Planning and Acquisition of HR Flashcards
job analysis information
- job description
- TDRs (task duties responsibilities)
- balancing breadth with specificity - job specifications
- KSAOs (knowledge, skills, abilities, others)
- not directly observable
Job analysis methods, how is it done?
A. PAQ (position analysis questionnaire)
breaking down a job into specific factors to understand requirements.
1. information the job requires
2. mental processes (decision making involved)
3. Output (physical or technical tasks)
4. Relationships (coworkers, clients…)
5. Job context (environment like office, outdoors)
6. other characteristics
B. O*NET (occupational information network)
a standardized and general way to describe different jobs across industries.
1. abilities (skills needed)
2. work style and personality needs (teamwork, detail oriented)
3. work activities (tasks involved)
4. work context (office, remote, physical)
criticized for using complicated jargon and overlapping across jobs, but good because it provides accurate descriptions
what are the 3 areas of recruitment
- personnel policies (4)
- internal vs external
- due process vs employment at will policies
- extrinsic vs intrinsic rewards
- employer branding: physical and tangible attributes where employers do a cost/benefit analysis (comp, hours, location) or perceived and intangible attributes where employers look how they match their values (status, ethics) - recruitment sources
- direct applicants vs referrals
- online
- public/private employment agencies
- colleges
!evaluating quality with yield ratios - recruiter’s characteristics and behaviour
- both HR and line managers
- warmth and informativeness
- realism
HR planning process
- forcast labour demand and supply
- internal labour supply with transitional atrices
!rows: internal mobility
!columns: external mobility - forecast surplus/shortage
- statistical methods: leading indicators to predict future
- judgemental methods - goal planning and strategic setting
programs aimed at addressing
a. surplus:
-downsize
-reduce pay
-demote
-transfer
-work sharing
-hiring freeze
-natural attrition
-early retirement
-retrain
b. shortage:
-overtime
-temporary employees
-outsource/offshore(jobs leave one country and go to another)
-retrain
-reduce turnover
-new hires
-tech innovation
- program implementation and evaluation
-hold someone accountable for achieving goals
-progress reports
- evaluation of results
what is affirmative action planning
planning for subgroups within the labor force, via workforce utilization review
the five selection method standards
- reliability
- validity
- generalizability
- utility
- legality
selection standards: reliability
“degree to which a measure is free from random error”
- refers to measuring instrument rather than the characteristic itself
- correlation coefficient is a measure of the degree to which two sets of numbers are related
- “test-retest” to check consistency of results
selection standards: validity
criterion-related validation
content validation
a) “extent to which performance on the measure is related to performance on the job”
b) Criterion-related validation is the method of establishing validity by showing a correlation between test scores and performance on the job. OBVIOUSLY, bigger sample size requires lower “required correlation”
- predictive validation: applicants attributes vs post hire job performance
- concurrent validation: employees’ attributes vs job performance
c) content validation
- questions are representative of job situation
selection standards: generalizability
“degree to which validity of a selection method in one context extends to other contexts”
selection standards: utility
“degree to which information provided by selection methods enhances effectiveness of selecting personnel”
! utility is impacted by
1. reliability
2. validity
3. generalizability
!remember job performance follows a “power law distribution” and not a normal distribution. Performance level decreases as number of workers decrease and does not follow a bell shape, but a descending frequency.
Legality
“degree to which selectio methods adhere to existing laws and legal precedents”
- minority discrimination
- age discrimination (mandatory retirements and cover youngsters)
- disability protection
Types of selection methods (7)
- interviews
- references, application blanks, backgrond checks
- physical ability tests
- cognitive ability tests
- personality inventories
- work samples
- honesty and drug tests
Selection methods: interviews
- may be unreliable
- should be standardized and focused on observable behaviours
- quantitative ratings
- notes to justify ratings
- focus only on rating and ranking applicants, NOT recruitment
can be situational: experience vs future oriented questions. Three dimensions:
1. motivating employees (how you would help)
2. conflict resolutions
3. overcoming resistance to change
selection methods: personality inventories, the BIG 5 and Personality Inventories
Big 5
- extroversion: social
- adjustment: emotions
- agreeableness: courtesy
- conscientiousness: organized, dependable, goal oriented, perseverance
- openness to experience: broad minded, playful
Personality inventory
- emotional intelligence (self awareness, self regulation, self motivation, empathy, social skills)
- higher validity of score when assessed by other people
selection methods: work samples
- simulations
- low generalizability because job specific
- expensive to develop
- used in AC
pros and cons of AI in recruiting and selection
Pros:
- effiecient
- REDUCED bias (still trained on biased data)
- data driven
- better matching accuracy of jobs and skills
- instant feedback enhances candidate experience
cons:
1. loss of human touch
2. algorithmic bias, since trained on biased data
3. privacy issues
4. depends on data quality
5. implementation costs
