People Book One Flashcards
1
Q
What needs are addressed in each of an employee life cycle phase:
recruitment, on-boarding/orientation, training and development. performance management, transition?
A
- Recruitment/Assessment= best fit
- On-boarding/orientation = acclimates to organizational culture
- Training and development = promotes engagement and retention
- Performance management = collaboration
- Transition = talent retention
2
Q
What is staffing?
What is strategic staffing?
A
- Staffing= Providing a supply of qualified for today’s success
- Strategic staffing = Looking for those qualified for future success
3
Q
What are some PEAT factors that will impact an organization’s staffing strategy?
A
- Organizational goals, Economic cycles, business life cycle, employee life cycle, cherry picking and “job” vs. “work” perception
4
Q
What are two contrasting approaches to global talent acquisition?
A
- Global integration (GI) vs. Local responsiveness (LR)
5
Q
What are the following global staffing strategies and how do they impact staffing?
- ethnocentric
- polycentric
- regiocentric
- geocentric
A
- Ethnocentric = home country staffing policies replicated so ness rotating coaching
- Polycentric= unique policies for each country so encourage cross-border knowledge sharing
- Regiocentric= region coordination so develop global approach where business case to be made
- Geocentric = policies based on organizational need so employees circulate
6
Q
How are global greenfield (start-up) organizations often staffed?
A
- Expatriates from headquarters used a lot first and then decrease in favor of local nationals who later become global resources
7
Q
What is employment branding, what question does it answer, what erodes branding, whose job is branding?
A
- The way an organization positions itself as an “employer of choice “; EVP= employee value proposition answers the question “Why would a talented person want to start and then continue to work here?”
- inconsistencies erode credibility
- everyone’s job, not just HR
8
Q
How is touch point mapping a best practice for employment branding?
A
- Critical interaction times when communication can be improved are noted and improved
9
Q
What is job analysis and what three documents flow from it?
A
- Job analysis is the study of a job which results in a job description ( containing essential job functions necessary for performance management and ADA compliance)
- Job specifications ( qualifications for satisfactory not ideal performance)
- Competencies (KSAs that give rise to behaviors needed for success)
10
Q
What is the limiting factor of job descriptions?
A
- They may reflect current job only and may miss skills that cross jobs
11
Q
What is the difference between sourcing and recruiting?
A
- Sourcing = generating a pool of qualified candidates
* Recruiting = actively encouraging them to apply
12
Q
How do you choose between internal and external recruiting?
A
- Depends on the organization’s strategy
Example: promote from within to increase morale vs. new perspectives from other industries.
13
Q
What is robust sourcing?
A
- Understanding needs of the organization and using multiple strategies in the CONTINUOUS war for talent to create more and diverse qualified candidates
14
Q
How do you choose the most effective metrics for evaluating recruitment efforts?
A
- Must tailor metrics for the needs of the organization, considering differences between cultures if a global company, but be proactive and realistic. Be careful only to use metrics if they actually help with making decisions as opposed to analysis paralysis
15
Q
What is the use of yield ratios?
A
- Measures the effectiveness of specific recruitment methods
16
Q
What are the major pros and cons of e-recruitment?
A
- Reaches a lot of people, its cheap, its quick, but can yield an overwhelming number and can have global privacy issues and may exclude those without access to technology
17
Q
What are the ethical concerns of using social media in recruiting?
A
- May expose the employer to legal liability if use of non-work related information in selection decisions and may be inaccurate information
18
Q
What is the advantage of using applicant tracking software?
A
- Reduces time and can track applicants for future organizational needs
19
Q
What is the screening process?
A
- Bets the most suitable candidates (need to have business acumen to do that)
20
Q
What should an organization keep in mind about conducting interviews?
A
- Ne prepared and ask open-ended, job-related questions and avoid interview biases
21
Q
What kind of interview questions are generally thought best?
A
Behavioral based because it focuses on past examples (STAR = Situation
Task
Action
Results
of behavior and competency-based- behavioral based questions tied to competencies needed in specific job
22
Q
What are the three types of assessments used in selection?
