Talent Acquisition Flashcards
Staffing
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.
Global Planning for Talent Acquisition
- Ethnocentric: One best way
- Polycentric: Many best ways
- Geocentric: Team way
- Regiocentric: Region way
Employment Brand
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
Employee Value Propostion (EVP)
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?’
Guidelines for Building an Employment Brand
- Determine existing perception of orgz
- Identify main competition for high quality EEs
- Assess orgz strengths and weaknesses
- Develop brand
- Ensure the brand is consistent
- Test brand and make modifications
- Execute brand
- Reassess and revitalize brand
- Reinforce brand
Job Analysis
Determines activities and responsibilities, personal qualifications necessary, and work conditions.
*Results in a written statement
Job Documentation
Involves the creation of job descriptions, specifications, and competencies.
*Use analysis to create job description/documentation
Job Description
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
Competencies
Clusters of highly interrelated attributes, including KSA, that give rise to the behaviors needed to perform a given job effectively.
Job Descriptions in a Global Environment
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.
Job Specification
Describe the minimum qualifications necessary to perform a job.
Should reflect what is necessary for satisfactory performance, not what the ideal candidate should have.
Guidelines for Writing Job Descriptions
- Give realistic and descriptive titles
- Keep the summary short
- List only the important duties, tasks, responsibilities
- Identify the essential job duties/responsibilities
- Review the KSAs to be sure they are job related
- Secure approvals and dates
- Include any appropriate disclaimers
Sourcing vs. Recruitment
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.
Advantages v. Disadvantages of Internal v. External Recruiting
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
Common Recruiting Methods (Internal and External)
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
Advantages and Disadvantages of e-Recruitment
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
Headcount
The number of people on the orgz payroll at a particular time
Cost of Hire/Cost per Hire
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
Recruitment Cost Ratio and Yields
external costs + internal costs/total 1st year comp of hires in a time period * 100
Example:
qualified applicants/total applicants=% yield
Days to Fill
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
Attrition
Refers to the loss of EEs due to reasons other than firing and other employer initiated events.
*Its important to know why EEs leave
Talent Selection Process
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
Applicant Tracking System (ATS)
Automated tracking systems or electronic pre-employment screening. Provide an automated way for orgz to manage the entire recruiting process.
Types of Interviews
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.
