Recruitment & Retention Flashcards

1
Q

Availability analysis

A

The measurement of how many minorities and women are available to
work in the relevant labor market of an organization

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2
Q

Consent decree

A

A legally enforced court ruling that specifies the affirmative action steps an
organization must take to remedy the effects of past discrimination

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3
Q

Contingent workers

A

People hired with no implicit or explicit contract for long-term employment,
including “free agents,” independent contractors, and temporary workers, usually last 3-12 months

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4
Q

Employee referrals

A

The process by which current employees inform their acquaintances about
openings and encourage them to apply

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5
Q

Employee value proposition

A

A statement that summarizes what a potential employee will get
(money and otherwise) in exchange for bringing his or her skills and effort to an organization

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6
Q

External labor market

A

The set of potential applicants who don’t currently work for a given organization

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7
Q

Internal labor market

A

An organization’s current employees, which can be one source of applicants for open positions

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8
Q

Job fair

A

An event in which several employers work together to provide information about
employment opportunities at their companies

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9
Q

Job postings

A

A list of current job openings available to all employees in an organization

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10
Q

Realistic job preview

A

An organization’s careful description of both the positive and negative
aspects of a job and the organization

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11
Q

Recruitment

A

Searching for and obtaining qualified applicants to consider when filling job
openings

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12
Q

Retention

A

All of an employer’s activities designed to encourage qualified and productive
employees to continue working for the organization

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13
Q

Talent inventory

A

A database that contains information about the pool of current employees

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14
Q

Utilization analysis

A

A study that determines the number of minorities and women employed
(utilized) in each type of job in an organization

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15
Q

who should do recruiting

A

 HR recruiters or generalists (large firms)
 Managers and/or Supervisors (smaller firms)
 Work Teams
 Recruiting Process Outsourcing (RPO)

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16
Q

recruitment and retention links to other HR Activities

A

Recruiting activities may affect other parts of the
system, and other parts of the system may affect
recruiting activities.
 Fairness & Legal Compliance.
 HR Planning & Change.
 Job Analysis & Competency Modeling.
 Training & Development.
 Benefits & Services

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17
Q

Recruiting Sources & Methods

A

 Research shows no clear differences in employment
experiences of employees recruited from different
sources—internal or external.
 Advantages of using multiple sources
 Generates a larger pool of applicants
 Increases diversity

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18
Q

labor costs due to bad recruiting

A
-lost productivity: Errors made by inexperienced employees
 Paperwork mistakes
 Damaged products
 Projects or contracts lost
 Lower morale among remaining employees
 Lost knowledge and business contacts
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19
Q

improving productivity with recruiting

A

 Controlling costs while ensuring that the organization
can grow, diversify, expand internationally.
 Recruiting technical workers & senior management.
 Legal compliance.
 Involving employees in recruitment.

20
Q

internal recruiting benefits of promoting from within

A

Capitalizes on past investments (recruiting, selecting,
training, & developing) in current employees.
 Rewards past performance and encourages continued
commitment to the organization.
 Signals to employees that similar efforts by them will lead to promotion.
 Fosters advancement of members of designated within
an organization.
 Accurate record of past performance
 reduces labor costs

21
Q

disadvantages of recruiting from within

A

 Current employees may lack the knowledge, experience,
or skills needed for placement in the vacant/new position.
 The hazards of inbreeding of ideas and attitudes
(“employee cloning”) increase when no outsiders are
considered for hiring.
 The organization has exhausted its supply of viable
internal candidates & must seek additional employees in
the external job market.

22
Q

internal methods of locating qualified job candidates

A

 Database systems containing the records & qualifications
of each employee that can be accessed to identify &
screen candidates for an internal job opening.
 Identifying Talent through Performance Appraisals.
 Skills Inventories & Replacement Charts

23
Q

outside sources of recruitment

A
 Advertisements.
 Unsolicited applications
& resumes.
 Internet recruiting.
 Employee referrals.
 Executive search firms
 Educational institutions.
 Professional
organizations.
 Unions.
 Public employment
agencies.
 Private employment
agencies.
24
Q

labor market

A

Area from which applicants are to be recruited

25
tight labor market
high employment, few available workers
26
loose labor market
low employment, many available workers
27
factors determining relevant labor market
 Skills & knowledge required for a job  Level of compensation offered for a job  Reluctance of job seekers to relocate  Ease of commuting to workplace  Location of job (urban or nonurban).
28
requirements for effective recruiters
 Knowledge of the recruited job’s requirements & of the organization.  Training as an interviewer.  Personable & competent to represent the organization
29
selecting an executive search firm
understand weaknesses of firm, investigate firm's completion rate, know restrictions the firm is under, understand the fee structure, understand search process (lions vs squirrels)
30
employing foreign workers
Publicize job openings in foreign labor markets using methods that are culturally appropriate to the location. Monitor the salaries and benefits of foreign and domestic workers. Provide relocation support to foreign employees, including assistance with immigration, travel, permanent residence applications, visa renewals, bank accounts, credit cards, drivers’ licenses, and so on. Develop & provide training & acculturation programs for both domestic & foreign employees. Assist foreign employees with the process of repatriation into their home country at the end of their employment assignment.
31
HR triad role for recruiting/retaining employees
line managers: develop objectives with HR, disseminate info to internal candidates, facilitate retention HR professional: design recruitment, evaluate outcomes, provide training, use exit interviews Employees: participate in recruitment & diversity efforts, seek info on company openings, openly discuss objectives
32
contingent worker advantages and disadvantages
``` Advantages  Employees have flexibility.  Workers can preview jobs and organizations.  Easier to give regular employees temporary leaves.  Compensation may be higher than regular employees. Disadvantages  Contingent workers may have less commitment.  Conflict common between regular & temporary workers. ```
33
rehires and recalls
``` Used to cope with seasonal fluctuations Advantages  Inexpensive & effective way to recruit.  Freedom to work on their own schedule.  Disadvantages  Lack of commitment.  Distrust over pay. ```
34
effectiveness of recruiting
surveys, recruiting metrics, realistic job previews
35
time to fill
The number of days from when a job opening is | approved to the date the candidate is selected
36
yield ratios
The percentage of applicants from a recruitment source | that make it to the next stage of the selection process.
37
branding
An organization’s efforts to help existing & prospective workers understand why it is a desirable place to work.
38
becoming an employer of choice
benefits offered, how to communicate to public- investment required, benchmarking may highlight deficiencies, may raise employee expectations & awareness
39
recruitment experience
needs to be easy and fast - recruiters should make good impressions
40
making an offer applicants will accept
Most job seekers are looking for “acceptable,” rather than “ideal” job.  Location, job, company, & match with organization’s values are all important to the applicant- pay, benefits
41
non compensatory reservation wage
minimum pay to make an offer acceptable, frequently based on:  Prior compensation  Length of unemployment  Availability of salary information  Generally higher for males than females
42
recruiting ethics
honesty pays
43
glass ceiling audits
 Upper-level management & executive training.  Rotational assignments International assignments.  Opportunities for promotion.  Opportunities for executive development programs at universities.  Desirable compensation packages.  Opportunities to participate on high-profile project teams.  Upper-level special assignments
44
recruiting practices that may create glass ceiling
executive search firms, reliance on networking (word of mouth & employee referrals)
45
managing layoffs
``` Consequences of Layoffs  Having to rehire same people  Having to compete for new workers  Loss of trust in management by investors.  Avoiding Layoffs  Keep the long-term view in mind.  Assisting Displaced Employees  Treat people with respect.  Timelines for Layoffs  WARN. ```