Talent Acquisition Strategy Flashcards
Workforce planning
identifies the workforce that can implement the organization’s strategies and goals, both now and in the future.
Staffing
Acts on the strategy determined via workforce planning
Reynold’s Changing Staffing Patterns
Initial staffing (perhaps of greenfield operation) my rely on global assignees (experienced and agile but from another country/locality.) As local nationals become more skilled, they gradually replace the assignees. Eventually the local nationals become the global assignees themselves, going to other areas to assist with initial staffing requirements.
Employment branding
Positioning an organization as an “employer of choice” in the labor market.
Employee value proposition
Foundation of employment branding, how employees justify the organizations they’d want to work for, or why they would want to stay at your company (attracting and retaining talent.)
An EVP creates a magnet to the organization’s employment brand.
Must accurately reflect work environment and be congruent with external brand.
Best practice for Employment Branding: Brand pillar identification
Clear statements of the most important attributes and principles the organization wants to consistently communicate in all aspects of talent acquisition and talent management
Best practice for Employment Branding: Achievement of work environment awards
Rankings that increase an organization’s exposure and credibility with employees and candidates. Promotes an organization as a positive place to work
Examples: Public recognition and rankings on lists such as best places to work, best places to launch a career, top places to intern, top organizations for diversity, best employers for workers over 50
Best practice for Employment Branding: Personalized channels for external audiences
Applications customizing and personalizing brand messaging to best fit user responses to profile questions
Examples: Website background music uniquely meaningful to potential interns or candidates just out of college, streaming online messages tailored to the experience level of the potential applicant
bona fide occupational qualification (BFOQ)
legitimate job criterion that employers can legally use to hire a foreigner (e.g., bring an expatriate into a country for a job).
Employers must prove that all or substantially all local employees cannot perform the key duties and responsibilities required by the job position.
Job specifications
minimum qualifications necessary to perform a job.
include experience, education, training, licenses and certification (if required), mental abilities and physical skills, and level or organizational responsibilities.
Sourcing
precursor to actual recruitment: generates a pool of qualified applicants, identifying individuals (both active and passive job seekers) who may be potential employment suspects or referral points for other suspects.
Recruitment
process of encouraging 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 in recruitment.
Inside moonlighting
Occurs when a worker is enticed to take on a second job in the organization. It is ideal when there is a short-term need and the amount of additional work is minimal.
Moonlighting is so common in some organizations that HR departments have had to establish moonlighting policies.
Job bidding
Post for internal opportunity with hopes of being groomed into it
This process allows employees to indicate an interest in a position before one becomes available.
Job posting
This process provides a brief description of the job and allows employees to respond to internal promotional opportunities for which they have the skills and interest.
Nominations
Managers nominate high-performing individuals as candidates for internal roles.
Skill banks/skill tracking systems
Computerized talent or skill inventories furnish lists of qualified people.
Keeping track of people’s talents beyond just their current role (ex. HR person who has a degree in finance)
Succession planning
Potential talent in an organization is identified and developmental plans are established to help prepare individuals for promotional roles.
Geofencing
An advertising partnership that provides advertising in a certain area targeted to people who meet a certain criterion, such as spending a certain amount of time in one geographical area
Intrareligion recruiting
Sourcing for specific skills in a specific country for positions that cannot be filled by local hires
ex. need people with Eastern European language and cultural skills for a position in China
Outplacement services
Services that maintain job sites or job boards for individuals displaced due to layoffs
Temporary agencies
A contract relationship with an external staffing firm to supply talent through different service arrangements (either finite employment or temp-to-hire programs)
Contract agencies
Offer a pool of workers (usually highly skilled engineers, specialists, etc.), supplied for long-term projects; under contract between the organization and technical services firms
Agencies (third-party recruiters)
Vendors contracted to seek out active and passive candidates and provide pre-screened, qualified candidates quickly
Head count
This is a foundational metric used to build out other HR metrics.
Representation of the average number of employees required to run organizational operations over the course of a particular time period.
Large swings in head count are not the result of employee turnover, but rather operational changes like acquisitions, greenfield operations, and divestitures.
Groups and subgroups
Dividing employees by various categories and subcategories.
Ex.: execs, managers, trainees - group
Ex.: active/inactive - subgroup
Beneficial for reporting purposes - helps in planning for diversity and different operational requirements.
Demographics
basic statistics and characteristics of certain employee groups. They include age, occupation, income, and so forth.
For HR practitioners, demographic trends such as how many people are retiring and how many new employees are entering the market are important metrics with respect to HR planning and forecasting.
Cost of hire
Total costs / number of new hires
“Total costs” includes all costs associated with recruiting—advertising costs, recruiter and agency costs, referral incentives, relocation bonuses, referral bonuses, screening costs, travel costs, and the costs associated with the salary and overhead of internal recruiting staff.
Lumps together the costs of hiring for all types of employees regardless of their group/subgroup/demographic. Mixing types of employees can skew the true costs of hiring for a specific position.
Cost per hire
(Sum of external costs + Sum of internal costs) / New hires within a time period
SHRM’s: measure of the effort exerted (defined in financial terms) to staff an open position in an organization.
ratio of the total dollars an organization spends (in both external and internal costs) to the total number of hires in a specified time period.
