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CHRA > RECRUITMENT AND SELECTION (4) > Flashcards

RECRUITMENT AND SELECTION (4) Flashcards

1
Q

process of deciding which positions in the firm to be fill and how to fill them.

A

WORKFORCE PLANNING

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2
Q

goal is to identify and eliminate gaps between employer’s workforce needs and the current employees who might be suitable for filling those needs.

A

WORKFORCE PLANNING

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3
Q

this is the first step before recruiting and hiring employees

A

WORKFORCE PLANNING

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4
Q

helps understand how projected business changes may influence client’s
headcount and skills requirements

in other words, for the company to know how many vacant positions there are
and what skills are required to fill them

A

review the client’s business plan and workforce data

(Workforce Planning Methodology)

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5
Q

helps understand what new future positions will be filled

also helps to identify what current employees might be promotable

A

forecast and identify what positions are to be filled

(Workforce planning methodology)

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6
Q

*prioritize key workforce gaps
-what positions to fill
-who does the company currently have that can fill them

*identify specific plans for filling any gaps
-recruitment (for external hires)
-training (for promotion)

A

develop a workforce strategic plan

(Workforce planning methodology)

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7
Q

implement the plans and use various metrics to monitor the process

A

Workforce planning methodology

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8
Q

process of filling up executive jobs

A

SUCCESSION PLANNING

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9
Q

employment plans are built on forecasts, of which there are three sets:
-personnel needs (demand for employees)
-supply of inside candidates (those who are already working in the company)
-supply of outside candidates (bringing in new people)

with these forecasts, need-supply gaps can be identified from which training and
recruitment plans can be developed to fill in anticipated gaps

A

Strategy and Workforce Planning

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10
Q

a company’s future staffing needs reflect demand for its products or services

high demand for products/services = need for more employees

A

Forecasting Personnel Needs (Labor Demand)

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11
Q

daily, weekly, and seasonal forecasts

having a look at daily, weekly, and seasonal (holidays or occassions) sales trends

A

Short term demand

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12
Q

managers could estimate long term demand by;
speaking with customers,
following industry publications, and watching economic forecasts

future predictions are not precise, but are helpful for addressing potential changes
in product demands

A

Long term demand

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13
Q

study of a firm’s employment levels over the past few years

compute the number of employees at the end of each year for the past 5 years

provides an initial rough estimate of future staffing needs

A

Trend Analysis

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14
Q

making forecasts based on historical ratio between:
-some causal factor (like sales)
-the number of employees required

assumes that things like producivity remain the same

only focuses on sales and employees. No other factors

example: suppose salesperson in a mall generates 50,000 Php. By ratio, it is
1:50,000. If the ratio is the same for all salespeople, then hiring six salespersons
will generate a sale goal of 300,000 Php (6 x 50,000)

A

RATIO ANALYSIS

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15
Q

-shows graphically how two variables are related

example: how number of hospital beds are related to number of nurses.
depending on relationship, it may forecast the need for additional nurses if
there are plans to have additional beds in the hospital.

-in a graph, if two variables are related, the points being plotted will tend to fall on a
straight line

A

SCATTER PLOT

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16
Q

-historical sales and personnel relationships assume that the firm’s existing activities and skill needs will continue as is.
*does not account for changes

-tends to reward managers for adding employees, irrespective of the company’s
needs
*it is more than just sales and personnel relationships

-tends to institutionalize existing ways of doing things, even in the face of
change

A

Drawbacks of Scatter Plot

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17
Q

determining which existing employees are qualified or trainable for projected job openings

A

Forecasting Supply of Inside Candidates

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18
Q

-used particularly for the firm’s top positions

-shows the present performance and promotability for each position’s potential
replacement

A

Personnel Replacement Charts

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19
Q

create a card for each position showing possible replacements, as well as present
performance, promotion potential, and training

A

Position Replacement Card

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20
Q

-forecasts availability of internal job candidates

-involves creating a matrixx that shows the probabilities that employees in the chain of
feeder positions for a key job (e.g. junior engineer to engineer to senior engineer, and so on) will move from position to position and therefore be available to fill the key position.

