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BU354 Midterm > Chapter 5 - Expanding the Talent Pool: Recruitment and Careers > Flashcards

Chapter 5 - Expanding the Talent Pool: Recruitment and Careers Flashcards

1
Q

Employee profiles

A

profiles of workers developed by studying an organizations top performers to recruit similar types of people

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2
Q

What attracts people to a job

A

Type of work and organization image
Less - pay, compensation, and advancement

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3
Q

Recruiting process outsourcing

A

the practice of outsourcing an organizations recruiting function to an outside firm, many companies use their own internal intranet websites as well as the publicfacing website another job-posting websites
Need to hire a lot of employees quickly

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4
Q

Internal/external hiring

A

Management positions through promotion or transfers
External - trying to reach a diversity goal

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5
Q

Internal labour markets -

A
  • labour markets in which workers are hired into entry level jobs and higher levels are filled from within
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6
Q

Regional and global labour markets -

A
  • clustering can occur due to resources the firm needs both human and natural are located in some areas and not others
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7
Q

Global sourcing -

A

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

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8
Q

Branding

A

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

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9
Q

Advantages of branding

A

Helps attract and retain top potential employees
Highlights the unique features of an organization’s employment offerings or environment
World of mouth is a an effeictive strategy for branding
Use their social media pages - reach a lot more candidates

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10
Q

Recruiting Internally
Internal job postings

A

bulletin board in the break room, intranet sites

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11
Q

Identify talent through performance appraisals

A

successful performenrs are often good candidates for a promotion

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12
Q

9-box grid -

A

a comparative diagram that includes appraisal and assessment data to allow managers to easily see an employees actual and potential performance

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13
Q

Skills inventories and replacement chart -

A

skills inventories can be used to help track an employee’s education, past work expereince, vocational interests, specific abilities, and skills, compnesation history, and job tenure to see how they can be best used

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14
Q

Recrutining Externally
Advertisements

A

Advertising job opportunities on websites and in newspapers and trade journals is a common way to attract candidates, reach a large audience

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15
Q

Walk-ins and Unsolicied Applications and Resumes -

A

Walkins are common in smaller organizations - demonstrates initiative

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16
Q

The Internet, Social Networking, and Mobile Recruiting

A

The internet is the most commonly used search tactic by job seekers and recruiters to get the word out about new positions - it is easier, cheaper, faster, and can be effective

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17
Q

Passive job seakers

A

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

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18
Q

Mobile recruiting

A

the process of recruiting candidates via their mobile devices

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19
Q

Job fairs

A

Meet a diverse set of applicants in a certain region

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20
Q

Employee referrals -

A

Recruitment efforts of an organization can be greatly aided by employee referrals or reccomendations from the firm current employees about potential candidates

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21
Q

Nepositim

A

a preference for hiring relatives of current employees

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22
Q

Rerecruiting

A

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

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23
Q

Executive Search Firms

A

Often called headhunters help employers find the righ person for a job

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24
Q

Educational Insitutions -

A

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

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25
Q

Professional Associations -

A

Offer placement service to members as one of their benefits - lists of members seeking employment may be advertised in their journals or publicized at their national meetings

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26
Q

Labour unions

A

Prominent with blue-collar jobs and some professional jobs

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27
Q

public Employment Agencies

A

Provincially maintained employment agencies that administers its employment insurance programs

28
Q

Private Employment and Temporary Agencies

A

Charging a fee enables private agencies to tailor their services to the specific needs of their clients - can specialize in serving a specific area or geographic area

29
Q

Employee Leasing

A

The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees

30
Q

Improving the Effectivness of Recruiting
Using Realistic Job Previews (RJP) -

A

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

31
Q

Surveys

A
  • survey managers about how satisfied they are with the process and ask candidates why they turned down the offers
32
Q

Recruiting Metrics
Quality of fill statistics -

A

hiring quality employees is a primary concern of recruiters

33
Q

Time to fill -

A

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

34
Q

Yield ratios

A

the percnrage of applicants from a recruiting source that make it to the next stage of the selection process

35
Q

Cost of recruitment

A

average source cost per hire, applicant tracking system: a software application recruiters use to post job openings, screen resumes, contact potential candidates for interviews via email, and track the time and costs related to hiring people

