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SHRM-SCP :!: > Talent Acquisition > Flashcards

Talent Acquisition Flashcards

1
Q

Staffing

A

The HR function that acts on the orgz human capital needs indentified through workforce planning and attempts to provide an adequate supply of qualified individuals to complete the body of work necessary for the orgz financial success.

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2
Q

Global Planning for Talent Acquisition

A
  1. Ethnocentric: One best way
  2. Polycentric: Many best ways
  3. Geocentric: Team way
  4. Regiocentric: Region way
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3
Q

Employment Brand

A

The persona an orgz presents to current or prospective EEs; it is the value an orgz promises about the total employment experience.

*Employer of choice

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4
Q

Employee Value Propostion (EVP)

A

The foundation of employment branding. Just as orgz select people whom they want to hire, talented people pick the orgz they want to work for.

An EVP answers the two part question:

‘Why would a talented person want to start working for an orgz and Why they want to continue to work for the orgz?’

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5
Q

Guidelines for Building an Employment Brand

A
  1. Determine existing perception of orgz
  2. Identify main competition for high quality EEs
  3. Assess orgz strengths and weaknesses
  4. Develop brand
  5. Ensure the brand is consistent
  6. Test brand and make modifications
  7. Execute brand
  8. Reassess and revitalize brand
  9. Reinforce brand
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6
Q

Job Analysis

A

Determines activities and responsibilities, personal qualifications necessary, and work conditions.

*Results in a written statement

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7
Q

Job Documentation

A

Involves the creation of job descriptions, specifications, and competencies.

*Use analysis to create job description/documentation

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8
Q

Job Description

A

A written description of a job and its essential functions and requirements.

Includes:

  • Job idenfication
  • Position summary
  • Minimum qualifications
  • Duties & responsibilities
  • Physical demands
  • Working conditions
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9
Q

Competencies

A

Clusters of highly interrelated attributes, including KSA, that give rise to the behaviors needed to perform a given job effectively.

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10
Q

Job Descriptions in a Global Environment

A

Job descriptions have additional purposes that are particularly significant.

Clearly defined, consistent job descriptions in a global environment are significant because they provide a common language within an orgz to communicate about and make decisions on jobs.

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11
Q

Job Specification

A

Describe the minimum qualifications necessary to perform a job.

Should reflect what is necessary for satisfactory performance, not what the ideal candidate should have.

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12
Q

Guidelines for Writing Job Descriptions

A
  1. Give realistic and descriptive titles
  2. Keep the summary short
  3. List only the important duties, tasks, responsibilities
  4. Identify the essential job duties/responsibilities
  5. Review the KSAs to be sure they are job related
  6. Secure approvals and dates
  7. Include any appropriate disclaimers
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13
Q

Sourcing vs. Recruitment

A

Souring: the precursor to actual recruitment, it genereates a pool of qualified applicants.

Recruitment: process of ecouraging candidates to apply for job openings, attracting the appropriate quantity of applicants is necessary but not sufficient. The quality of applicants is the critical factor.

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14
Q

Advantages v. Disadvantages of Internal v. External Recruiting

A

Internal:

A: reward good work, cost effective, improve morale, promotes career paths.
D: orgaz inbreeding, limited perspectives, heavy burden on learning and development, negative work environment

External:

A: new ideas, gain competencies, cross-industry insights, reduce training costs, diverse
D: increase recruitment cost, morale problems, longer onboarding, misplacement

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15
Q

Common Recruiting Methods (Internal and External)

A

Internal: referrals, moonlighting (EE holds a second job), job bidding (EE indicates an interest), job posting (EE responds to promotional opportunity), talent pipeline, succession planning

External: advertising, agencies, schools, website, former EEs, government agencies, internships, open house

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16
Q

Advantages and Disadvantages of e-Recruitment

A

A: widens recruitment sources, immediate response, increase applicant pool, better candidate matching, can target specialized skill

D: high volume (many can be unqualified), labor intensive filtering process, data privacy, could exclude qualified candidates who would rather send a resume, excludes candidates were technology is not available

17
Q

Headcount

A

The number of people on the orgz payroll at a particular time

18
Q

Cost of Hire/Cost per Hire

A

Cost of Hire: the traditional measure of recruiting costs, determined by taking the total costs of all hires and dividing that figure by the number of new hires (total costs/# of new hires)

Cost per Hire: measure of the effort exterted to staff an open position in an orgz (external costs + internal costs)/ total # of hires in a time period

  • external costs: advertising, job fair, travel
  • internal costs: salaries, benefits, physical infrastructure
19
Q

Recruitment Cost Ratio and Yields

A

external costs + internal costs/total 1st year comp of hires in a time period * 100

Example:

qualified applicants/total applicants=% yield

20
Q

Days to Fill

A

AKA time to fill. Represents the number of days from when a job req is opened until the offer is accepted by the candidate.

  • helps HR determine a realistic amount of time for hiring new EEs
  • Helps mgmt plan how to best redistribute work
21
Q

Attrition

A

Refers to the loss of EEs due to reasons other than firing and other employer initiated events.