example: shows how a junior engineer’s probability to be promoted to engineer
when it becomes vacant

A

Markov Analysis

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21
Q

-done usually if there won’t be enough skilled inside candidates to fill anticipated openings

-this can be done by looking at the locale or industry’s unemployment rates

A

Forecasting the Supply of Outside Candidates

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22
Q

which means trying to see whether finding suitable candidates from outside the company would be easier or if there is a supply of outside candidates

A

FORECASTING WORKFORCE AVAILABILITY

(Forecasting the Supply of Outside Candidates)

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23
Q

continuous planning of how projected employee shortfalls can be filled with the current recruitment or employee retention plans.

A

Predictive Workforce Planning

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24
Q

-workforce planning should culminate in a workforce plan

plan should identify the ff:
-positions to be filled
-potential internal and external candidates or sources
-training and promotions that filling the jobs would entail
-resources that are required to implement the plans;
*recruiter fees
*training costs
*interview expenses

A

Matching Projected Labor Supply and Demand with a Plan

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25
Q

systematically identifying, assessing, and developing organizational leadership to enhance performance

A

Succession Planning

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26
Q
  1. Identify the key position needs
    —defining key positions to be filled (such as CEO) and “high potentials” (candidates
    who have to potential to succeed in the position)
    —review current talent and creating skills profiles for the key positions
  2. develop inside or bring in outside candidates
    —provide candidates with the developmental experiences required to be viable replacements
    —employers do this through:
    *internal training and cross-functional experiences
    *job rotation
    *external training
    *global/regional assignments
  3. assess and choose inside (or outside) candidates who will fill the key positions
A

3 MAIN STEPS OF SUCCESSION PLANNING

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27
Q
  1. Employee Recruiting
  2. Recruitment Sourcing
  3. Recruiting Yield Pyramid
A

EFFECTIVE RECRUITING

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28
Q

—finding and/or attracting applicants for the employer’s open positions

—process of identifying, screening, shortlisting, and hiring

—purpose: filling up positions within the organization

—selecting the right person, for the right position at the right time

—positive process with attracting as many candidates as possible for vacant positions

A

EMPLOYEE RECRUITING

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29
Q

—involves determining what recruitment options are (referrals, online ads, etc.)

—assessing which options are the best for the job in question
–employers look at how many applicants each source gener
–other effectiveness metrics should include:
*how many applicants were hired
*how well the hired applicants performed
*how many failed and had to be replaced
*applicants’ performance in terms of training, absenteeism, and turnover

—employer’s brand or reputation affects recruiting success
–branding focuses on what it’s like to work at the company
–includes company values and work environment

A

Recruiting Sourcing

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30
Q

—used to gauge the staffing issues needed to be addressed
—historical arithmetic relationships between:
*recruitment leads and invitees
*invitees and interviews
*interviews and offers made
*offers made and offers accepted

A

Recruiting Yield Pyramid

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31
Q

—internal sources or “hiring from within” are often the best sources of candidates

—internal recruiting is assumed to improve employee engagement

—factors to consider are size of the organization, recruiting policy, image of organization (branding), and image of job

Promote from within if:
*the company is thriving
*there is an effective succession planning
*have the skills needed within the existing employee pool

A

Internal Sources of Candidates

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32
Q

—strengths and weaknesses of candidates are already made known

—current employees may be more committed to the company

—morale and engagement may rise when employees see promotions as rewards for
loyalty and competence

—inside candidates require less orientation and training

A

Advantages of Internal Sources of Candidates

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33
Q

—inbreeding - refers to a situation when managers look for employing “clones” of their current “effective” workforce

—rejected internal candidates may be discontented

A

Disadvantages of Internal Sources of Candidates

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34
Q

—publicizing an open job to a company’s employees by posting on company intranets or bulletin boards

—postings list the job’s attributes such as qualifications, supervisor, work schedule, and pay rate

A

Job Posting

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35
Q

reveal which employees have the right background for the open job

A

Qualifications Skill Inventories

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36
Q
  1. Promotions
  2. Transfers
  3. Recruitment of Former Employees
  4. Internal Advertisements or Job Posting
  5. Employee Referrals
  6. Previous Applicants
A

