Week 1 Flashcards
Define ‘workforce planning’
Strategically evaluating the company’s current lines of business, new businesses it will be getting into, businesses it will be leaving, and the gaps between the current skills in the organization and the skills it will need to execute its business strategy. Determining what the organization really needs to be successful is the first step to hiring the right people.
Define ‘sourcing talent’
Locating qualified individuals and labor markets from which to recruit. Identifying high quality potential applicants helps to target recruitment efforts and increase the number of high quality applicants and hires.
Define ‘selecting talent’
Assessing job candidates and deciding who to hire. Evaluating job candidates on factors important to job and organizational performance helps companies identify the job candidates who will best enhance organizational effectiveness.
Define ‘recruiting talent’
All organizational practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers. Identifying the features of the job and organization that are most likely to appeal to different recruits, tailoring the recruitment message to best entice different candidates to apply and accept job offers, and proactively persuading high potential people to apply and accept job offers increases the number of high quality applicants and hires. Meeting applicants’ needs for information and respect, and attending to their reactions enhances the organization’s image as an employer and helps increase the number of future high quality applicants.
Define ‘acquiring talent’
Putting together job offers that appeal to chosen candidates, and persuading job offer recipients to accept those job offers. Recruiting and selecting the right people is futile if they ultimately choose not to join the company. Negotiating effectively and socializing new hires into the organization smooths their transition, and builds and maintains their enthusiasm and commitment.
Define ‘deploying talent’
Assigning people to appropriate jobs and roles in the organization to best utilize their talents. Having good people on board but in the wrong jobs compromises organizational performance and can increase turnover. Strategic staffing puts the right people in the right jobs at the right time, and builds employees’ commitment and capability to contribute to the firm over time.
Define ‘ retaining talent’
Hiring the right people isn’t enough if they soon leave. Retention increases current performance and increases the pool of talent available for leadership positions. Retaining good performers also means that the organization spends less time and fewer resources staffing vacancies.
Define ‘ retaining’
Hiring the right people isn’t enough if they soon leave. Retention increases current performance and increases the pool of talent available for leadership positions. Retaining good performers also means that the organization spends less time and fewer resources staffing vacancies.
Define ‘talent management’
Attracting, developing, retaining and utilizing people with the required skills and aptitudes to meet current and future business needs.
Define ‘strategic staffing’
The process of staffing an organisation in future oriented, goal directed ways, that support the business strategy of the organisation and enhance its effectiveness.
Define ‘strategy’
A long term plan of action to achieve a particular goal.
Define ‘matchmaking process’
Strategic staffing is a matchmaking process that requires the recruit and organisation to be matched.
Outline the goal of strategic staffing
Process goals: relates to the hiring process itself, including how many of what quality applicant apply, attracting appropriate numbers of diverse application and meeting hiring timeline goals, such as completing interviews withing two weeks and making job offers within one week of the final interview.
Outcome goals: apply to the product of the hiring effort and including the number and quality of people hired, the financial return on the staffing investment, and whether the staffing effort improved organisational effectiveness.