Cost per hire, internal (CPHI)
defines a formula and methodology for creating the CPH measure for a single organization; it is not designed for comparison with other organizations’ CPH data.
Cost per hire, comparable (CPHC)
This metric uses a similar methodology to CPHI, but it incorporates a subset of data that is more likely to be used across organizations. CPHC is helpful in building comparisons of costs between organizations.
Attrition
Loss of employees for reasons other than being fired/other employer-related events
This implies that an employer has no direct control over how many employees are lost to attrition.
Pre-screening interview
Usually 20 minutes or less
Usually conducted by HR
Useful when an organization has a high volume of applicants for a job and face-to-face interviews are needed to judge pre-qualification factors
In-depth interview
Usually one hour or more
Usually conducted by line management
May be divided into several in-depth interviews by both line managers and potential colleagues
Structured/repetitive interviews
Interviewer asks every candidate the same questions. Ensures similar info is gathered from all candidates, and gives each opportunity to make a good impression
Unstructured/non-directive interview
Interviewer is more conversational with candidate, doesn’t have preset questions but may have preset topics. Gives each candidate opportunity to develop unique answers. Relies on social interaction.
Behavioral interview
Interviewer focuses on specific situations and how candidate has handled them. Asks pointed questions to determine if individual meets min. qualifications. Past performance is best predictor of future performance.
Competency-based interview
Interview questions based on real situations related to required competencies for the position. Provides insight into candidate’s proficiency in the competency.
Group interview - mult. applicants interviewed at the same time
When is this usually done?
When job duties are clearly defined and where numerous candidates can be informed and/or ask about job requirements.
Fishbowl interview
Typically interactive - may bring multiple candidates together to work on a realistic work situation, or could be 1 applicant paired with staff.
Helps employer learn how individual interacts with others to solve issues.
Team interview
used in situations where position relies on team cooperation (similar to 360-degree process). Can be comprised of supervisors, subordinates, and peers.
Panel interview
structured questions are spread across the group. The individual who is most competent in the relevant area usually asks the question (e.g., HR or a manager would ask behavioral questions to assess the ability to take direction; a peer might ask about knowledge specific to a project). In some panel interviews, interviewers may play off each other and ask questions in a “tag-team” style.
Stress interview
Stressful questions put candidate on defensive to see how they act under pressure. Interviewer might show aggressive attitutde, ask puzzling questions, show other unusual behavior. Could be used based on relevance of stress management to position (eg. air traffic controller.)
Substantive assessment methods (also called pre-employment tests)
Way to get more precise info about applicants who meet minimum criteria for the job. Help determine high performers if hired.
Cognitive ability tests
Skills applicant has already learned - verbal, math, reasoning
Typically consist of multiple-choice items that are administered via a paper-and-pencil instrument or computer.
Examples: Performance tests or work sample tests that require candidates to complete an actual work task in a controlled situation may be administered.
Personality tests
Multiple choice/true-false items that measure personality factors such as conscientiousness, extraversion, agreeableness, openness to experience, and emotional stability.
Aptitude tests
General ability or capacity to learn or acquire a new skill. Predict learning and training success.
Example: A test measures the natural aptitude for computers and problem solving for computer professions (e.g., systems analyst, programmer, network manager).
Psychomotor tests
Require a candidate to demonstrate a minimum degree of strength, physical dexterity, and coordination in a specialized skill area.
Ex. a manual dexterity test administered to a candidate for a factory assembly job.
Assessment centers
Not a place- method of assessing higher level managerial and supervisory competencies.
Require candidates to complete a series of exercises that simulate actual situations, problems, and tasks they would face on the job for which they are being considered.
Usually last at least a day and up to several days.
Discretionary assessment methods
Used to assess more subjective behaviors, such as organizational citizenship. Assess how a person would fit culturally with an organization. Rely heavily on candidate’s intuition.
Ex. might be testing for “organizational citizenship behaviors” such as helping others, covering for a sick colleague, being nice.
Organizations intent on maintaining strong cultures may consider assessing the person/organization match. Because they are subjective not usually used alone.
Contingent assessment method
Depends on nature of the job and legal mandates. Applicant receiving job offer is contingent on these assessments. Examples: drug test, medical exam
4 steps of Building an Employment Brand
Test the brand
Execute the brand
Reassess and revitalize the brand periodically
Promote the brand continuously
E-recruitment advantages/disadvantages
Advantages: widens recruitment sourcing, immediate responses, increased applicant pool, smarter candidate matching
Disadvantages: high volume of responses, labor-intensive filtering processes, excludes candidates who prefer a resume
RCR (recruitment cost ratio)
[(external + internal costs) / total first year comp of hires in a time period] x 100
Yield ratios
Qualified applicants/total applicants
Minority applicants/total
Female/total
Offers extended/qualified applicants
Offers extended/final interviews
Offers accepted/offers extended
Days to fill
Number of days from opening of requisition to acceptance of offer
Helps HR determine realistic timeframe for hiring
Emphasizing speed may increase recruitment costs and decrease quality of hire.
