings

this approach can be as informal as posting a note on the cafeteria \n bulletin or as formal as having announcements listed in the company newsletter and \n posted on the company’s intranet. \n  Qualified and nonqualified employees might apply \n  Beware of employee motivation. \n  The process needs to be fair and well communicated.

employee/talent inventories

A searchable database that can be \n used to identify employees who meet certain job requirements. \n  Includes the characteristics, experiences, and competencies of employees. \n  To be effective, talent inventory needs to be continuously updated – usually by employees or by the HR department

succession management

ongoing process of preparing employees to assume \n other positions in the organization. \n  Requires continuous development through formal and informal training, continuous feedback and at \n some instances job rotations.

written advertisements

oldest method, yet effective; expensive

career sites

is the area of an organization’s website devoted to jobs and careers with the company. \n  Cost effective \n  Communicate information about the firm \n  Content, design and communication features all matter in attracting applicants. \n  Effectiveness is dependent on the employer brand

online job boards

websites that allow job seekers to post resumes and employers to post jobs \n and use the search engine to find one another. (ex. Monster.com, careerbuilder.com

Professional Association Ads/Websites

have their own search websites, where members can \n post jobs for their organizations and apply for jobs at other members companies

educational institution

fresh grads w limited experience to train with company culture

college degree, career fairs, and should beware of discrimination against older applicants

externship

brief experiences, expose students to companies and jobs without necessarily doing any work for the company

internships

are usually a month or longer, involve hands-on-work and students receive \n college credit and/or pay. \n  Includes structured work activities, training programs and mentorship

career fairs

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job fairs that provide opportunity for employers to interact with a large number of potential applicants at one time

public employment agency

affiliated with US dept of labor; assists job seekers with career services and placement and employers with finding applicants; services are free

private employment agency

provides job search assitance for a fee paid either by company or individual

contingency recruiting agency

agency gets paid a flat fee or % of new hire’s first yr slaary by employer when search is successful

retained agency; executive search firm or headhunter

employer pays a retainer for agency to conduct a search with fee paid out at conclusion of predetermined steps; searches are usually for high level executives

on demand recruiting service

service gets paid based on time spent rather than amount per hire

recruitment process outsourcing

employer contracts w RPO for one to foru years to deliver specified recruitment functions for a base monthyl fee determined by the number of searches and related services provided

advantages of agencies and search firms

Might be cost effective \n – Might save time \n – Good network of candidates and experience in recruiting \n – Provide quick screening

disadvantages of agencies and search firms

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Might be expensive – especially executive search firms \n – Might not have an updated network \n – Pressuring them to fill the gap might affect quality \n – Might not be knowledgeable of the industry, business and organization

professional associates

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most professions have one or more organizations or associations that \n individuals in the profession can join; some even have student chapters. \n  Most offer certifications that ensure a minimum body of knowledge and experience. \n  Most offer access to resources about the profession, opportunities to network, information about \n job opening and access to research. \n  In annual meetings, usually they offer placement services \n  Also, they offer career section at their websites

temp to hire

a person hired to work for the company for a short period of time but who may become a permanent employee.

employee referrals

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Asking employees, particularly top performers, to recommend people they feel \n would be good performers can generate high-quality leads. \n  Fast and inexpensive \n  Lower turnover \n  Tend to be good performers; employees share responsibility as they put their reputation on the line, \n thus referring high potential contacts. \n  Problematic when it comes to diversity

sourcing applicants

Using skilled researchers to identify, attract and screen potential applicant; especially ones that are \n not active in searching for a job. \n  Particularly, sourcing from social networking such as LinkedIn provide an excellent resource for \n sourcing passive candidates. \n  Sourcers are usually skilled in mining the web (Internet data mining) \n  Usually, those recruiters proactively source for potential vacancies. Build relationships with \n potential candidates and establish sources

Re-recruiting

rehiring employees that voluntarily or involuntarily left the \n organization. \n  Employees might have left due to a better opportunity or downsizing \n  Candidates have knowledge of the firms culture and business; they are able to get up to speed \n easily and quickly

military transition services

such as the Army Career and Alumni Program, help to place separating professional and semi-professional military members, veterans and their family members

non - us citizens

dramatically increases the pool of candidates. \n  However, it requires sponsorship (H1-B) visa. \n  Likelihood that the employees will stay with the same employer for the duration of their visa. \n  Alternatively firms can offshore

observations

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watching people working in similar jobs for other companies to evaluate their potential fit \n with your organization

raiding competitors (poaching)

