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Human Resource Management > Chapter 5: Recruiting > Flashcards

Chapter 5: Recruiting Flashcards

1
Q

what are the 6 elements of a recruitment strategy?

A

1) brand
2) focus
3) location
4) method
5) timing
6) decision

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2
Q

1) brand

A

why does someone want to work for us?

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3
Q

2) focus

A

what positions and KSAO’s (knowledge, skills, abilities, and other characteristics) are most important?

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4
Q

3) location

A

where do we need talent?

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5
Q

4) method

A

what sources are best for finding talent?

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6
Q

5) timing

A

is our need immediate or in the future?

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7
Q

6) decision

A

who is responsible for the decision?

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8
Q

internal recruiting markets

A

find candidates internal to the firm

advantages are less training time, motivates current employees, cheaper, faster

cons are the ripple effect, affirmative action goals, bureaucratic nightmare

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9
Q

external recruiting markets

A

external to the firm

advantages are new ideas and views, rapid growth demands

cons are high costs (time and expensive)

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10
Q

regional recruiting markets

A

many firms of similar classes are located in the same regional area to get easiest access to human resources they need (Hollywood in LA and oil and gas in Houston)

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11
Q

global recruiting markets

A

Hiring the Best Qualified and Most Talented Employees: Handbook on Global Recruiting, Screening, Testing, and Interviewing Criteria (a handbook good for getting recruits from outside your country)

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12
Q

sources of external recruitment

A 
walk ins
job fairs
educational institutions
union
mobile recruiting/internet
social networking
employment agencies
job boards
advertisements
employee referral
search firms
employee leasing
staffing agencies
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13
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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14
Q

nepotism

A

hiring family members of existing employees

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15
Q

internal recruiting method

A

internal job postings
identifying talent through performance appraisals
skills inventories and replacement charts

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16
Q

realistic job preview

A

informing applicants about all aspects of the job, including both its desirable and undesirable facts

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17
Q

surveys

A

another way to improve a company’s recruiting is to survey managers about how satisfied they are with the process

are managers happy with the time it takes to hire new employees, the degree tho which they need to be involved in the process, and ultimately the overall quality of the people recruited?

18
Q

recruiting metrics

A 
time-to-fill
quality-to-fill
yield ratio
acceptance rate
cost of recruitment
19
Q

applicant tracking system

A

a software application recruiters use to post job openings, screen resumes, and uploaded profile, contact via e-mail potential candidates for interviews, and track the time, costs, and other metrics related to hiring people

20
Q

time-to-fill metric

A

refers to the number of days from when a job opening is approved to the date a person ultimately is chosen for the job

21
Q

quality-to-fill metric

A

measures how well new hires have gotten “up to speed” are performing, and their retention levels

22
Q

yield ratio

A

percentage of applicants from a particular source that make it to the next stage in the selection process

23
Q

acceptance rate

A

percentage of applications who accept a firm’s jobs after being offered them

24
Q

general hiring process

A

recruitment (acquiring a pool of qualified candidates for a job) - selection (process of hiring or not hiring candidates for a job) - socialization .

25
Q

trend analysis

A

uses past employment patterns to predict future needs

26
Q

forecasting tools

A

succession planning

replacement charts

27
Q

succession planning

A

identifying and developing talented employees to eventually take leadership positions

28
Q

replacement charts

A

visually shows each possible successor for a job and summarizes their present performance and development needs

29
Q

career development initiatives

A

career counseling

mentoring programs

tuition assistance programs

career plateau initiatives

30
Q

recruiting and developing women

A

eliminate women’s barriers to advancement

accommodating families

31
Q

recruiting and developing minorities

A

providing minority internships

advancing minorities to management

32
Q

recruit veterans

A

keep diverse employee population

33
Q

recruit the disabled

A

keep diverse employee population

34
Q

recruit older people

A

keep diverse employee population

35
Q

who should recruit?

A

internal and external recruiters

employees

hiring managers

  • the recruiter should be able to relate to a targeted recruit and crusade her to apply/accept the job
36
Q

what are the three goals of recruiting?

A

to generate a strong applicant pool

build good bonds with applicants

build the company image

37
Q

HR forecasting - supply and demand

A

before recruiting, there is a lot of work to be done

HR planning: flow of people into, through, and out of the organization. anticipate demand/supply, then plan accordingly

labor market: from where applicants will be recruited (internal vs external markets)

38
Q

options for reducing surplus

A

downsizing - pay reductions - demotions (most aggressive)

hiring freeze - natural attrition - early retirement (least aggressive)

39
Q

options for avoiding a shortage

A

overtime - temporary employees - outsourcing (most aggressive)

retrain transfers - new external hires - tech innovation (least aggressive)

40
Q

realistic job previews

A

provides both positive and potentially negative information to job candidates to provide an honest, accurate picture

goal is to provide objective and honest information that applicants can use to self-assess their fit with the job and organization

Human Resource Management (9 decks)

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