Types of Internal Sources of Recruitment

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37
Q

—advancement of employees by evaluating their job performance

—leads to an increase in pay and benefits

—the process of shifting an employee from a lower position to a higher position with
more responsibilities, remuneration, facilities, and status

—may be used to fill vacancies of higher positions

A

PROMOTIONS

(Types of Internal Sources of Recruitment)

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38
Q

—process of interchanging from one job to another without any change in the designation and responsibilities

—shifting of employees department to department, location to location, or branch to branch

—normally based on the job requirements and capabilities of employees

A

TRANSFERS

(Types of Internal Sources of Recruitment)

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39
Q

—ex-employees are called back, depending upon the requirement of the positions

—cost-effective and saves plenty of time

—ex-employees are well aware of the organization, what the job entails, and the personnel

A

Recruitment of Former Employees

(Types of Internal Sources of Recruitment)

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40
Q

—process of posting and advertising jobs within the organization

—an open invitation to all the employees within the organization, where they can apply for the vacant positions

A

Internal Advertisements or Job Postings

(Types of Internal Sources of Recruitment)

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41
Q

—hiring new employees through references of current emplyees

—present employees can refer their friends and relatives

A

Employee Referrals

(Types of Internal Sources of Recruitment)

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42
Q

—hiring team examines the profiles of previous applicants from the organizational
recruitment database

—they can be easily contacted and will be positive in response in most cases

A

Previous Applicants

(Types of Internal Sources of Recruitment)

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43
Q

—factors to consider are demographic factors, labour market, unemployment rate, labour laws, legal considerations, and competitors

A

Outside Sources of Candidates

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44
Q

—recruitment is carried out by putting a notice regarding job vacancy on the notice board of the organization

—also called as factory gate recruitment

—used to recruit blue collar and technical workers

A

Direct Recruitment

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45
Q

—recruitment through “serendipitously” encoutering the “right candidates”

—job openings are not being publicized at all

A

Informal Recruiting

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46
Q

—employers post job opening ads on their websites and job boards (such as Indeed.com)

A

Recruiting Via Internet

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47
Q

—online visitors can listen to presentations, visit booths, leave resumes, and business
cards, participate in live chats, and get contact information from recruiters

—last about 5 hours

A

Virtual Job Fairs

(Recruiting Via Internet)

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48
Q

—generates more responses quicker and for a longer time at less cost

—have stronger effect on applicant attraction than print ads

A

Pros of Recruiting Via Internet

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49
Q

—bias in terms of exclusion of certain minorities and older applicants due to them being less likely to be online

—internet overload where employers end up being bombarded with resumes
*self-screening is a remedy where a company posts detailed job duties listings
and by having applicants answer a short online pre-screening questionnaire

A

Cons of Recruiting Via Internet

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50
Q

—online systems that help employers attract, gather, screen, compile, and manage applicants

—provide requisitions management for monitoring open jobs

—provide applicant data collection

—provide reporting (such as cost per hire and hire by source)

A

Applicant Tracking Systems (ATS)

(Recruitment Software)

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51
Q

—most prevalent and common external sources of recruitment

—best way to source candidates in a short span

—provides an efficient way of screening the specific requirements of the candidates

—must take into consideration the advertising medium and ad’s construction

*Medium
the best medium depends on the positions in which one is recruiting

A

Advertising

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52
Q

Attention
Interest
Desire
Action

A

AIDA

Constructing the Ad/advertisement

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53
Q

—a government entity where details of the job seekers are deposited and given to the
employers for filling the vacant positions

—accommodating in hiring of the unskilled, semi-skilled, and skilled workers

A

Employment Exchanges

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54
Q

job seekers usually register themselves with agencies and in this way, agencies have a database of qualified candidates and organizations can use their services at the time of requirement

A

Employment Agencies

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55
Q
  1. Public Agencies
  2. Nonprofit Agencies
  3. Private Agencies
A

3 Main Types of Employment Agencies

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56
Q

—operated by federal, state, or local governments

—DOLE in the Philippines

A

Public Agencies

(Types of Employment Agencies)

