People - Talent Acquisition Flashcards
Staffing
The HR function that acts on the orgz human capital needs indentified through workforce planning and attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for the orgz financial success.
Includes: Recruiting, Training, and Retraining.
Job Analysis
A review of roles to determine the essential job functions & personal qualifications required to be successful in the role.
Job Description
A written description of a job and its essential functions and requirements.
Includes:
- Title
- Position summary
- Required qualifications
- Duties & responsibilities
- Success Factors
- Working conditions
- Performance Standards
Bona Fide Occupational Qualification (BFOQ)
Criteria that an employer may legally use because w/o this criteria a candidate would not be bale to perform the primary responsibility of the job.
Sourcing
Knowing where to find the right people, connecting with, and staying in touch. Precursor to recruitment.
Employment Branding
process of conveying key organizational values. how your company is positioned. (reputation)
Employee Value Proposition (EVP)
The balance of the rewards and benefits that are received by employees in return for their performance at the workplace.
An EVP answers the two part question:
‘Why would a talented person want to start working for an orgz and Why they want to continue to work for the orgz?’
Recruitment
process of finding and hiring people into an organization. Quality of the applicant is the critical factor.
Workforce Analytics
using statistical analysis to understand workforce performance.
Predictive Analytics
used to understand the workforce rom the standpoint of how, when, and where it’s best to recruit talent.
Ex: track time to fill
Recruiting Process
Interview, Assess, Evaluate, Select and Offer.
Onboarding
time when employee becomes acclimated to their job and the company culture.
Global Planning for Talent Acquisition
- Ethnocentric: One best way
- Polycentric: Many best ways
- Geocentric: Team way
- Regiocentric: Region way
Building an Employment Brand
- Determine existing perception of orgz
- Identify main competition for high quality EEs
- Assess orgz strengths and weaknesses
- Develop brand
- Ensure the brand is consistent
- Test brand and make modifications
- Execute brand
- Reassess and revitalize brand
- Reinforce brand
Job Documentation
Involves the creation of job descriptions, specifications, and competencies.
*Use analysis to create job description/documentation
Competencies
Clusters of highly interrelated attributes, including KSA, that give rise to the behaviors needed to perform a given job effectively.
Job Descriptions in a Global Environment
Job descriptions have additional purposes that are particularly significant.
Clearly defined, consistent job descriptions in a global environment are significant because they provide a common language within an orgz to communicate about and make decisions on jobs
Job Specification
Describe the minimum qualifications necessary to perform a job.
Should reflect what is necessary for satisfactory performance, not what the ideal candidate should have.
Advantages v. Disadvantages of Internal v. External Recruiting
Internal:
A: reward good work, cost effective, improve morale, promotes career paths.
D: orgaz inbreeding, limited perspectives, heavy burden on learning and development, negative work environment
External:
A: new ideas, gain competencies, cross-industry insights, reduce training costs, diverse
D: increase recruitment cost, morale problems, longer onboarding, misplacement
Common Recruiting Methods (Internal and External)
Internal: referrals, moonlighting (EE holds a second job), job bidding (EE indicates an interest), job posting (EE responds to promotional opportunity)
External: advertising, agencies, schools, website, former EEs, government agencies, internships, open house
Advantages and Disadvantages of e-Recruitment
A: widens recruitment sources, immediate response, increase applicant pool, better candidate matching, can target specialized skill
D: high volume (many can be unqualified), labor intensive filtering process, data privacy, could exclude qualified candidates who would rather send a resume, excludes candidates were technology is not available
Headcount
The number of people on the orgz payroll at a particular time
Cost of Hire/Cost per Hire
Cost of Hire: the traditional measure of recruiting costs, determined by taking the total costs of all hires and dividing that figure by the number of new hires (total costs/# of new hires)
Cost per Hire: measure of the effort exterted to staff an open position in an orgz (external costs + internal costs)/ total # of hires in a time period
- external costs: advertising, job fair, travel
- internal costs: salaries, benefits, physical infrastructure
Recruitment Cost Ratio
external costs + internal costs/total 1st year comp of hires in a time period * 100
Days to Fill
AKA time to fill. Represents the number of days from when a job req is opened until the offer is accepted by the candidate.
Attrition
Refers to the loss of EEs due to reasons other than firing and other employer initiated events.
Talent Selection Process
Screen: analyze candidate applications/resumes
Interview: designed to probe areas of interest to the interviewer to determine how well the candidate meets the needs of the orgz
Assess/Evaluate: determine if candidate has potential to be successful in a job
Select/Offer: bring everything together to complete candidate evaluations and make a hiring recommendation
Applicant Tracking System (ATS)
Automated tracking systems or electronic pre-employment screening. Provide an automated way for orgz to manage the entire recruiting process.
Types of Interviews
Structured Interviews: Interviewer asks every candidate the same questions
Unstructured Interviews: Interviewer talks with the candidate in a manner that is more like an everyday conversation, questions are not pre set, but topics could be pre determined.
Behavioral Interview: Interviewer focuses on how the candidate previously handled situations
Competency Based: Interviewer asks questions that are based on real situations related to the competencies for the position.
Group Interview: Multiple candidates interviewed at the same time or each candidate interviewed by multiple ppl. *Fishbowl: how a person interacts w others
Stress Interview: Interviewer puts applicant under pressure like a simulation or a case study
Guidelines for Interviews
- Familiarize yourself w the duties/requirements
- Be prepared to answer ?s about the orgz
- Formulate your questions
- Organize the ?s in order you intend to ask
- Review the candidates application/resume
*establish rapport, listen, smooth transitions, take notes
Assessment Methods ‘Substantive’
- Cognitive Ability Test: Assess skills the candidate has already learned. *complete an actual work task
- Personality Test: A persons social interaction. *true/false items to measure personality factors
- Aptitude Test: ability to learn a new skill. *test to measure aptitude for computers.
- Psychomotor Tests: demonstrate a minimum degree of strength, anxiety. *manual dexterity test
- Assessment Centers: method of assessing higher-level managerial and competencies. *pencil test, role play, work related tests.
Assessment Methods ‘Discretionary’
Discretionary Assessment Method: To separate those who receive job offers from the list of finalists.
Should not be used solo, assuming all finalists are good, resort to Substantive methods
Assessment Methods ‘Contingent’
Contingent Assessment Method: Depends on the nature of the job and legal mandates. They are not always needed.
Ex: Drug screens, medical exams
Selection Decision Process
- Organize and summarize information in terms of selection criteria.
- Identify and rank acceptable candidates.
- Collect additional information as necessary.
- Make an offer to the top candidate.
Make an Offer to Top Candidate
- Contingent Offer: contingent on passing a test/requirement.
- Employment Offer: oral/written (not legally binding).
- Employment Contract: written agreement between the orgz and EE that explains employment relationship.
Onboarding and Assimilation Process
- Make the job hunt simple, seamless, and informative
- Create accurate first impressions
- Make the first day count
- Give EEs a structured onboarding experience
- Provide a buddy
- Show EEs a path to success
Orientation v. Onboarding
Orientation: an EE becomes familiar with the orgz as well as his or her department co workers, and the job. Lasts one to two days.
Onboarding: first few moths of an EEs tenure in a position, help EEs develop positive working relationships with their supervisor, coworkers, and others who they will interact with. Lasts several month to a year.
