HR

Question 1

Objectives of Recruiting

Answer 1

1) Increase the size of the applicant pool
2) Increase the KSAs in the applicant pool
3) Increase the chance that applicants will remain in the pool & accept offers
4) Increase the fit of the average applicant
5) Increase new hire retention
6) Meet EEO/AA goals

Question 2

Recruitment Sources

Answer 2

Job Posting (Internal Recruiting)
Referrals or Rehires*
Newspaper or Radio Ads
Professional Firms (headhunters)*
Employment Agencies
Campus Interviews/Career Fairs
Internet*: Websites (Monster, occupational), company sites, social net sites, blogs/tweets

Question 3

Key Strategic Recruiting Decisions

Answer 3

Organization vs. outsourcing of recruitment function
Org. members (W2s) vs. contract workers (1099s)
Internal/promotion vs. external recruiting (pros & cons?)
General recruitment strategy (PR) vs. targeted recruitment
Experienced recruits vs. college recruits
Marketing info only vs. realistic job previews (RJPs)
Single purpose vs. dual-purpose (recruit & select)
Formal methods of minority recruitment vs. Informal
Timing of job offers: early (1st mover) vs. later (preferred)

Question 4

What makes a good recruiter?

Answer 4

Someone who is FRIENDLY, knows about the job, honest, good managers, give good feedback, similar to applicants, can predict applicant acceptance

Question 5

Recruiting Evaluation

Answer 5

Weigh costs vs. benefits of various methods based on multiple metrics (quantity and quality of applicants, affirmative action goals, time required to fill openings, job success, etc. )

Question 6

Concurrent Validation

Answer 6

1) Job analysis
2) Decide on Performance Measures
3) Develop list of KSAs
4) Decide assessment measures for most important KSAs
5) Measure performance of current employees
6) Administer selection methods to same employees
7) Calculate correlation between selection and performance measures
8) Significant correlations indicate validity correlations >.25 indicate good validity

Question 7

High validity Tools

Answer 7

Ability Tests, performacne tests, Weighted Application Blanks, Assessment Centers

Question 8

Medium validity tools

Answer 8

structured interviews, Experience & Accomplishment Records, “Big Five” Personality Measures, Physical Abilities Tests*

Question 9

Low Validity Tools

Answer 9

Unstructured Interviews. Personality Inventories (e.g., MMPI). Interest Inventories, honesty tests, Medical exams, drug tests, references and background checks, credit checks

Question 10

Ways to make hiring decisions

Answer 10

Additive, Multiple Cutoff, Multiple Hurdle, Profile Matching

Question 11

Selection Process Issues

Answer 11

Ongoing applicant pool? Applicant record-keeping issues? Employment Contracts?

Question 12

Training Outcomes

Answer 12

increase KSAs, motivation, reduce turnover (NOT NOT: Solving main motivational, ability, or environmental deficits)

Question 13

Phases of Training Mgmt

Answer 13

Needs assessment, design training, give training, evaluate training

Question 14

Needs Assessment

Answer 14

Organizational Analysis
Task/Job Analysis
Individual Analysis
Develop Evaluation Criteria (e.g., from individual analysis)

Question 15

Design Phase of Training

Answer 15

Preconditions: Readiness & Motivation
Select Methods
Apply Learning Principles
Behavioral Modeling - Preferred in adult ed.

Question 16

Delivery Phase of Training

Answer 16

Internal/External on the job stuff, E-learning, Online, Blended Learning

Question 17

Kirkpatrick Levels

Answer 17

Reactions (lowest)
Learning
Behavior Change
Results Improvement (highest)

Question 18

Additional Training Options

Answer 18

Promotions, job rotation, mentoring

Question 19

Compensation MGMT

Answer 19

Support org’s strategy, increase compensation efficiency, balance internal external and indiv. equity, increase overall performance, comply with laws

Question 20

Internal Equity

Answer 20

Job Performance - Equity theory and Pay satisfaction
Internal Equity = comparisons to people/jobs in the same organization
Job evaluation methods
Quantitative vs Qualitative
Whole job vs Compensable factors (point system)

Question 21

External Equity

Answer 21

Wages Survey - Product market helps set max. pay level
Labor market helps set min. pay level
Wage/Salary Surveys for External Equity
Identify key jobs, select organizations in the relevant labor market for jobs, collect data
Pay Policies: Lead, Match, Lag
Likely to be different for different jobs
Helps set the midpoint and range of the grade
Set pay level based on survey data & policy

Question 22

Individual Equity

Answer 22

Variable Pay - Setting individual pay levels within grade:
Seniority or general experience
Pay for knowledge or skills
Pay for performance
Types of Individual Incentives: merit pay, bonuses, commission, piece rate, etc.
Types of Group Incentives: group raises or bonuses, gain-sharing, profit-sharing, ESOP

Question 23

Competence/Skill Based Pay

Answer 23

Pay is based on what employees know or skill level, not on worth of the position held or current task performance

Question 24

Fair Labor Standards Act

Answer 24

Exempt or Non-exempt from coverage
Must pass all three tests: Min. pay test, duties test, and salary basis test
Minimum wage
Work hours and overtime (also child labor prov.)

Question 25

Layoffs v. Offshoring v. Outsourcing

Answer 25

Layoffs had uniformly significant and negative effects on survivor’s perceived fairness, empowerment, work satisfaction, organizational performance, org. attachment, turnover intent (pos)
Offshoring had significant and negative effects on: fairness, attachment and turnover intent (pos)
Yet, Outsourcing had no significant negative effects on survivor attachment and turnover intent

Question 26

Outplacement

Answer 26

Outplacement Objectives: reduces stress, helps employees find jobs, reduces unemployment costs, sends a positive message to remaining employees, helps avoid litigation