57
Q

associated with non-profit organizations

A

Non-profit Agencies

(Type of Employment Agencies)

58
Q

—important sources of clerical, white-collar, and managerial personnel

—they charge fees for each applicant they place (placement fee)

use one only IF:
*the firm does not have it’s own HR department
*there is a need to fill a job quickly
*there is a perceived need to attract more minority or female applicants
*to reach currently employed applicants who might feel more comfortable
dealing with agencies than competing companies
*to reduce the time devoted to recruiting

A

Private Agencies

(Type of Employment Agencies)

59
Q

—special vendores that handle all or most of an employer’s recruiting needs

—they sign short-term contracts and receive a monthly fee that varies with the amount of actual recruiting needed to be done

A

Recruitment Process Outsourcers

60
Q

—recuiters who are paid by the hour or project

—they are charged by time, rather than per hire

A

On-Demand Recruiting Services

61
Q

—Outsourcing means having outside vendors supply services previously done by a company’s employees

—Offshoring means having outside vendors abroad supply services

—main difference is hiring temporary people either locally (outsourcing) or abroad (offshoring) to do jobs in companies which company employees previously did in-house

A

Offshoring and Outsourcing Jobs

62
Q

—known as headhunters or “search firm”

—special employment agencies employers retain to seek out top-management talent for their clients
–only “seeks out” applicants

—these include seeking out candidates for key executive and technical positions

A

Executive Recruiters or Professional Associations

63
Q
  1. Retained Executive Recruiters
  2. Contingency-based Recruiters
A

2 Types of Executive Recruiters or Professional Associations

64
Q

—focus on executive positions

—are paid regardless of whether the employer hires the executive through search firm’s efforts

A

Retained Executive Recruiters

65
Q

—handle junior to middle-level management job searches

—fees are around 15% to 25% of the executive’s total first-year pay (salary plus
bonus)

A

Contingency-based Recruiters

66
Q

educational institutions make provision of information to the students regarding
employment opportunities

A

Campus Recruitment

67
Q

—imperceptible way of sourcing candidates

—arouse interest and enthusiasm among large number of candidates

A

Word of Mouth Advertising

68
Q

—done after reviewing applicants’ resumes to identify the best candidate for the job

—process of intervieweing the candidate and evaluating their qualities

—negative process with the elimination of many candidates as possible

—applicants may first be pre-screened to reduce applicant pool to a manageable amount

—aim is to achieve person-job fit
*matching the knowledge, skills, abilities, and other competencies required for
performing the job with the applicant’s KSAO’s

—person-organization fit is important to consider as well
*matching organizational values with applicant’s values and ensuring that they fit
company culture

A

Employee Selection

69
Q

hiring employees with questionable backgrounds (such as having criminal records)

A

Negligent Hiring

70
Q

refers to consistency; the test yields consistent score when individual takes two alternate forms or when they take the same test on two different occassions

A

Reliability

71
Q

sample of a person’s behavior

A

Test

72
Q
  1. Test-retest reliability estimates
  2. Alternate forms estimates
  3. Internal comparison estimate
A

Types of Reliability

73
Q

—administering the test one day and re-administering the same test to the same
group several days later

—first and second set of scores must correlate

A

Test-retest reliability estimates

(Types of Reliability)

74
Q

administer a test and administer what experts believe to be an equivalent test
later

A

Alternate forms estimates

(Types of Reliability)

75
Q

—compare the test taker’s answers to certain questions on a test with answers to a separate set of questions on the same test that measures the same thing

—assesses correlation between multiple items in a test intended to measure the
same construct

—internal consistency

A

Internal comparison estimate

(Types of Reliability)

76
Q

*physical conditions of testing center

*differences in the test taker (physical and emotional; e.g. sick during test
administration)

*differences in test administration

*questions are sampled poorly

A

factors that cause a test to be unreliable:

77
Q

shows the degree to which the two measures are correlated

A

Reliability estimate

78
Q

tells whether the test is measuring what it is supposed to be measuring

A

Validity

79
Q

—refers to the correctness of the inferences that is made based on the test

—often refers to how job-related the test is

—refers to how performance on a test accurately predicts job performance

A

Test validity

80
Q
  1. Criterion Validity
  2. Content Validity
  3. Construct Validity
A

Types of Validity

81
Q

—relationship between scores on a selection procedure and job performance of a sample of workers
*those who do poorly on the test, do poorly on the actual job and vice versa

—predictor ⇒ measurement (e.g. test score); criterion ⇒ performance on the job

Meaning of criterion - a principle or standard by which something may be judged or decided.

