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Human Resource Management > Chapter 6 > Flashcards

Chapter 6 Flashcards

1
Q

Recruitment

A
  • Process of identifying potential employees, communicating job and organizational attributes to them, and convincing them to apply for available jobs.
  • Recruitment aims to ensure that qualified employees (with the required KSAOs) with enough quantities are applying for job vacancies.
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2
Q

Sourcing

A
  • is the process of identifying qualified individuals and labor markets from which to recruit
  • utilizes analytical skills to generate recruitment leads.
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3
Q

Recruiting

A
  • refers to activities that affect either the number or type of people willing to apply for and accept job offers.
  • relies on interpersonal and communication skills that converts those leads into applicants and new hires.
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4
Q

What should an organization have to have an effective recruitment process and plan?

A
  • Understand WHY you are recruiting and type of employees needed
  • Identify best sources for finding targeted applicants
  • Craft a clear and compelling recruitment message
  • Clarify role of recruiter
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5
Q

What are sources for potential applicants?

A
  • What are the KSAOs required?
  • What is the targeted geographical area?
  • What type of job seeker you are targeting?
  • Are you recruiting internally, externally or both?
  • What is the optimal quantity of applicants to fill a vacancy?
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6
Q

Active Job Seekers

A
  • people who need a job and are actively looking for information about job openings
  • Active job seekers could be usually reached through traditional methods, such as job advertisement.
  • Active job seekers are usually the ones who recently got fired, laid off, or are frequent job changers.
  • In addition, they consists of college graduates.
  • Usually, the number of active job seekers increases if the economy is not doing well.
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7
Q

Semi-passive job seekers

A
  • people who are interested in a new position but only occasionally look actively for one
  • Semi-passive job seekers might be interested in a job if the opportunity occurs for a better job.
  • They are harder to reach through traditional methods and need more creative recruiting channels.
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8
Q

Passive job seekers

A
  • currently employed and are not actively seeking another job, but could be tempted by the right opportunity
  • Many high-quality candidates are usually in this group, although it may be difficult to find them and interest them in your job opportunity
  • Identifying passive job seekers requires the most proactive and strategic sourcing and recruiting effort.
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9
Q

Internal Recruiting

A

Process of seeking applicants from within the firm.

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10
Q

External Recruiting

A

Process of recruiting employees from outside the organization.

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11
Q

Word of Mouth

A
  • Managers that have a job opening talks to other employees or managers to find about a possible internal candidates.
  • Qualified employees might not be notified
  • Employees might not have equal opportunity to find about openings and apply for them
  • internal recruiting method
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12
Q

Job Postings

A
  • this internal recruiting approach can be as informal as posting a note on the cafeteria bulletin or as formal as having announcements listed in the company newsletter and posted on the company’s intranet.
  • Qualified and non-qualified employees might apply
  • Beware of employee motivation.
  • The process needs to be fair and well communicated.
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13
Q

Employee inventories (talent inventories)

A
  • A searchable database that can be used to identify employees who meet certain job requirements.
  • Includes the characteristics, experiences, and competencies of employees.
  • To be effective, talent inventory needs to be continuously updated – usually by employees or by the HR department.
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14
Q

Succession management

A
  • ongoing process of preparing employees to assume other positions in the organization.
  • Requires continuous development through formal and informal training, continuous feedback and at some instances job rotations
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15
Q

Internal employee referral

A
  • Referring a coworker for a position.

- Employees are familiar with their coworkers’ performance, habits…etc

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16
Q

What is the relevant labor market of the job?

A

Relevant labor market: the location in which one can reasonably expect to find a sufficient supply of qualified applicants.

