Module 9: Staffing/Workforce Planning Flashcards
Staffing
+ determining what type of people should be hired, recruiting prospective employees, selecting employees, setting performance standards, compensating employees, evaluating performance, counselling, training, and developing employees
+ execution of the plans from Manpower Planning
+ deciding what positions the firm will have to
fill and how to fill them
+ identify and address the gaps between the employer’s workforce today, and its projected workforce needs
Trend Analysis
studying variations in the firm’s employment levels over the past few years
Ratio Analysis
+ means making forecasts based on the historical ratio between (1) some causal factor and; (2) the number of employees required
+ assumes that things like productivity remains about the same
Scatter Plot
shows graphically how two variables, such as sales and your firm’s staffing levels, are related
Managerial Judgment
+ to adjust the forecast
+ forecasting starts within the organization (Internal Recruitment)
Personnel Replacement Charts
+ show the present performance and promotability for each position’s potential replacement
+ managerial judgment
Markov Analysis
+ mathematical process to forecast availability of internal job candidates
+ managerial judgment
Job Analysis
+ systematic process for collecting and analyzing information about a job
+ job Analysis is the cornerstone of personnel selection
What factors are analyzed in a job analysis?
a. Tasks or work activity
b. KSAOs
c. Level of Job Performance
d. Workplace Characteristics
What is important to remember when it comes to job analysis?
Every essential knowledge, skill, and ability
identified in the job analysis that is needed on the first day of the job should be tested, and every test must somehow relate to the job analysis
Recruitment
attracting people with right qualifications to apply for the job
Internal Recruitment
within the org, enhance employee morale and motivation; done thru Job Postings or rehiring a employee who already left the organization
External Recruitment
recruitment outside the organization
Recruiting Yield Pyramid
gauge the staffing issues it needs to address
Schneider’s Attraction-Selection-Attrition (ASA) Framework
proposes that the three interrelated processes of attraction-selection-attrition determine the kind of people in an organization, and consequently defines the organization’s culture, structures and processes
What are the three processes of Schneider’s ASA Framework?
+ Similar people are selected and attracted by organizations, while dissimilar people are likely to leave these organizations due to attrition
+ Individuals are attracted to orgs whose members are similar to themselves in terms of personality, values, interests, and other attributes. And so, orgs select those who possess similarities to their existing members
+ People find orgs differentially attractive as a function of their implicit judgment of the alignment between those of the org’s goals and their own personalities
Selection
refers to the formal and informal procedures used by companies in the recruitment and hiring people with attributes they desire
Attrition
people leaving the organization
What are ways to reach people?
- Media Advertisement
- Employee Agencies and Search Firms
- Employee Referrals
- Direct Mail
- Internet
- Job Fairs
- Nontraditional Population
- Passive Applicants
Media Advertisements
Newspaper Ads, Blind Box, Electronic Media, Situation-Wanted Ads, Point-of- Purchase Methods, Recruiters
Employee Agencies
outsourced agencies that helps the company for recruitment
Executing Search Firms
the jobs they represent tend to be higher-paying, non-entry level positions
Public Employment Agencies
designed primarily to help the unemployed find work, but they often offer services such as career advisement and resume preparation
Employee Referrals
+ current employees recommend someone for hiring
+ most effective but at risk for possible discrimination
Direct Mail
an employer obtains a mailing list and send help-wanted letters or brochures to people through the mail
Internet
employer-based websites, internet recruiters
Job Fairs
designed to provide information in a personal fashion to as many applicants as possible
Nontraditional Population
developing recruitment strategies for minorities, inmates, PWDS etc.