A

Criterion validity

(Types of Validity)

82
Q

—demonstrates that the content of a selection procedure is representative of important aspects of performance on the job

—basic procedure is identify job tasks that are critical to performance and randomly
select a sample of said tasks to test
*subject matter experts (SMEs) help choose the tasks to be tested based on the
performance needed for the job

A

Content validity

(Types of Validity)

83
Q

—demonstrates that a selection procedure measures a construct and that the construct is important for successful job performance

—the construct “honesty” is important for successful job performance of a
cashier or delivery rider

A

Construct Validity

(Types of Validity)

84
Q

—an industrial psychologist usually conducts the validation study and the HR department coordinates the effort

  1. Analyze the Job
  2. Choose the Tests
  3. Administer the Test
  4. Relate Test Scores and Criteria
  5. Cross-validate and Revalidate
A

How to Validate a Test

85
Q

—write job descriptions and specifications

—specify human traits and skills believed to be required for job performance
*these become predictors

—define “success on the job”
*these become criterion
*one may use production-related criteria, personnel data, or worker performance

A
  1. Analyze the Job
86
Q

—choose several tests and combine them into a test battery
*aims to measure an array of possible predictors

A
  1. Choose the Tests
87
Q

—administer the test to employees currently on the job

—compare their test score with current performance (concurrent validity)
disadvantage: current employees may not be representative of new applicants

—another way is to do predictive validity:
*administer the test to applicants before they are hired

  *hire these applicants using only existing selection techniques, not the results of the new tests (in other words, hire them based on previous tests not on the result of the test being validated)

  *after they’ve been on the job for some time, measure their performance and compare it to earlier test scores (new test).
A
  1. Administer the Test
88
Q

—ascertain if there is a significant relationship between test scores (predictors) and performance (criterion)

—use correlation analysis

—if there is a relationship, an expectancy chart can be developed
*presents the relationship between test scores and job performance graphically
for a group of people

A
  1. Relate Test Scores and Criteria
89
Q

—cross-validating means administering and relating test scores with criteria on a new sample of employees

—a test must be revalidated periodically

A
  1. Cross-validate and Revalidate
90
Q

—degree to which evidence of a measure’s validity obtained in one situation can be
generalized to another situation without further study

—test being valid in companies other than the company it was initially validated in

—factors to consider:
*existing validation evidence for various specific purposes
*similarity of the subjects with those sampled in the organization
*similarity of jobs

A

Validity Generalization

91
Q

degree to which the use of a selection measure improves the quality of individuals selected over what would have happened if the measure had not been used

A

Utility Analysis

92
Q
  1. Test of Cognitive Abilities
  2. Tests of Motor and Physical Abilities
  3. Personality Tests
  4. Interest Inventories
  5. Achievement Tests
A

Types of Tests

93
Q

tests of general reasoning ability (intelligence) and specific mental abilities

A

Tests of Cognitive Abilities

94
Q

—IQ tests measure not a single trait but rather a range of abilities including memory, vocabulary, verbal fluency, and numerical ability

—an adult’s IQ score is a derived score
*reflects the extent to which the person is above or below average adult’s intelligence score

—Sample Tests
–Weschler Adult Intelligence Scale (WAIS)
–Wonderlic

A

Intelligence Tests

95
Q

—often called aptitude tests since they purport to measure aptitude for the job in
question

—Sample Tests
–Test of Mechanical Comprehension
*for machinist or engineers

A

Specific Cognitive Abilities/Aptitude Test

96
Q

—motor abilities include finger dexterity, manual dexterity, and reaction time

—physical abilities include static strength, dynamic strength, body coordinationm abd
stamina

