Talent Acquisition Exam 2 professor Lueke

Workforce planning

1. Predict organizations staffing needs (labor demand)

2. Evaluate employees available to meet needs (labor supply)

3. Addressing any gap between 1 & 2

Workforce Planning Process

1) Identify the firm's business strategy

2) Articulate the firm's talent philosophy and strategic staffing decisions

3) Conduct a workforce analysis

4) Develop and implement action plans

5) Monitor, evaluate, and revise the forecasts and action plans

Forecasting Labor Demand

- expected business activity and needs

- consider minimal and optimal

- might include: meeting revenue target, growth strategy, KSAOs, staff adjustments

Forecasting Business Activity

- product demand directly impacts need for labor

- seasonal, interest rates, competitors, industry and economic, legal, etc.

5 Forecasting Tools for Labor Demand

1. Ratio Analysis

2. Scatter Plots

3. Trend Analysis

4. Judgmental Forecasting

ratio analysis

relatively fixed ratio between number of employees needed and business metrics

- historical patterns

- need consistent historical trends

- possible ratios

scatter plots

Trend Analysis

uses past employment patterns to predict future needs

- any employment trends that are likely to continue can be useful in forecasting labor demand

- RARELY USED BY ITSELF due to number of other factors impacting staffing needs

Judgmental Forecasting

relies on subject matter expert input

Two Methods:

1. Top-down - top leaders first (executives)

2. Bottom-up - people on the sales floor, lower level

- use with other methods

Return on Investment (ROI) Analysis

- estimated expected $$ benefit (for a specific time period)

- estimate cost of adding the new hire (interviewing, screening, relocation, etc.)

- compare estimated costs with expected outcomes from new hires

Forecasting Labor Supply

Consider:

- current staffing levels

- expected staffing gains and losses

- internal and external labor market

6 Forecasting Tools for INTERNAL Labor Supply

1. Transition Analysis

2. Replacement Chart

3. Judgement

4. Talent Inventories

5. Employee Survey

6. Labor Supply Chain Management

Transition Analysis

a quantitative technique used to analyze internal labor markets and forecast internal labor supply

- relevant promotion paths

- number of current employees likely to be employed in certain positions

- limit to a small number of jobs

Replacement Chart

a list of key personnel and their possible replacements within a firm

Judgement

subject matter experts

Talent Inventories

tracks employees skill, qualification, competencies, etc

Employee Survey

helps you find out whether or not the employee is going to stay at the organization

- assumes trust

Labor Supply Chain Management

getting the right people in the right place at the right time

2 Forecasting Tools for EXTERNAL Labor Supply

1. own observations and experiences

2. Labor market statistics generated by other people/companies

Resolving Gaps Between Labor Supply and Demand

2 questions to consider:

1. Do we have a shortage or surplus of labor?

2. Is this expected to be a short-term or long-term situation

Temporary Talent Shortage

- bonus or salary?: bonus is best

- may use search firms or lower standards

- retention bonus (stock options)

- contractors/contingent workers

Persistent Talent Shortage (long-term)

- reduce demand of talents that will be in short supply: increase use of technology/automation, redesign jobs

- increase the supply of needed qualifications: not practical or fast

Temporary Talent Surplus

- temporary/contingent workers: seasonal

- temporary layoffs (furlough)

- across-the-board salary cuts

- reduced hours

- reallocating workers to other areas of the business

Permanent Talent Surplus

- early retirement incentives

- layoffs

- not filling vacated positions

- reassignments

- hiring freezes

- retraining

Staffing Planning

1. How many people should we recruit?

2. What resources do we need?

3. How much time will it take to hire?

staffing yields

the proportion of applicants moving from one stage of the hiring process to the next

hiring yields

the percentage of applicants ultimately hired (aka selection ratios)

3 Types of Job Seekers

1. Active

2. Semi-Passive

3. Passive

Active Job Seekers

actively searching for a job

Semi-passive Job Seekers

occasionally looking for job opportunities

Passive Job Seekers

not looking, but could be tempted if the right opportunity presented itself

Recruiting Sources

- referrals

- social media

- advertisements

- outsourcing

- internet job boards

- succession planning

- re-marketing

Can be internal or external

Geographic Targeting

sourcing recruits based on where they live and where you are going to advertise

Global Sourcing

Integration - coordination of a global staffing strategy

Differentiation - allowing some ability to develop strategies at the local level

Local Employment Agencies - source of information on local labor force

Non-Traditional Sources

What are some places companies don't normally look at?

- Autism case study

Recruiting

the process of locating and attracting qualified applicants for jobs open in the organization

- ongoing process

- focus on candidate experience

Spillover Effect

side effects from the recruiting process

- If someone had a bad experience with a company they may tell their friends not to work/interview there.

- Recommend the job to others if they had a good experience.

- Apply for the job in the future.

