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7-Applied HR > Chapter 5: Planning for, Recruiting and Selecting the Workforce > Flashcards

Chapter 5: Planning for, Recruiting and Selecting the Workforce Flashcards

1
Q

HR Planning vs Strategic Planning

A

Strategic planning: Making decisions about long-term business objectives

HR Planning:
• Linked to strategic plan
• Anticipating and making provisions to have the people required to meet these objectives

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2
Q

What are some HR Planning Approaches?

A

Qualitative:

  • Trend analysis
  • Markov analysis
  • Staffing tables

Qualitative:

  • Management forecast
  • Skills inventory
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3
Q

What is trend analysis?

A

•Previous years’ data (org. index) to make projections about requirements

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4
Q

What is markov analysis?

A

•Pattern of employee movement: % and # who remain, are promoted, demoted, transferred, or leave

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5
Q

What is staffing tables?

A

•Graphic representations of internal jobs with # of employees (and possibly future needs)

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6
Q

What is management forecast?

A

•Opinions based on managers’ knowledge to determine future requirements

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7
Q

What is skill inventory?

A

•Information on current employees (education, experience, skills, etc.)

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8
Q

Which are the HR Approaches for demand and supply?

A

1) Demand: trend analysis, management forecast, possibly staffing tables
2) Supply: staffing tables, Markov analysis, skills inventory

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9
Q

What are the HR Planning steps?

A
  1. Forecast demand for labour
  2. Determine supply of labour - external and internal
  3. Identify the gap between demand and supply
  4. Develop action plants to eliminate gap
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10
Q

Explain Step 4. Develop action plants to eliminate gap

A

Oversupply

  • attrition
  • leave of absence without pay
  • job sharing
  • reduced hours

Shortage

  • full-time/part-time hiring
  • independent contractors
  • use of overtime
  • retention strategies
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11
Q

What are some HR planning results?

A

• Useable information about the demand
for and supply of employees
• Demand and supply also function of general economy

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12
Q

What is recruitment?

A

Recruitment is the process of locating and encouraging potential applicants to apply for jobs.
It can be done from within and/or outside
the organization.

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13
Q

Explain the recruitment process

A
  • planning for staffing needs
  • identification of current or future job openings
  • getting individual job information (job description and job specifications)
  • determining recruitment method (internal or external)
  • creating pool of potential qualified applicants
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14
Q

What are the pros of recruiting internally?

A
  • rewards employees for past good performance
  • employees already know the org.
  • serves as a motivator for all (perspective of being promoted)
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15
Q

What are the cons of recruiting internally?

A
  • employees may not have required training or experience
  • risk of inbreeding of ideas and attitudes; limited new ideas and perspectives
  • may result in discrimination
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16
Q

What is risk of inbreeding mean?

A
  • same ideas, no challenges, we like our way we like our boat, we like to keep the things the way they are
  • we all think the same and we all agree and nobody rock the boat.
  • this may result in discrimination
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17
Q

What are the methods of recruiting within?

A
  • HR management systems: database of employee records to identify potential candidates
  • Succession plan: identify, develop and track key employees and plan for future promotions; use this list to fill vacancies
  • Internal job posting: company, internet, newsletter, etc.
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18
Q

What are the pros and cons of internal job postings?

A
  • it doesnt always work
  • when? you post it and nobody applies
  • when the job is lower than the level of your current employees
  • when the pay is not worth it
  • the main reason why this doesnt work is bc the organizations where they are not geniune. sure they are posting but 99.9% of the time they go outside. they just post to keep us happy and keep our hopes up.
  • employees have to believe they have a genuine chance
19
Q

What are the pros of recruiting outside the organization?

A
  • new employee brings unique skills needed now
  • increases variety of experiences and perspectives within org.
  • may increase innovation and creativity
20
Q

What are the cons of recruiting outside the organization?

A
  • lack of first hand information about past performance
  • new employee not familiar with org. and possible industry
  • org. constraints may prevent from accessing large applicant pool (high cost)
21
Q

What are the methods in recruiting outside?

A
  • Advertisements: Websites, newspapers, TV, billboards, professional journals, etc.
  • Internet: Company website and recruiting sites
  • Employment agencies and head hunters: Specialized company matches applicants with specific org. needs
  • Educational instructions: Recruiting directly at institutions
  • Open houses & Job fairs: Events within or outside the organization
  • Employee referrals: Referrals and recommendations by current employees, sometimes for a fee
  • Unsolicited applications: Bringing in potential candidates who send their CVs
  • Professional organizations: Listings of members or placement services
  • Unions: Union lists (especially useful for blue collar jobs)
22
Q

What is selection?

