Week 2; Recruitment and Selection Flashcards
What is Human Resource leadership:
Guiding or being in charge of people, influencing them in a way of systematic process.
What is Workforce planning:
Ensuring that the right number of people with the necessary skills are employed in the right place at the right time to support business short and long-term objectives.
Workforce planning cycle:
1)Stocktaking: analysis of internal and external factors for the company. What the organization currently has and what might be needed in future.
2) Forecasting: a process where future demand and supply for labor is forecasted. Supply internal (labor to achieve future goals currently employed) and external (possibly suitable people in the market) are compared to demand to achieve future goals. Succession planning also takes place to ensure maximally low costs arising when a position must be replaced.
3) Develop action plan: The organization makes a specific plan to meet the objectives of the company. Recruitment, retraining, and redeployment are accordingly planned, in case of surplus redundancies are sought.
4) Implementation
5) Assessment
What is talent management?
a systematic and integrated approach to recruiting, engaging, and retaining talented employees - of particular value in order to achieve objectives.
Potential/Performance matrix in talent identification:
Untapped potential: High potential, low performance
Classic high potential (HIPOs): High potential, high performance
Under-performer: low potential, low performance
Key performer: low potential, high performance
Recruitment and Selection stages:
1) Business strategy
2) Workforce planning
3) Job analysis
4) Recruitment
5) Selection
Job analysis:
Detailed information about the role and responsibilities is gathered, leading to output of Person specifications and Job description. Used in Recruitment and selection; Performance management (performance appraisal criteria); Reward management (compensation plans); Learning and development (training needs assessment).
Define Job description:
Detailed breakdown of the purpose of the role and the various tasks and responsibilities involved.
Define Person specifications:
Translates job description in human terms, leading to a person profile needed to perform the job.
Recruitment method descriptions for specific roles:
Wide nets: for positions that are hard to fill and require a specific skill-set. Search or recruitment consultants.
Wide trawls: for positions that has a huge applicant pool and are easy to fulfill. Use of commercial boards.
Internal Recruitment, definition and examples:
Job position advertised within the company. It is cost-effective, however, limits the pool of applicants. Such practice can boost morale and development within the company. It also can restrict diversity and innovation, as well as a gap in the position the employee already worked at.
External Recruitment, definition and examples:
The vacancy is advertised outside the current employee base. Mirrored advantages and disadvantages with Internal recruitment.
Examples:
1) Recruitment consultancies: find candidates on behalf of the company.
2) Employee referrals: employee receives benefits for referring successful candidates. Most cost-effective form of external recruitment.
3) Graduate recruitment: goes directly to the source for the purpose. Cost-effectively allows companies to find educated people.
E-recruitment:
Use of the internet to attract candidates. Social networking sites is often used for such activity, for example, Facebook, Linkedin, or Twitter.
Advantages:
Speed and efficiency.
Ability to target the necessary candidates for the role.
For candidates offer multiple sources of info about the company and role.
Disadvantages:
Hard to shortlist and filter due to the high amounts of applicants.
International recruitment:
Is used when the vacant position requires skills that can only be acquired overseas. Usually used to attract senior roles, as the process is expensive.
Selection interviews:
Face-to-face meetings with the candidate, can be a phone call, video, or one-to-one interview.
Unstructured interviews: Informal chat between employee and employer, has low predictive validity.
Structured interviews: questions are based on job-related criteria, and the same questions are asked to everyone. Answers then are rated. Most common are competency-based interviews and situational interviews.