Passive Applicants
recruiters try to find ways to identify hidden talent and convince them to apply for a job with their company
e.g., kpop casting managers
Interviews
most commonly used method to select
employees
Kinds of Questions in an Interview
- Clarifiers
- Disqualifiers
- Skill-Level Determiners
- Future-Focused Questions/Situational Questions
- Past-Focused Questions/Patterned Behavior Description Interviews/Behavioral Questions
- Organizational-Fit Questions
Clarifiers
allow the interviewer to clarify information in the resume, cover letter, and application, fill in gaps, and obtain necessary information
Skill-Level Determiners
tap an interviewee’s level of expertise
Disqualifiers
questions that must be answered a particular way or the applicant is disqualified
Future-Focused Questions/Situational
Questions
ask what they would do in a particular situation
Past-Focused Questions/Patterned Behavior Description Interviews/Behavioral Questions
focused on previous behavior
Organizational-Fit Questions
tap the extent to which the applicant will fit into the culture of an organization or with the leadership of a particular supervisor
Structures of Interviews.
- Structured
- Unstructured
Structured
+ source is job analysis, all participants
are asked with the same questions and there is a standardized scoring key
+ more reliable and valid
Unstructured
freely asking anything they want
Concepts of Unstructured Interviews
- Primacy Effects
- Contrast Effects
- Negative-Information Bias
- Interviewer-Interviewee Similarity
Primacy Effects
first impression affected the evaluation
Contrast Effects
the interview performance of one applicant may affect the interview score given to the next applicant
Negative-Information Bias
negative information apparently weighs more heavily that positive information
Interviewer-Interviewee Similarity
interviewee will receive a higher score if she is similar to the interviewer in terms of personality, attitude, gender, or race
Styles of Interview
- One-on-One
- Serial
- Return
- Panel
- Group
- Serial-Panel-Group
One-on-One Interview
one interviewer, one applicant
Serial Interview
series of single interviews
e.g., first interview with recruitment manager, then HR head, to immediate supervisor, then CEO
Return Interview
similar to serial interviews with difference being a passing of time between the first and subsequent interviews
e.g., returning the next day for another interview
Panel Interview
multiple interviewers, one applicant
Group Interview
multiple applicants were interviewed at the same time
Serial-Panel-Group Interview
series of panel and group interviews
Medium of Interviews
- Face-to-Face
- Telephone
- Videoconference
- Written
Face-to-Face Interview
both the applicant and interviewer are at the same room
Telephone Interview
often used to screen applicants but do not allow the use of visual cues
Videoconference Interview
the applicant and the interviewer can hear and see each other, but the interview is remote
Written Interview
involve the applicant answering a series of written questions
Resume
+ summaries of an applicant’s professional and educational background
+ views as a history of your life or an
advertisement of your skills
Types of Resumes
- Chronological
- Functional
- Psychological
Chronological Resume
lists previous jobs in order from the most to least recent
Functional Resume
organizes jobs based on skills required to perform them rather than the order they were worked
Psychological Resume
contains the strengths of both chronological and functional styles
Averaging versus Adding Model of Impression Formation
implies that activity quality is more important than quantity
Taylor-Russell Tables
designed to estimate the percentage of future employees who will be successful in the job if an organization uses a particular test
Proportion of Correct Decisions
the only info needed is employee test scores and scores on criterion
▪ Type 1 Error: False Positive (Q3)
▪ Type II Error: false negative (Q1)
▪ True Positive (Q2)
▪ True Negative (Q4)
Lawshe Tables
probability that a particular applicant will be successful (Content Validity Ratio)
Brogden-Cronbach-Gleser Utility Formula
computing the amount of money an organization would save if it used the test to select employees
Top-Down Selection
applicants are rank-ordered on the basis of their test scores
Rule of Three
the names of top three scorers are given to the person making the hiring decision
Passing Scores
determines the lowest score on a test that is associated with acceptable performance on the job
Multiple-Cutoff Approach
+ the applicants would be administered all of the test at one time
+ simultaneous
Multiple-Hurdle Approach
+ applicant is administered one test at a time
+ one at a time
Banding
attempts to hire the top scorers while allowing some flexibility for affirmative action
Leading
getting others to get the job done, maintaining morale, and motivate subordinates
Controlling
setting standards such as sales quota, quality standards, or production levels, checking to see how actual performance compared with the standards, taking corrective action as needed