*Its important to know why EEs leave

22
Q

Talent Selection Process

A

Screen: analyze candidate applications/resumes
Interview: designed to probe areas of interest to the interviewer to determine how well the candidate meets the needs of the orgz
Assess/Evaluate: determine if candidate has potential to be successful in a job
Select/Offer: bring everything together to complete candidate evaluations and make a hiring recommendation

23
Q

Applicant Tracking System (ATS)

A

Automated tracking systems or electronic pre-employment screening. Provide an automated way for orgz to manage the entire recruiting process.

24
Q

Types of Interviews

A

Structured Interviews: Interviewer asks every candidate the same questions

Unstructured Interviews: Interviewer talks with the candidate in a manner that is more like an everyday conversation, questions are not pre set, but topics could be pre determined.

Behavioral Interview: Interviewer focuses on how the candidate previously handled situations

Competency Based: Interviewer asks questions that are based on real situations related to the competencies for the position.

Group Interview: Mulptile candidates interviewed at the same time or each candidate interviewed by multiple ppl. *Fishbowl: how a person interacts w others

Stress Interview: Interviewer puts applicant under pressure like a simulation or a case study.

25
Q

Guidelines for Interviews

A
  1. Familiarize yourself w the duties/requirements
  2. Be prepared to answer ?s about the orgz
  3. Formulate your questions
  4. Organize the ?s in order you intend to ask
  5. Review the candidates application/resume

*establish rapport, listen, smooth transitions, take notes

26
Q

Assessment Methods ‘Substantive’

A

Substantive Assessment Methods: pre-employment tests help to reduce the candidate pool to finalists for the job.

Ex:

  1. Cognitive Ability Test: Assess skills the candidate has already learned. *complete an actual work task
  2. Personality Test: A persons social interaction. *true/false items to measure personality factors
  3. Aptitude Test: ability to learn a new skill. *test to measure aptitude for computers.
  4. Psychomotor Tests: demonstrate a minimum degree of strength, anxiety. *manual dexterity test
  5. Assessment Centers: method of assessing higher-level managerial and competencies. *pencil test, role play, work related tests.
27
Q

Assessment Methods ‘Discretionary’

A

Discretionary Assessment Method: To separate those who receive job offers from the list of finalists.

Should not be used solo, assuming all finalists are good, resort to Substantive methods

28
Q

Assessment Methods ‘Contingent’

A

Contingent Assessment Method: Depends on the nature of the job and legal mandates. They are not always needed.

Ex: Drug screens, medical exams, background checks, references

29
Q

Selection Decision Process

A
  1. Organize and summarize information in terms of selection criteria.
  2. Identify and rank acceptable candidates.
  3. Collect additional information as necessary.
  4. Make an offer to the top candidate.
30
Q

Make an Offer to Top Candidate

A
  1. Contingent Offer: contingent on passing a test/requirement.
  2. Employment Offer: oral/written (not legally binding).
  3. Employment Contract: written agreement between the orgz and EE that explains employment relationship.
31
Q

Onboarding and Assimilation Process

A
  1. Make the job hunt simple, seamless, and informative
  2. Create accurate first impressions
  3. Make the first day count
  4. Give EEs a structured onboarding experience
  5. Provide a buddy
  6. Show EEs a path to success
32
Q

Orientation v. Onboarding

A

Orientation: an EE becomes familiar with the orgz as well as his or her department co workers, and the job. Lasts one to two days.

Onboarding: first few moths of an EEs tenure in a position, help EEs develop positive working relationships with their suprvisor, coworkers, and others who they will interact with. Lasts several month to a year.

33
Q

What Techniques Orgz Use to Build an Employment Brand?

A 
The orgz website
Media ads
Social media
Marketing campaigns
Recruiting events
Sponsorships
Formal or informal word of mouth
Dialogue
34
Q

Variations in Job Descriptions

A
  1. Essential Functions: the primary job duties that an individual must be able to perform (w or w/o reasonable accommodations)
  2. Non essential Functions: desirable, not necessary
  3. Sign off: “I have read and understand the contents of this job”
  4. Disclaimers: orgz right to change responsibilities and tasks as needed
35
Q

Job Descriptions in a Global Environment (Uses and Challenges)

A

In global environments, JDs have additional purposes that are particularly significant:

Uses:

  • intracountry and cross border transfers
  • career mgmt and succession planning
  • compensation studies
  • stats for job types across the orgz
  • comparison of business processes across countries

Challenges:

  • lack of global competency model
  • varied interpretations of job functions
  • varied expectations for similar jobs
  • varied approaches to on the job development
  • diff work environments required for the same job
  • varied compliance requirements that necessitate thorough due diligence
36
Q

Job Analysis Considerations

A

Generally gathers info about:

  1. Job context: the purpose of the job
  2. Job content: duties and responsibilities
  3. Job Specifications: KSA for success
  4. Performance Criteria: desired behaviors
37
Q

Job Analysis Methods

A
  1. Observation
  2. Interview
  3. Work Diary
  4. Task Inventory
  5. Critical Incident (real life scenario)
  6. Position Analysis Questionnaire (characteristics)
38
Q

Workforce Analytics

A

Helps orgz draw conclusions from HR data quickly and efficiently

Improves vital decisions about talent and helps address workforce challenges

SHRM-SCP :!: (24 decks)

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