36
Q

Applicant tracking system -

A

a software application recruiters use to post job openings, screen resumes, contact potential candidates for interviews via email, and track the time and costs related to hiring people

37
Q

Target Recruitment

A

Diversity in the workplace is a fast-growing trend that results in many positive organizational outcomes

Targeted recruitment involves recruitment strategies that meet diversity objects through outreach to understand groups to maintain diverse representation in an applicant pool

Can serve as an employer branding strategy; it creates a message that an organization is a positive place to work for traditionally excluded groups

38
Q

Career Managment: Developing Talent over Time

A

Organizations goals should be linked with the individual career needs of its employees on a way that improves the effectivness of workers and their satisfaction as well as achieves the firms strategic objectives

39
Q

Employees role -

A

changes in the workplace are occurring so rapidly that employees need to take an active role in planning their careers

40
Q

The organizations role - establishing a favourable career development climate

A

must have complete support of top management

41
Q

Blending the goals of individual employes with the goals of the organization

A

goals and needs should be linked with the individuals carrer and the needs of its employees in a way that improves the effectiveness of workers and their satisfaction as well as achieves the firms strategic objectives

42
Q

Identifying Career Opportunities and Requirements
Begin with a competency analysis

A
  • organziation should study its jobs carefully to identify and assign weights to the knowledge and skills that each one requires
    Achieved through job analysis and evaluation systems
43
Q

Job progressions

A

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

44
Q

Career paths -

A

lines of advancement in an occupational field within an organization

45
Q

Track career stages -

A

a persons knowledge, skills, abilities, and career aspriactions change with age and maturity

  • preparation for work
  • orgnizational entry
  • early career
  • midcareer
  • late career
46
Q

Different career paths
Promotion

A

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

47
Q

Transfer

A

placement of an individual in another job for which the duties, respsonsibilites, status, and remuneration are approximately equal to those of the precvious job
Downward transfer - demotion, lower-level job

48
Q

Relocation services -

A

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

49
Q

Outplacement services

A

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

50
Q

Consider dual career paths for employees -

A

technical and professional areas are changing - provide for progression in special areas such as it, finance, marketing and engineering, that provide compensation that is comparable to managers

51
Q

Consider boundaryless career -

A

see themselves as selfdirected “free agents” who develop a portfolio of employment opportunities by proactively moving from employer to employer

Must continually learn new skills, developing new relationships, and capitalizing on existing skills and relationships

52
Q

Career plateau

A

a situation in which, for either organizational or personal reasons, the probability of moving up the career ladder is low, there are three types of plateaus

53
Q

Structural

A

marks the end of promotions

54
Q

Content

A

person has learned a job too well and is bored with their day-to-day activities

55
Q

Sabbatical

A

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

56
Q

Career Development Initiatives
Most successful career management practices used within an organizaiton

A

Employees have clear expectations
Employees have the opportunity to transfer to other office locations
A clear and thorough succession plan
Performance is encouraged through rewards and recognition
Employees have the time and resources they need to consider short and long term career goals
Employees are encouraged to continually assess their skills and career direction

57
Q

Barriers

A

Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development
Rigid job specifications, lack of leadership support for career management, and a short term focus
Lack of career opportunities and pathways within the organiziton for employees

58
Q

Career planning workbooks and workshops -

A

guide employees individually through systematic self-assesemnt of values, interests, abilities, goals, and personal development plans

59
Q

Career counselling -

A

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

60
Q

Fast-track program

A

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

61
Q

Mentoring

A

mentors are individuals who coach, advise, and encourage individuals of lesser rank - does not need to be a formal relationship

62
Q

Reverse mentoring -

A

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

63
Q

General guidleines for mentors -

A

Research the persons background, make contact with the person, request help on a particular matter, consider what you can offer in exchange, arrange a meeting, follow up, ask to meet on an ongoing basis

64
Q

Networking

A

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

65
Q

Career self-managment training - 2 objectives

A

Helping employees learn to continuously gather feedback and information about their careers

Encourage them to prepare for mobility, the training is not geared to skills and behaviours associated with a specific job but rather toward longterm personal effectiveness

BU354 Midterm (6 decks)

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