A

Selection is the process of choosing individuals with relevant qualifications and who will best perform on the job.
It implies
1. assessing applicants’ qualifications
2. choosing the one most suitable

23
Q

Selection implies:

A
  1. assessing applicants’ qualifications

2. choosing the one most suitable

24
Q

What are the challenges in assessing applicants’ qualifications?

A

getting information that is -Reliable

-Valid)

25
Q

Reliability vs Validity

A
  • Reliability is the degree to which selection procedures (interviews, tests, etc.) yield comparable data over time
  • Validity is how well the selection procedure (interviews, tests, etc.) measures a person’s attributes and abilities to successfully perform the job
    i. e. procedure really measures what it says it measures, i.e. ability to do the work
26
Q

What are the steps in selection process?

A
  • Completion of application form or submission of resume
  • prescreening
  • employment tests
  • interview: one-on-one, panel, telephone, or internet
  • reference checks
  • hiring decision
27
Q

The hiring decision is based on:

A

Based on the info, choosing the applicant who can and who will do that job best

28
Q

What are the factors affecting the hiring decision in selection process:

A
  • Job requirements: knowledge, skills, abilities to perform the job
  • Organization culture: how the employee’s role and responsibilities fit in the larger context
  • Organization constraints: policies, finances, recruitment sources, business conditions.
29
Q

What are the sources of information in selection process?

A
  1. Application forms and resumes
  2. Interviews
  3. Tests
  4. Reference checks
30
Q

Explain 1. Application forms and resumes and what type of information do they give.

A

• Applications forms
- Quick and systematic
- Provide info. about minimum requirements
- Provide a basis for interview questions
-
Provide sources for reference checks
- Should ask for very specific info

• Resumes
- In addition to basic information, provides info. about applicant’s creativity / personality / interests

31
Q

What are the characteristics of interviews

A
  • Used extensively

- Leaves room for personal judgment (subjective)

32
Q

What are some interview methods?

A
  • One on one
  • Panel/group
  • Phone
  • Internet-based
33
Q

What type of questions are asked in interviews

A
  • Structured, e.g., behavioral description(whatthey
    did in the past), situational (hypothetical scenario)
  • Unstructured
34
Q

What are the guidelines for interviews?

A
  • Plan the course of the interview
  • Establish a rapport with the candidate
  • Be an active listener
  • Pay attention to nonverbal cues
  • Provide information honestly
  • Use questions effectively (no “leading”)
  • Separate facts from inferences
  • Recognize biases and stereotypes
  • Control the course of the interview
  • Standardize the questions
35
Q

What are the characteristics of tests?

A
  • Objective

- Standardized

36
Q

What are the types of tests?

A
  • Cognitive ability (general intelligence, numerical, etc.)
  • Personality and interests
    • Emotional intelligence
  • Physical ability
  • Job sample (relevant tasks)
  • Substance abuse
37
Q

What are the characteristics of reference checks?

A

• Provide a subjective “picture” of the applicant
• Not highly predictive of good performance
• Questions should be well structured
• Concern about liability
• Even with questions and concerns,
still a good approach

38
Q

What are the two types of structured interview questions?

A
  • Behavioural Description Interview (BDI)

- Situational questions

39
Q

Give examples for Behavioural Description Interview (BDI) questions?

A
  • Give me a specific example of something you
    did that helped build enthusiasm in others. (leadership)
  • Tell me about a difficult situation when it was desirable for you to keep a positive attitude. What did you do? (Stress management)
40
Q

Give examples for situational questions

A

Tell What would you do if the work of a subordinate or team member was not up to expectations?

41
Q

Give examples for unstructured questions

A

Example: So…. Tell me about yourself. Example: What do you know about our
firm?
Example: If you could start your career all over, would you follow the same career path? Why or why not?

42
Q

What are the factors affecting the selection decision?

A
  • Job requirements: What the job is and what knowledge, skills, and abilities are required to perform successfully
  • Organizational culture: Role and responsibilities fit in larger context
  • Organizational constraints: Policies, finances, recruitment sources, business conditions
43
Q

How to make the selection decision

A
  • summarize applicant information: “can-do” factors
    “will-do factors”
  • Final decision: right person - right KSAa- right time

7-Applied HR (6 decks)

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