Well-trained talent with relevant experience and proven performance record \n  Ethical issue \n  Informal agreements , Non-Compete and Non-Disclosure agreements \n  Remember, competitors have different cultures, strategies, practices...etc

resume databases

searchable databases of prescreened resumes.

walk-ins

are people who apply for a job based on a “help wanted” sign or just apply without any \n advertisement.

acquisition and mergers

To acquire talent from mostly smaller firms \n  Redeploy talent after acquisition

involved in recruiting

hiring managers, professional recruiters, coworkers, other managers and employees

job advertisement

job titles, brief description, required education, experience, skills, work conditions, compensation and benefits, info about company, affirmative action disclosure, where and how to apply, and deadline

realistic job preview

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is a message that provides positive information about the job \n and company, as well as information that is likely to be less favorable (negative) to \n some potential candidate

employer brand

Developing a long-term strategy to manage and \n communicate the image of the organization as a great place to work in the \n minds of current employees and key stakeholders – including potential \n candidates and customers.

Efficiency oriented recruiting metric

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How efficient are you in hiring? \n  Time-to-Fill (Speed) \n  Number of applicants (Quantity) \n  Number of hires (Quantity) \n  Average cost per hire (Cost)

strategic recruiting metrics

How the process influence the firm’s performance, competitive \n advantage and strategic execution? \n  Manager satisfaction \n  New hire satisfaction \n  Candidates satisfaction (the ones not hired are potential future recruits or/and customers) \n  Training success (Quality) \n  Job performance (Quality) \n  Failure rate (involuntary turnover) \n  Voluntary turnover

content of message

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It should reflect the employee characteristics and competencies needed to achieve \n the competitive advantage. \n Example: if the company compete based on innovation; the message should \n emphasize change, employee development and learning and discover

choice of methods

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Low-cost strategies emphasizes low-cost recruitment methods such as word-of- \n mouth, walk-ins, employee referrals..etc. \n Differentiation strategies might diversify their sources and consider more costly and \n effective recruitment methods such as trade publications, web sources, and various \n types of search companies

internal versus external recruitment

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Larger organizations are more likely to have formal succession plans, replacement charts, job \n posting systems and employee inventories. They are more capable of moving employees \n internally. \n  Smaller organizations are more likely to have more informal methods for internal employee \n movements and might be forced to recruit more externally to acquire knowledge or handle \n extra workload.

who does recruitment

At large organizations, mostly the recruiting process is managed by specialist staff within the \n recruiting department - in addition to the line managers involved. \n  At smaller organizations, mostly the process is designed and managed by the line managers \n with little formality and dependency on a narrow array of sources

recruitment value proposition

How the company present its value proposition will signal its culture to potential recruits. \n  Are you focusing on compensation, employee growth, specific values, working \n conditions...etc.?

balance of internal versus external recruiting

Are you seeking to increase employee commitment and loyalty through focusing on internal \n recruiting? \n  Are you focusing on competencies whether they are available internally or externally? \n  Are you seeking to change the culture through recruiting from outside the organizations?

appraisal of recruitment message

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Is your recruitment message focusing on potential career progression, work/life balance, \n compensation & benefits, performance excellence? \n  Based on your emphasis, this will signal what you value more and potential recruits will match \n that with their concerns

perceptions of fariness of process

Make sure that the printed and other-media information is accurate and inclusive \n  Do not deceive candidates, this will affect the perception of fairness for new employees and \n negatively affect your employer brand \n  RJPs play an essential role in the perception of fairness

target audience

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As the population is aging and getting more diversified, you need to diversity your recruitment \n sources and alter the recruitment message to target various demographic groups

amount of recruitment needed

When the unemployment rate is low, more effort is needed to attract talent. \n  Also, you need to account for the occupational trends and availability of skills within the \n relevant labor market

management of recruitment

 Online sources provide an abundance of applicants, but complexity in screening them. \n  Many available software aid in tracking resumes and limits the time needed to review \n applications. \n  Online communication might contribute to a more diverse pool of candidates. \n  LinkedIn, among other social media, provided a vicinity to data mine many potential candidates