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17
Q

Written advertisements

A
  • one of the oldest methods but still sometimes effective.
  • Choosing the right publication is key to reach the right audience.
  • Might be expensive.
  • External Recruitment Method
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18
Q

Career Sites

A
  • is the area of an organization’s website devoted to jobs and careers with the company.
  • Cost effective
  • Content, design and communication features all matter in attracting applicants
  • Communicate information about the firm
  • External Recruitment Method
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19
Q

Online job boards

A
  • websites that allow job seekers to post resumes and employers to post jobs and use the search engine to find one another. (ex. Monster.com, careerbuilder.com)
  • external recruitment method
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20
Q

Professional Association Ads/Websites

A
  • have their own search websites, where members can post jobs for their organizations and apply for jobs at other members companies.
  • external recruitment method
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21
Q

Educational Institutions

A
  • Some organizations traditionally prefer to recruit young employees – beware of discriminating against older applicants.
  • Some organizations prefer to recruit fresh graduates with limited experience to train them more easily to fit with the company culture.
  • College degrees serves as a baseline indicator that the applicant meets minimum requirements and can learn as needed to perform many jobs.
  • Recruiters can participate in career fairs, recruiting events, build relationships with professors, career centers and the alumni.
  • external recruitment
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22
Q

Externships

A
  • are brief experiences, a few days or weeks, that expose students to companies and jobs without necessarily doing any work for the company.
  • Job shadowing programs and typically students don’t get pay.
  • external recruitment
23
Q

Internships

A
  • are usually a month or longer, involve hands-on-work and students receive college credit and/or pay.
  • Includes structured work activities, training programs and mentorship.
  • Both internships and externships provide employers with time to assess the students. They might offer a job as opportunities arises.
  • external recruitment
24
Q

Career fairs

A
  • job fairs that provide opportunity for employers to interact with a large number of potential applicants at one time.
  • Other than college campuses, job fairs also could be held at public venues.
  • Some institutes are organizing career fairs online; virtual career fairs.
  • Career fairs is a good method to reach face-to-face to many candidates at one location and within limited time span
  • external recruitment
25
Q

Professional associations

A
  • most professions have one or more organizations or associations that individuals in the profession can join; some even have student chapters.
  • Most offer certifications that ensure a minimum body of knowledge and experience.
  • Most offer access to resources about the profession, opportunities to network, information about job opening and access to research.
  • In annual meetings, usually they offer placement services
  • Also, they offer career section at their websites.
  • external recruitment
26
Q

Temporary employees

A
  • Temp-to-hire: a person hired to work for the company for a short period of time but who may become a permanent employee.
  • The company will have the opportunity to know the capability and performance of the employee before hiring permanently.
  • Also, temp employees will have time to assess whether or not they want to work for the company permanently.
  • external recruitment
27
Q

Employee referrals

A
  • Asking employees, particularly top performers, to recommend people they feel would be good performers can generate high-quality leads.
  • Fast and inexpensive
  • Lower turnover
  • Tend to be good performers; employees share responsibility as they put their reputation on the line, thus referring high potential contacts.
  • Problematic when it comes to diversity
  • External Recruitment
28
Q

Sourcing applicants

A
  • Using skilled researchers to identify, attract and screen potential applicant; especially ones that are not active in searching for a job.
  • Particularly, sourcing from social networking such as LinkedIn provide an excellent resource for sourcing passive candidates.
  • Researchers are usually skilled in mining the web (Internet data mining)
  • Usually, those recruiters proactively source for potential vacancies. Build relationships with potential candidates and establish sources.
  • External Recruitment
29
Q

Re-recruiting (Previous employees)

A
  • rehiring employees that voluntarily or involuntarily left the organization.
  • Employees might have left due to a better opportunity or downsizing
  • Candidates have knowledge of the firms culture and business; they are able to get up to speed easily and quickly.
  • external recruitment
30
Q

creative sourcing

A
  • includes speed hiring, chat rooms, blogs, talent competitions, virtual job fairs, tours…etc.
  • external recruitment
31
Q

Military transition services

A
  • such as the Army Career and Alumni Program, help to place separating professional and semi-professional military members, veterans and their family members.
  • external recruitment
32
Q

Non-US citizens

A
  • dramatically increases the pool of candidates.
  • However, it requires sponsorship (H1-B) visa.
  • Likelihood that the employees will stay with the same employer for the duration of their visa.
  • Alternatively firms can offshore
  • external recruitment
33
Q

