Recruiting Flashcards
Attempts to determine the supply and demand for various types of Human Resources to predict areas within the organization where there will be labor shortages or surpluses
Forecasting
Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year
Trend analysis
A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period
Transitional matrix
This identifies where people went and where they came from
Transitional matrix
Planned elimination of a large number of personnel with the goal of enhancing organization competitiveness
Downsizing
4 motives of downsizing
Reduce costs
Replace labor with technology
Mergers and acquisitions > overlap
Moving to more economical locations
4 concerns about downsizing
May result in loss of talented employees
May he cost effective in short term, but costs of hiring/training new employees (if need be) will mount
Companies that downsize often are left with a battered corporate image
Employees that remain may fear ‘being next’ or experience survivors’ guilt
Other sources for HR planning (4)
Contractors
Temporary workers
Outsourcing
Overtime and extended hours
Limits/eliminates costs associated with employee benefits
Not allowed to directly supervise
Contractors
Lower training costs and fresh perspectives
Role ambiguity for both incumbents and temps
Temporary workers
Capitalize on economies of scale > lower costs
Quality control concerns
Outsourcing
May work in the short term
Costly (time and a half and may increase turnover)
Overtime and extended hours
%of applicants who successfully move from one stage of the recruitment and selection process to the next
Yield ratio
By comparing the yield ratios of different recruitment sources, what can we determine?
Which source is the best or most efficient for the type of vacancy
Cost of using a particular recruitment source for a particular type of vacancy
Cost per hire
Two idealized types of HR practices
External market-focused
Internal market-focused
Almost no training
Pay only for performance
Individual performance is emphasized
External market-focused
Internal promotion
High levels of training
High pay for time-in-position
Commitment is emphasized
Internal market-focused
Pros of internal labor market (4)
Positive employee reactions from hiring within organization
Quickly identify qualified applicants
Low costs
Less time to reach full productivity
Cons of internal labor market
No new KSAOs brought into the organization
Small market to recruit from
Continued underrepresentation of women/minorities
3 ways to identify current talent from an internal labor market
Internal posting
Performance
Managerial reviews
How does internal posting help?
Helps find people who are interested
Pros of external labor market (4)
Being in new KSAOs into organization
Larger number of women/minorities to draw from
Larger total labor pool to draw from
Possible new perspectives
Cons of external labor market (4)
Negative reactions by internal applicants
Time consuming recruiting process
Costly search process
More time to reach full productivity
Activity carried on by the organization with the primary purpose of identifying and attracting potential employees
Recruiting
Who are frequently the ultimate decision makers when organizations are filling job vacancies?
HR managers
If there is no specific employment contract saying otherwise, then employee or employer may end an employment relationship at any time
Employment-at-will
4 specific recruiter behaviors that influence impressions of the organization
Provide timely feedback
Avoid offensive behaviors
Be perceived as competent
Diverse panel of recruiters
6 predictors of recruiting outcomes
Recruiter characteristics (demographics/behaviors)
Job/organizational characteristics (pay, benefits, etc)
Perceptions of the recruitment process
Perceived fit
Perceived alternatives
Hiring expectancies
4 recruiting outcomes
Job pursuit intentions (to submit an application) Job-organizational attraction (desire for the job) Acceptance intentions (likelihood of accepting an offer if it came) Job choice (actually choosing a job)
The marketing effects uniquely attributable to the brand
Brand equity
This theory states that recruiters and recruiting tactics are symbolic of broader organization characteristics
Signaling theory
This is the presentation by an organization of both favorable and unfavorable job related information to job candidates
Realistic Job Previews (RJPs)
These often require little more than a thorough job analysis and open discussion with incumbents (cheap!)
RJPs
These programs could realize savings in reduced turnover, hiring/training costs, and productivity losses of unfulfilled position as well as increased performance, yet effect sizes are small
RJP programs
Does applicant personality affect attraction to organization/job type?
Yes
Using website-based self assessments, what did Dineen and Noe (2002) show?
How different configurations of info presented to recruits could result in leaner (cheaper) applicant pools with more valuable applicants
Describe past experience and accomplishments positively in order to specific a perception of competence
Self-promotion
Statements intended to evoke interpersonal liking and attraction between the organization representative and the candidate
Ingratiation