3 Types of Reactions in Recruiting

1. Affective - emotional (happy, angry)

2. Cognitive - belief or what you think about something (thinking)

3. Behavior - what you actual do/not do (steps you take, actions)

Organizational Image & Recruiting Message

Organizational Image - brand/company image

Employer Value Proposition - What is it like to work there? Is the company desirable?

Nature of the Recruiting Message - important for new companies; target to your audience

Realistic Job Preview - include both good and bad aspects

Emerging Recruiting Trends

1. Technology: big data and artificial intelligence

2. Gig Economy: independent contractors, freelancers, etc.

3. Worker Expectations: Gen Z is now entering the workforce; Diversity, Equity, and Inclusion

4. Remote Work: pandemic increased this

Relaibility

Consistency of a test over time

Measurement Error

- influence reliability

- Random

- Systematic

- contamination

- deficiency

Random Error

no consistent reason

Systematic Error

due to some type of consistent or predictable factor

- bias

Contamination Error

some type of factor is being captured by the measure

- If you don't like someone and that influences your rating then that rating is contaminated.

Deficiency Error

when you are missing something in your measure

Types of Reliability

- test-retest

- alternate (parallel) forms

- inter-rater

- internal consistency

test-retest reliability

taking the same measure two times

- Take a test at the beginning of the semester and then again at the end of the semester.

- Correlate time and time 2 together to get your reliability coefficient

Alternate/Parallel Form Reliability

two versions of the same test

- form A and form B

- correlate those to get "r"

inter-rater reliability

having two people rating the interview

internal consistency reliability

used for a personality type scale

- comes up with an average

- used for measures that don't have a correct answer

Also called Cronbach's Alpha

How do you interpret the results of reliability tests?

cutoff is typically .70 or above is an acceptable level of reliability

Goals of Assessment

1. Maximize Fit

2. Accurately measure KSAOs

3. Accurately Predict Performance

4 Dimensions of Fit

1. Person-Vocation

2. Person-Organization

3. Person-Group

4. Person-Job

Person-Vocation Fit

the fit between a person's interests, abilities, values, and personality and a profession

Person-Organization Fit

person's values, personality, goals, and other characteristics match those of the organization

Person-Group Fit

the match between an individual and their work group, including the supervisor. How well they get along with everyone

Person-Job Fit

the specific job that you are being hired to do.

- previous experience

Complementary Fit

bringing somebody in whose skill and abilities complement or ADD to the team

Supplementary Fit

characteristics that already exists in the team/organization

Accuracy of Measurement & Prediction

accuracy = validity

100% accuracy is not possible.

All assessments or tools are subject to errors.

Focus on reducing or minimizing errors.

Minimizing Bias

- make aware of unconscious bias

- address different scale usage

- provide training

- use blind assessment

- consider range restriction (correlation)

Ensure legal Compliance

- each KSAO being measured must be necessary (and linked to) important job tasks

- Review the Uniform Guidelines: Have evidence of validity

Screening methods

- narrow down the applicant pool

- check minimum qualification: education level, years of experience, etc.

- confirm interest and availability

cover letter

- express interest in job

- explain anything not covered in resume

- tailored to the job you are applying for

Resume

- list relevant experience and education

- be concise

Job Applications

- online or paper and pencil

- consider applicant reactions

- review for inappropriate questions

Telephone Screens

- measure interest and availability

- convenient

- new technology: asynchronous recorded videos, AI, voice recognition

Biographical information

- ask questions about past behavior

- looks at pattern of behavior, not single items

- generally good validity but may be seen as invasive or lacking face validity

Cognitive Ability

- general mental ability

- learning potential

- has correct answers

Measures: reasoning, perception, memory, verbal and/or math ability, problem solving

Wonderlic Cognitive Ability Test

- widely used 12 minute test

- Elon Wonderlic (1936)

Measures: critical thinking, problem solving, and learning

Job Knowledge Tests

- specific knowledge area

- technical or professional expertise

- mastery rather than potential

- can NOT be content expected to learn on the job

- has a correct answer

Job Simulations/Work Samples

- perform a task that would be done on the job

- must be content NOT expected to learn on the job

Situational Judgement Tests

describe how you would act based on a scenario describing a work problem or situation

- don't actually perform it just telling how you would do it

- often used for social functions

Personality Tests

- measure preferences, interests, styles, motivation

- negative/positive affect

- only non-medical tests are allowed

- no right answer

Big 5:

- extraversion-introversion

- emotional stability-neuroticism

- agreeableness

- openness to experience

- conscientiousness

Integrity Tests

- predict counter productive work behaviors

- somewhat related to personality tests

Physical Agility Tests

- measures ability to perform physical requirements of the job

- includes psychomotor and sensory tests

- must be non-medical

jolie feedback from test

- 3 components of justice: list two other point from procedural

- 3 types of recruiting reactions: what do they mean? and an example

- what 3 of 6 forecasting tools of internal labor supply were and what they mean

- spillover effect

- difference between criterion and predictor variables were

- recruiting trends

- 5 forecasting tools for labor demand

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