A
- Substantive = cognitive, personality, aptitude, assessment centers
- Discretionary = organizational citizenship behaviors
- Contingent = drug, medical
Do not use discretionary assessments alone
23
Q
When can you require a medical exam of an applicant
A
- After a conditional job offer and only then if job related
24
Q
What two qualities must a criteria used to make an employment decision possess!
A
- Reliability (consistency)
* Validity (measures what it is intended to measure)
25
What are two questions to ask to determine if a selection process is working?
* Is it working to produce a diverse qualified workforce?
| * Do applicants view it as fair?
26
How do you make the selection decision process effective?
* State evaluation criteria and then evaluate applicants ensuring that language skills and cultural differences are appropriately considered
27
What is the purpose of realistic job previews?
* Encourages self-selection
28
What is retention?
* Keeping talented employees
| Lack of retention often adversely impacts diversity
29
What is the key to retention?
* Employee engagement that begins with the orientation and on-boarding (make new employees develop relationships and a strategy to succeed)
30
How can a company improve global retention?
* Clarify the EVP(employee value proposition) and put retention of high achievers on managers' performance evaluations
31
What is employee engagement?
* Organizational commitment
Not just job satisfaction but positive behaviors, like vigor, dedication, and absorption which is the opposite of burnout
32
In what way can a business case be made for employee engagement?
* There is a direct correlation between engagement and well-being and an organization's profit
Keep in mind different cultures view "well-being" differently
33
What are the four global drivers of engagement consistent around the world?
* Satisfying work and job opportunities, trust in leaders, recognition and rewards, timely communication
34
What must also be high in order for high employee engagement to equate with retention?
* Employee overall wellbeing and ethical issues impact all employees' engagement
(Transformational leaders care about an employee's wellbeing)
35
What are two major things that will generally increase employee engagement?
* Employee input and autonomy
36
What are two primary tools used for assessing employee engagement?
* Surveys- indicating attitude, opinion, and engagement
| * Focus groups
37
What must be remembered when developing surveys?
* Employee engagement must be linked to business goals
* Communication about the purpose of the survey is key
* Online surveys may not be anonymous so possible use of a third party
* Questions should be neutral and evoke specific information that can be acted upon
38
What should be done after a survey is conducted?
* Results should be reported back to participants and to business units and a cross-functional group should analyze to prioritize resources for maximum impact. Managers may address issues with their own teams
39
What is the outcome of an engagement survey?
* List of engagement drivers
40
What is motivation?
* Factors that sustain behavior over time
41
Explain the following motivation theories:
* Herzberg's motivation-hygiene theory
* Theory XYZ
* Skinner's behavioral reinforcement
* Intrinsic
* Herzberg's Motivation-Hygiene:
Extrinsic factors such as job security, pay, working conditions,and relationships with supervisor and co-workers must be acceptable before intrinsic factors such as a job's inherent capacity to provide recognition, achievement, and personal growth will motivate superior performance.
* Theory X: Transactional behavior- manager believes employees must be bribed or threatened; carrot or stick (maybe appropriate if large scope of control and routine tasks)
* Theory Y: Transformational behavior; manager believes employees want to do a good job of set free of constraints
* Theory Z: Develop employee loyalty by providing a job for life with wellbeing so allows workers to become generalists, more training, more time to learn but can mean slower promotions
Behavioral Reinforcement: Positive =behave for desired reward
Negative =behave to avoid threatened punishment
Punishment=endure penalty
Extinction =managers should ignore bad behavior since it does desire for attention
Intrinsic =research indicates most people are motivated not by external rewards but by a sense of autonomy, mastery, and purpose
42
What two principles should be remembered about rewards and recognition?
* Rewards should be tied to strategic goals, be personalized to the individual taste of the employee, and have a broad range of performance appraisal outcomes not just promotion
43
What calculations measures employee engagement?
* Choose metrics tied to the organizational goals, examples could be absenteeism, workers compensation rate(safety), revenue per employee, yield ratio regarding diversity