Observation

A
  • watching people working in similar jobs for other companies to evaluate their potential fit with your organization.
  • external recruitment
34
Q

resume databases

A
  • searchable databases of prescreened resumes

- external recruitment

35
Q

walk-ins

A
  • are people who apply for a job based on a “help wanted” sign or just apply without any advertisement.
  • external recruitment
36
Q

Acquisitions and Mergers

A
  • To acquire talent from mostly smaller firms
  • Redeploy talent after acquisition
  • external recruitment
37
Q

Raiding Competitors (poaching)

A
  • Well-trained talent with relevant experience and proven performance record
  • Ethical issue
  • Informal agreements , Non-Compete and Non-Disclosure agreements
  • Remember, competitors have different cultures, strategies, practices…etc.
  • external recruitment
38
Q

Who is involved with recruiting?

A

Hiring Mangers

  • Technological knowledge
  • Ability to assess the fit with the team
  • Has a major decision making authority

Professional recruiters

  • Knowledgeable of the process and its logistics
  • Support ant advise hiring manager
39
Q

Why it is important to carefully choose and train our recruiters?

A
  • Professional recruiters screen most candidates
  • Low skill recruiters increase the negative spillover effects and might cause significant financial damage and lost talent acquisition opportunities.
  • Particularly, that is true for semi-passive and passive job seekers
  • Recruiters behaviors signals the organizational characteristics
  • Recruiters should convey the recruiting value proposition effectively, be aware of EEO issues, and avoid any false representation.
  • Among others, recruiters should be perceived as professionals, competent, punctual.
40
Q

Recruitment Value Proposition

A

A marketing concept used to design the advertising message in such a way that potential applicants can differentiate what one company offers to the employees versus what other companies offer.

41
Q

Employer Brand

A

Developing a long-term strategy to manage and communicate the image of the organization as a great place to work in the minds of current employees and key stakeholder – including potential candidates and customers. How a firm’s stakeholders—including its current and future employees—perceive the company.

42
Q

Recruitment Message

A
  • Highlight the value proposition within the message.
  • Include the organizational characteristics with sufficient details and examples (culture, values, location, benefits, working conditions…etc.).
  • Include – when targeting specific jobs – the job requirements, compensation and working conditions.
  • The more information you provide on the job and company, the more potential candidate with adequate fit with the organization and job will apply.
43
Q

realistic job preview

A
  • A message that provides positive information about the job and company, as well as information that is likely to be less favorable (negative) to some potential candidates
  • RJP helps with self-selection, vaccinates employee expectations, and increases job commitment and tenure.
  • Beware of deceiving candidates by providing false info or hide info on the job
  • It is unethical and at some instances illegal
44
Q

Efficiency oriented recruiting metrics

A
  • How efficient are you in hiring?
  • Time-to-Fill (Speed)
  • Number of applicants (Quantity)
  • Number of hires (Quantity)
  • Average cost per hire (Cost)
45
Q

Strategic recruiting metrics

A
  • How the process influence the firm’s performance, competitive advantage and strategic execution?
  • Manager satisfaction
    • New hire satisfaction
  • Candidates satisfaction (the ones not hired are potential future recruits or/and customers)
  • Training success (Quality)
  • Job performance (Quality)
  • Failure rate (involuntary turnover)
  • Voluntary turnover
46
Q

Recruitment in Practice: Organizational Demands

Strategy

A

Content of the message

  • It should reflect the employee characteristics and competencies needed to achieve the competitive advantage.
  • Example: if the company compete based on innovation; the message should emphasize change, employee development and learning and discovery.

Choice of methods

  • Low-cost strategies emphasizes low-cost recruitment methods such as word-of-mouth, walk-ins, employee referrals..etc.
  • Differentiation strategies might diversify their sources and consider more costly and effective recruitment methods such as trade publications, web sources, and various types of search companies.
47
Q

Recruitment in Practice: Organizational Demands

Company Characteristics

A

Internal versus external recruitment

  • Larger organizations are more likely to have formal succession plans, replacement charts, job posting systems and employee inventories. They are more capable of moving employees internally.
  • Smaller organizations are more likely to have more informal methods for internal employee movements and might be forced to recruit more externally to acquire knowledge or handle extra workload.

Who does recruitment?

