Recruitment & Retention Flashcards
Availability analysis
The measurement of how many minorities and women are available to
work in the relevant labor market of an organization
Consent decree
A legally enforced court ruling that specifies the affirmative action steps an
organization must take to remedy the effects of past discrimination
Contingent workers
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
Employee referrals
The process by which current employees inform their acquaintances about
openings and encourage them to apply
Employee value proposition
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
External labor market
The set of potential applicants who don’t currently work for a given organization
Internal labor market
An organization’s current employees, which can be one source of applicants for open positions
Job fair
An event in which several employers work together to provide information about
employment opportunities at their companies
Job postings
A list of current job openings available to all employees in an organization
Realistic job preview
An organization’s careful description of both the positive and negative
aspects of a job and the organization
Recruitment
Searching for and obtaining qualified applicants to consider when filling job
openings
Retention
All of an employer’s activities designed to encourage qualified and productive
employees to continue working for the organization
Talent inventory
A database that contains information about the pool of current employees
Utilization analysis
A study that determines the number of minorities and women employed
(utilized) in each type of job in an organization
who should do recruiting
HR recruiters or generalists (large firms)
Managers and/or Supervisors (smaller firms)
Work Teams
Recruiting Process Outsourcing (RPO)
recruitment and retention links to other HR Activities
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
Recruiting Sources & Methods
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
labor costs due to bad recruiting
-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
improving productivity with recruiting
Controlling costs while ensuring that the organization
can grow, diversify, expand internationally.
Recruiting technical workers & senior management.
Legal compliance.
Involving employees in recruitment.
internal recruiting benefits of promoting from within
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
disadvantages of recruiting from within
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.
internal methods of locating qualified job candidates
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
outside sources of recruitment
Advertisements. Unsolicited applications & resumes. Internet recruiting. Employee referrals. Executive search firms Educational institutions. Professional organizations. Unions. Public employment agencies. Private employment agencies.
labor market
Area from which applicants are to be recruited
tight labor market
high employment, few available workers
loose labor market
low employment, many available workers
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).
requirements for effective recruiters
Knowledge of the recruited job’s requirements & of
the organization.
Training as an interviewer.
Personable & competent to represent the organization
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)
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.
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
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.
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.
effectiveness of recruiting
surveys, recruiting metrics, realistic job previews
time to fill
The number of days from when a job opening is
approved to the date the candidate is selected
yield ratios
The percentage of applicants from a recruitment source
that make it to the next stage of the selection process.
branding
An organization’s efforts to help existing & prospective workers understand why it is a
desirable place to work.
becoming an employer of choice
benefits offered, how to communicate to public- investment required, benchmarking may highlight deficiencies, may raise employee expectations & awareness
recruitment experience
needs to be easy and fast - recruiters should make good impressions
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
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
recruiting ethics
honesty pays
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
recruiting practices that may create glass ceiling
executive search firms, reliance on networking (word of mouth & employee referrals)
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.