A

Tests of Motor and Physical Abilities

(Types of Tests)

97
Q

—a person’s cognitive and physical abilities alone seldom explain job performance

—most people are hired based on qualifications but are fired because of attitude,motivation, and temperament

—tests measure basic aspects of an applicant’s personality

A

Personality Tests

98
Q

—Neuroticisim
*tendency to exhibit poor emotional adjustment and experience anxiety,
insecurity, and hostility

—Extraversion
*tendency to be sociable, assertive, active
experience energy and zeal

—Openness to experience
*disposition to be imaginative, nonconforming, unconventional, and
autonomous

—Agreeableness
*tendency to be trusting, compliant, caring, and gentle

—Conscientiousness
*achievement and dependability

A

“Big five” Personality Dimensions

(Personality Tests)

99
Q

—individual is presented with an ambiguous stimulus and they react

—the person supposedly projects into the ambiguous picture their attitudes

A

Projective Tests

(Personality Test)

100
Q

—the applicants themselves fill them out

—bottom line: use personality tests that predict performance for jobs being tested for

A

Self-Report

(Personality Test)

101
Q

—compare one’s interests with those of people in various occupations

—assumes that someone will do better in occupations in which they are interested

—can predict employee performance and turnover

—Poor fit frustrates workers

A

Interest Inventories

(Type of Tests)

102
Q

—measure what someone has learned

—measures “job knowledge” and applicant’s abilities

A

Achievement Tests

(Type of Test)

103
Q

—present examinees with situations representative of the job for which they are applying, and evaluate their responses

—consider these simulations to be different from most tests because they directly measure job performance (as opposed to PREDICTING)

A

Work Samples

104
Q

tries to predict job performance by requiring job candidates to perform one or more samples of the job’s tasks

A

Work Sampling Technique

105
Q

—measures actual job tasks so it is harder to fake answers

—the work sample’s content is not as likely to be unfair with minorities

—exhibit better valitidy than do other tests designed to predict job performance

A

Advantages of Work Sampling Technique

106
Q

—select a sample of several tasks crucial to performing the job

—test applicants on tasks

—observer monitors performance and indicates on a checklist how well applicants
perform

A

Basic Procedure of Work Sampling Technique

107
Q

designed to assess an applicant’s judgment regarding a situation encountered in the
workplace

A

Situational Judgment Tests

108
Q

a two to three day simulation in which 10 to 12 candidates perform realistic management tasks

A

Management Assessment Centers

109
Q

—candidates are given a range of tasks that they must solve (in-basket)

—candidates must strategize and communicate on how to do these tasks
effectively to solve problems
*solved tasks or problems are considered to be in the out-basket

—trained evaluators review candidates’ efforts

A

Simulated task include:

In-basket

110
Q

—trainers give a leaderless group a discussion question and tell members to
arrive at a group decision

—candidates are evaluated based on interpersonal skills, acceptance by the
group, and leadership ability

A

Simulated task include:

Leaderless group discussion

111
Q

*Management games
*Individual oral presentations
*Testing
*Interview

A

Simulated task include:

112
Q

—Situational tests require examinees to respond to situations representative of the job

—Video-Based simulation presents the candidate with several online or computer video situations, each followed by one or more multiple-choice questions

A

Situational Testing and Video-Based Situational Testing

113
Q

testing candidates to perform several of the job’s tasks and evaluating their performance prior to hire

A

Miniature Job Training and Evaluation Approach

114
Q

explicitly explaining and asking about work schedules and work preferences

A

Realistic Job Previews

115
Q
  1. Internal Factors
    *Size of organization
    *Recruitment Policy
    *Image of the organization
    *Image of Jobs
  2. External Factors
    *Demographic Factors
    *Labour Market
    *Unemployment Rate
    *Labour Laws
    *Legal Considerations
    *Competitors
    *Equal Opportunity
A

Factors Affecting Recruitment and Selection

116
Q

to develop a business, recruitment planning is mandatory for hiring more resources

A

Size of the Organization (internal factor)

117
Q

identifies objectives of recruitment and provide a framework for implementation of
recruitment programs