  • At large organizations, mostly the recruiting process is managed by specialist staff within the recruiting department - in addition to the line managers involved.
  • At smaller organizations, mostly the process is designed and managed by the line managers with little formality and dependency on a narrow array of sources
48
Q

Recruitment in Practice: Organizational Demands

Culture

A

Recruitment value proposition

  • How the company present its value proposition will signal its culture to potential recruits.
  • Are you focusing on compensation, employee growth, specific values, working conditions…etc.?

Balance of internal versus external recruiting

  • Are you seeking to increase employee commitment and loyalty through focusing on internal recruiting?
  • Are you focusing on competencies whether they are available internally or externally?
  • Are you seeking to change the culture through recruiting from outside the organizations?
49
Q

Recruitment in Practice: Organizational Demands

Employee Concerns

A

Appraisal of recruitment message

  • Is your recruitment message focusing on potential career progression, work/life balance, compensation & benefits, performance excellence?
  • Based on your emphasis, this will signal what you value more and potential recruits will match that with their concerns.

Perceptions of fairness of process

  • Make sure that the printed and other-media information is accurate and inclusive
  • Do not deceive candidates, this will affect the perception of fairness for new employees and negatively affect your employer brand
  • RJPs play an essential role in the perception of fairness
50
Q

Recruitment in Practice: Environmental Influences

Labor Market

A

Target audience
- As the population is aging and getting more diversified, you need to diversity your recruitment sources and alter the recruitment message to target various demographic groups.

Amount of recruitment needed

  • When the unemployment rate is low, more effort is needed to attract talent.
  • Also, you need to account for the occupational trends and availability of skills within the relevant labor market.
51
Q

Recruitment in Practice: Environmental Influences

Technology

A

Management of recruitment

  • Online sources provide an abundance of applicants, but complexity in screening them.
  • Many available software aid in tracking resume and limits the time needed to review applications.
  • Online communication might contribute to a more diverse pool of candidates.
  • LinkedIn, among other social media, provided a vicinity to data mine many potential candidates

Skills needed

  • The need for computer skills should be part of the recruiting message
  • Information and Communication Technologies also allowed us to recruit at different locations with limited need for relocation – thus, increasing our relevant labor market and potential applicant pool.
52
Q

Recruitment in Practice: Environmental Influences

Globalization

A

How recruiting is done?

  • Recruiting messages should be altered based on the values, needs and legislations of a specific national context.
  • Recruitment methods effectiveness might differ based on context.
    • Consider hiring locals as recruiters or outsourcing recruiting to a knowledgeable recruiting firm.

Where recruiting occurs

  • Recruiting messages can be posted anywhere and on the web, where you can reach the global talent pool.
  • You might consider targeting specific countries due to offshoring and virtual teams.
53
Q

Recruitment in Practice: Environmental Influences

Ethics and corporate social responsibility

A

Value proposition offered

  • Ethics and social responsibility could be part of the employer brand and value proposition to attract talent.
  • Pay attention to the recruitment message and signals to convey your ethical standards and expectations.

Truth-in-hiring

  • Make sure that your recruiters are not delivering false information or promises.
  • The number of lawsuits over lack-of-truth is increasing

Targets of recruitment

  • Actively recruit candidates that share your ethical and social responsibility standards.
  • Employees that believe that you have high ethical standards will contribute to your employer image and recommend others to join your organization.
54
Q

Recruitment in Practice: Regulatory Issues

A

Content of message

  • Choose your wording carefully in the recruiting messages in order to avoid unintentional or intentional discrimination.
  • Always mention that you are an EEO employer.
  • Diversify your sources in order to achieve a diverse pool of candidates.

Recruiters words and actions

  • Recruiters should be trained on discrimination issues.
  • They need to avoid asking discriminating questions and making offensive remarks.
  • Remember that the recruiter behavior signals your organizational values.

Recordkeeping

  • Retain resumes and applications as required by various local, state and federal laws.
  • ADA and Title VII requires applications to be kept at least for a year.
  • AA employers need to demonstrate that they are targeting effectively underrepresented groups.

Human Resource Management (7 decks)

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