Human resources - uni - chapter 5

Employee profiles

Profiles of workers developed by studying an organization’s top performers to recruit similar types of people

Branding

refers to a company’s efforts to help existing and prospective workers understand why it is a desirable place to work.

Internal labour markets:

Labour markets in which workers are hired into entry-level jobs and higher levels are filled from within

Global sourcing

The business practice of searching for and using goods and services from around the world

Recruiting process outsourcing (RPO)

Outsourcing an organization’s recruiting function to an outside firm

9-box grid

A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance

Internal job postings

a quick way to find qualified employees interested in a position

Advertisements

Advantage of reaching a large audience of possible applicants

Walk-ins and unsolicited applications and résumés

May or may not be good prospects for employment

The internet: Recruiting online

− Most commonly used search tactic by job seekers and recruiters to get the word out about new positions

− Recruiters are using big data, robots, and artificial intelligence (AI) software to find the best candidates.

Passive job seekers

People who are not looking for jobs but could be persuaded to take new ones given the right opportunity

Mobile recruiting

is the process of recruiting candidates via their mobile devices.

Job fairs

Recruiters set up booths, meet with prospective applicants, and exchange employment information

Employee referrals

− Word-of-mouth recommendations are the way most job positions are filled.

− The practice of hiring the relatives of employees is referred to as nepotism.

Rerecruiting

The process of keeping track of and maintaining relationships with former employees to see if they would be willing to return to the firm

Executive search firms (often called “headhunters”)

− Help employers find the right person for a job

− Fees charged by search firms can be 25–40 percent of the annual salary for the position to be filled

Educational institutions and career centres

− Source of young applicants with formal training but relatively little full-time work experience

− For technical and managerial positions, colleges and universities are generally the primary source.

Professional associations and labour unions

− Many professional associations and societies offer a placement service to members as one of their benefits.

− Labour unions have been a principal source of applicants for blue-collar and some professional jobs

Public employment agencies

Each province maintains an employment agency that administers its employment insurance program.

Private employment and temporary agencies

− Charging a fee enables private employment agencies to tailor their services to the specific needs of their clients.

− Depending on who is receiving the most service, the fee may be paid by the employer, the job seeker, or both.

Realistic job preview (RJP)

− Informing applicants about all aspects of the job, including both its desirable and undesirable facets

− Some companies are taking their RJPs online.

Surveys

− Survey managers about how satisfied they are with the process.

− Candidates who turned down jobs often can provide valuable information about why they did not accept the firm’s offer

Quality of fill

(PR + HP + HR) / N

PR = Average job performance rating of new hires

HP = % of new hires reaching acceptable productivity within an acceptable time frame

HR = % of new hires retained after one year

N = Number of performance indicators

Time to fill

The number of days from when a job opening is approved to the date the candidate is selected

Yield ratio

The percentage of applicants from a recruitment source that make it to the next stage of the selection process

Cost of recruitment

The average cost of recruiting a new hire can be computed as the firm’s total recruiting costs from all sources summed up and then divided by the number of people hired.

Applicant tracking system

A system recruiters use to post job openings, screen résumés and uploaded profiles, contact via email potential candidates for interviews, and track the time, costs, and other metrics related to hiring people

Onboarding

A process that integrates new hires into an organization

− Sets a foundation for long-term success

− Includes administrative tasks, role-specific training, and team integration

Targeted recruitment

involves recruitment strategies that meet diversity objectives through outreach to underused groups to maintain diverse representation in an applicant pool.

There are various strategies an organization may use for targeted recruitment:

− Rewriting job descriptions and including only the most integral aspects of the job

− Pictorial diversity, meaning that a diverse group of individuals are displayed in photographs to attract a diverse pool of applicants

− Community outreach and working with certain organizations and focus groups that represent the designated groups in question

Job progressions

The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that successively require more knowledge and/or skill

Career paths

Lines of advancement in an occupational field within an organization

Promotion

A change of assignment to a job at a higher level in the organization

Transfer

Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job

Demotion

A downward transfer that moves an individual into a lower-level job that can provide developmental opportunities

Relocation services

Services provided to an employee who is transferred to a new location, which might include help in moving, selling a home, orienting to a new culture, and/or learning a new language

Outplacement services

Services provided by organizations to help terminated employees find a new job

Career plateau

A situation in which, for either organizational or personal reasons, the probability of moving up the career ladder is lo

Sabbatical

An extended period of time in which an employee leaves an organization to pursue other activities and later returns to their job

Career counselling

The process of discussing with employees their current job activities and performance, personal and career interests and goals, personal skills, and suitable career development objectives

fast-track program

A program that encourages new managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential

Reverse mentoring

A program whereby younger employees are called on to mentor older employees and executives about social media trends, new technology, and marketplace trends

Career networking

the process of establishing mutually beneficial relationships with other businesspeople, including potential clients and customers

Career self-management training - Focuses on two major objectives:

1. Helping employees learn to continuously gather career feedback and information

2. Encouraging employees to prepare for mobility