skills needed

The need for computer skills should be part of the recruiting message \n  Information and Communication Technologies also allowed us to recruit at different locations \n with limited need for relocation – thus, increasing our relevant labor market and potential \n applicant pool

how is recruiting done

Recruiting messages should be altered based on the values, needs and legislations of a \n specific national context. \n  Recruitment methods effectiveness might differ based on context. \n  Consider hiring locals as recruiters or outsourcing recruiting to a knowledgeable recruiting firm

prediction

Making a determination about how likely it is that candidates selected \n will be successful in the job based on their current ability to do the job or the \n potential they have to be able to learn to do the job and do it well.

person job fit

the extent to which the condidates characteristics match the requirements of a job. motivated by job rewards

person group fit

match between a candidate and their work group and supervisors

person vocation fit

fit between a candidates interests, abilities, values, and personality and the occipation and its career projections

person organziation fit

fit between candidates values, beliefs, and personality and the values norms and culture of the organization

reliability

Extent to which selection measure yields consistent results over time or across \n raters; i.e. free from random error.

test retest

reflects the repeatability of scores over time and the stability of the underlying construct being measured

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inter rater

indicates

how consistent scores are likely to be if the responses \n are scored by two or more raters using the same item, scale, or instrument

content validity

the extent to which the selection test focuses on job relevant information that \n mirrors aspects of the job. \n  Usually this is attained through Subject Matter Experts

criterion related

establishing a statistical \n relationship between the selection test and some measure of job performance

construct validity

how well a selection tool, such as a test, measures the job-related \n characteristic that it claims to measure

personal characteristics

interviewer

preferences, stereotypes and poorly designed selection \n methods might discriminate (directly or indirectly) based on the candidates’ personal \n characteristics

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contrast effect

An evaluation of one or more job applicants is artificially inflated or deflated \n compared to another job applicant

halo effect

A positive trait dominates the decision of the assessor

horn

negative trait dominates decision

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Impression management

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occurs when job applicants engage in actions to present themselves in \n a positive light to the interviewer with the idea of biasing the outcome of the interview in their favor

generalizability

The degree to which the validity of a selection method established in one \n context extends to another contexts. \n  Does the same predictor of performance work in several contexts? \n  If yes, then this predictor is generalizable. \n  If not, then which predictor should be assigned for each context? \n  The more generalizable the predictor, the higher utility it has.

utility

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The degree to which the information provided by selection methods \n enhances the effectiveness of selecting personnel in real organizations. \n  The more reliable, valid and generalizable the selection method is, the more \n utility it will have. \n  Usually, the utility of any test increases as the selection ratio gets lower. \n  Also, the selection methods might be strong predictors, yet expensive. Thus, \n a cost-benefit analysis is needed to assess its utility. \n  Beware of assessments that highly correlate with each other, they might be \n assessing the same thing

civil rights act 1964 & 1991

Protects individuals from discrimination based on race, color, \n religion and national origin with respect to hiring, compensation and working conditions. \n  Always establish the business necessity of a predictor, if it results in indirect discrimination. \n  Do not treat minority groups preferentially throughout assessments. \n  If there is no business necessity and the process is causing Desperate Impact, then change the predictor

Age Discrimination in Employment Act of 1967

\n  Prohibits discrimination against individuals age 40 or older- including recruitment, promotions, layoffs and \n pay raises. \n  The importance of this act escalated due to the aging population trend and older workers have high skill \n levels, strong work ethics, commitment and loyalty, and motivation for challenging work

ADA 1991

protects individuals with physical and mental disabilities. \n  Provide reasonable accommodation throughout the selection process. \n  Consider providing reasonable accommodation to enable people with disabilities to perform the essential \n job tasks, as long as it doesn’t cause undue hardship

job applicants

standardized forms employers use to collect job-related \n information about the applicants. \n  Eligibility to work in the United States, Education, Current and previous experience, Skills, Hours \n available to work, References..etc. \n  Weighted Application Blank (WAB): weighting application questions and score responses to arrive \n at an overall score. \n  Might miss interesting information. \n  Might be demotivating to be filled by candidates. \n  Need money, time and effort to design and develop

resume and cover letters

An overview of the applicant’s qualifications and typically \n includes contact information and information on education, previous experience and special \n skills and interests. \n  Limited cost and effort to collect data \n  Might provide insight on the fit of the candidate \n  Not standardized; tough to compare candidates with each other \n  They could be manipulated

biodata

Standardized questionnaire that asks applicants to provide personal and \n biographical information to be compared with the same information for successful \n employees

behavioral assessments

Utilizing information from current employees to create personality \n profile for evaluating which applicants are likely to be a good fit with the job and \n organizational culture.