A

Recruitment Policy (internal factor)

118
Q

having good positive image in the market can easily attract competent and
proficient resources

A

Image of the Organization (internal factor)

119
Q

positive image in terms of better remuneration, promotions, recognition, and amiable working environment with career development opportunities

A

Image of Jobs (internal factor)

120
Q

potential employees’ age, religion, education, gender, occupation, economic status, and place of location

A

Demographic Factors (external factor)

121
Q

—exercises control on the demand and supply of labour

—low supply and high demand = hiring requires more efforts

—high supply and low demand = hiring is more manageable

A

Labour Market (external factor)

122
Q

—high = more applicants = simple and manageable hiring process

—low = less applicants = recruiting is difficult

A

Unemployment Rate (external factor)

123
Q

reflect the social and political environment of the market created by central and
state governments

A

Labour Laws (external factor)

124
Q

will have positive or negative impact on the recruitment policies of the organization

A

Legal Considerations (external factor)

125
Q

there is a need to analyze the competition and make provision of the resource
packages that are finest in terms of industry standards

A

Competitors (external factor)

126
Q

—results when all applicants are treated on an equal basis and consistently at every
stage of recruitment
—no discrimination
—presence of fairness and justness

A

Equal Opportunity (external factor)

127
Q

—the first step is when vacancy arises within the organization

—enables individuals to determine factors such as redesigning or initiating part time
employment opportunities for individuals

—existing employees should see that there is a potential career path within the
organization, which may motivate them to stay longer

A

Job Vacancy

128
Q

—expectation of the employers from their employees
*performance of job duties
*traits of regularity, diligence, resourcefulness, conscientiousness, and creativity

—characteristics of the job
training, work experience, skills and knowledge, physical attributes,
personality traits, communication skills, and personal circumstances

A

2 main factors of Job Analysis

129
Q

internal and external recruitment

A

2 sources of Attracting Candidates

130
Q

—purpose is to narrow down the field

—this is where most suitable candidates are selected for the interviews

—based on factors such as educational qualifications, experience, skills, and so forth

A

Screening Candidates

131
Q

—process done after screening
—important aspects to be taken into account:
*proper notice is given regarding the time and date of the interview
*making the candidates aware that they should be there on time
*making sure that candidates know where to go and who to contact upon arrival
*making candidates aware of documents they need to bring

—interviewers need to review the resume and all the job applications before the interview begins

A

Interviewing Candidates

132
Q

—depend upon the urgency of getting the vacancy filled

–if urgent, selecting and appointing may occur immediately after interviews
A

Selecting and Appointing Candidates

133
Q
  1. selection of candidate
  2. verbal communication of his or her appointment
  3. medical completed (if appropriate)
  4. sending of appointment letters
  5. signing the contract
A

Steps in Selecting and Appointing Candidates

134
Q

receiving and welcoming of employees after being selected and being provided
with required training needed to settle down adequately

A

INDUCTION

135
Q

—smooth the early stages
–when everything is likely to be unfamiliar

—establish a positive attitude of the organization within the mindsets of the
employees
–so that they ar elikely to stay for long-term

—obtain effective output from new employees

A

3 aims of Induction

136
Q

—making use of methods and strategies to enhance the awareness, knowledge, and
information among employees

—employees should receive on the job and off the job training to generate
information regarding history, personnel, goals, and job performance

—main purpose is to balance the needs and requirements of the organizations and HR

A

Training

137
Q

role plays
vestibule training
field visits
lectures

A

Training Methods

138
Q

—evaluating employees from time to time helps in monitoring enhancement of
productivity and performance

—help in identifying the limitations and the measures that are required to get implemented to improve them

—can tell whether the recruitment process is working efficiently or are there any changes and transformations that need to be brought about

A

Employee Evaluation

139
Q
  1. Job Vacancy
  2. Job Analysis
  3. Attracting Candidates
  4. Screening Candidates
  5. Interviewing Candidates
  6. Selecting and Appointing Candidates
  7. Induction and Training
  8. Employee Evaluation
A

Elements in Recruitment and Selection Process (Step-by-Step Process)

CHRA (7 decks)

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