Screening interviews / Telephone screens

A short phone interview \n conducted by the HR specialist or hiring manager to weigh an applicant’ fit \n and actual interest in the position. \n  Is the applicant still interested in the position? \n  Verify the information provided \n  Provide a clue about the person communication skills and interest \n  Provide some basic information on the person’s qualification and experience

aptitude tests

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tests that measure general intelligence level \\n of specific aptitudes, such as numeric fluency, \\n general reasoning, verbal comprehension, \\n mechanical reasoning, logical evaluation, and \\n memory span. \\n  Best predictor across all types of jobs, \\n especially when the job is complex \\n  Relatively low in cost \\n  Potential Desperate impact due to \\n terminologies and concepts \\n  Educational level could substitute this test \\n  Applicants might not perceive them positively

Physical Ability (Psychomotor):

Tests that focus on physical attributes of job candidates \n such as candidate’s endurance, strengths, general fitness and coordination. \n  Highly valid for some jobs such as military personnel and firefighters. \n  Help in limiting injuries at the workplace. \n  Might cause adverse impact especially for women \n  Could be justified as a business necessity \n  Consider providing automation or accommodations, if they won’t cause undue hardship

sensory tests

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tests assessing visual, auditory and speech perception. \n  Speaking clearly, discriminating sounds, and seeing in low light are examples of sensory \n abilities. \n  Highly valid to some jobs – depending on the senses needed for each. \n  Consider providing an accommodation

Achievement/Competency tests

measures of an applicant’s knowledge or skill in \n relation to the job requirements

work sample

a test in which the person actually performs some or all aspects of the job. \n  High content validity and reliability. \n  Hard to fake performance. \n  Applicants usually believe that such assessments are fair; low adverse impact. \n  Costly to administer and administered individually. \n  Test some tasks and not all of them, especially ones that need more than one day to assess

work simulation

are assessments that present applicants with realistic, job-related \n situations and documents their behaviors or responses to help determine their qualifications \n for the job. \n  In basket exercises. \n  Roleplays. \n  Share similar advantages and disadvantages with work samples

knowledge tests

Measure the extent to which an applicant has mastered the subject \n matter required to do the job. \n  High validity to predict job performance. \n  Low adverse impact and perceived as fair by applicants. \n  Correlated with mental ability tests. \n  Might be costly and time-consuming to design. \n  Need to be up-to-date. \n  Avoid assessing skills that you are not including in selection and going to provide training on when \n the candidate join the organization

personality inventories

personality tests that weigh candidates on various \n personality dimensions. \n  Cost effective as tests are available to purchase from venders. \n  Administrating the tests is relatively easy – especially when done electronically. \n  Low adverse impact \n  Various personality dimensions measured could be valid for different jobs. \n  The validity of those tests varies across occupations and tend to be low or medium. \n  Applicants might not relate the test to the job requirements. \n  Questions might be intrusive. \n  Applicants might fake and answer questions dishonestly

big 5

openness, consciousness, extroversion, agreeableness, neuroticism

integrity tests

assess candidates’ attitudes and experiences related to their \n reliability, trustworthiness, honesty, and moral character

polygraph test

measures and records various physiological \n indices such as pulse and respiration while the candidate answers a set of questions. \n  The validity of results is debatable

employee polygraph protection act

prohibits employers from utilizing this test for \n selection purposes – given some exceptions

structured interviews

use a set of predetermined questions related to the job and usually \n includes a scoring system to track and compare applicant responses. \n  Beware of subjectivity and human biases \n  Spend enough time and effort on designing the interview questions and assigning standards and \n weights for answers. \n  Train the assessors well to increase objectivity

situational interview

asking about how a candidate will behave in a hypothetical situation \n and gauges the candidate’s responses to how the individual would be expected to respond in \n a similar situation on the job