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Human Resources Management > Week 5 > Flashcards

Week 5 Flashcards

1
Q

Human Resource Planning

A

process of analyzing the needs and developing plans and policies to meet those needs

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2
Q

Operational HR Planning

A
  • Administrative
  • Short term
  • Instrumental
  • Efficiency
  • Reactive
  • Departmental
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3
Q

Strategic planning in HR

A
  • Strategic
  • Procedural
  • Long term
  • Efficiency
  • Proactive
  • Organizational
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4
Q

Objectives of HR Planning

A
  1. Attract and retain qualified employees
  2. Plans for replacing employees if they leave or retire
  3. Ensure employee’s skills help reach organization’s goals
  4. Ensure HR policies support the direction of the goals of the company
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5
Q

Benefits of HR Planning

A
  1. Greater understanding of HR Implications and organizational results
  2. Cost reduction (ex. do we need 5 workers to complete this job?)
  3. Better time management
  4. Better management of potential development (should this worker be promoted?)
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6
Q

HR Planning cycle

A

Supply assessments (how many people we have) (present) -> needs/demands assessment (how many employees are needed) -> Development of response programs (repeat)

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7
Q

Determinants of HR Planning

A
  • Recruitment
  • Selection
  • Training and Development
  • Renumerations
  • Careers
  • Performance management
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8
Q

HR Planning - Demands

A

number and “types” of employees the organization needs to meet its current and future needs

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9
Q

HR Planning - Supply

A

Availability of current or potential employees to perform a job in the organization

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10
Q

Supply Analysis

A
  • succession and replacement analysis (check if workers that are ready to take over tasks)
  • competency inventories (skills of current workers)
  • market analysis (check the job market if the right talent exists outside the company)
  • staff ratios (compare the number of employees to what the company needs)
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11
Q

Stages of HR Planning

A
  1. Align HRM with organizational strategy
  2. Assess employees skills and roles
  3. Identify HR needs/demands
  4. Compare current workforce to future needs to see if there are any gaps
  5. Create plans to fill those gaps
  6. Evaluation of the impact of decisions
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12
Q

HR Planning must…

A
  • guide HRM
  • be used to support organizational strategy
  • meet internal and external issues (constraints, guidelines, determinants)
  • plan (anticipate actions)
  • be strategic
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13
Q

HR Planning - Applicability

A

Usability assessment: requires knowledge of different processes, external limitations (legal, technical, ethical) and internal conditions (characteristics of the staff…)
Cost-benefit analysis: What are the potential rewards expected from an initiative? What are the total costs? What is the ROI?

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14
Q

Recruitment

A

process of attracting and looking for potential candidates to fill one or several available jobs

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15
Q

Demands Analysis

A
  • Estimations (made by experts/managers)
  • Projections and trends
  • Simulations
  • Internal mobility
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16
Q

Determining the demands

A
  • How many individuals and in which functions?
  • What are the requirements and the competencies specified for each function?
  • Are there alternative ways for organizing work?
17
Q

Supply assessment

A
  • What is the number of workers and contractual relationships?
  • What are the workers’ characteristics and competencies?
  • What are the expectations about productivity?
  • What is the impact of each decision?
18
Q

Selection

A

set of procedures that refer to the choice and decision by the employer on which candidates best fit available vacancies

19
Q

Recruitment and selection process

A

Demands analysis: job analysis, job description, skills/competencies analysis
Candidates’ attraction: recruiting
Candidates’ selection: selecting

20
Q

Indirect recruitment

A

asking agencies or consultants to provide a short list of candidates with a profile appropriate for the job

21
Q

Temporary Workers Agencies

A

used when a company wants to recruit for jobs for a certain period/season

22
Q

Consultant Companies

A

Provide an integrative service (list according to desired profiles, advertising, interview…)

23
Q

Headhunters/Executive Consultants

A

allow to reach more senior profiles, “stars” and/or who are employed

24
Q

Internal recruitment

A
  • mobilities
  • promotions
  • references
  • substitutions
25
Q

External recruitment

A
  • Candidates from other processes
  • Spontaneous applications
  • Advertisements (job fairs, help wanted, internet…)
  • personal knowledge
26
Q

What are Pros and Cons for internal recruitment?

A

Pros: encourages motivation, cost-effective, aligns with career plans, good stability
Cons: limits fresh ideas, potential for internal conflict, limits candidate pool (external candidates may have more qualifications)

27
Q

What are Pros and Cons for External recruitment?

A

Pros: increases diversity, promotes innovation, renews culture, renewed potential
Cons: more expensive, time consuming, requires socialization of new employees

28
Q

Should we recruit internally or externally?

A

it depends on factors like cost, motivation, and the desire to innovate or maintain the company culture

29
Q

Features (types) of job advertisements

A

Informative: organization information, job tasks, required skills, working conditions
Attractive: pay and benefits, career and development opportunities
Point to action: how to apply (CV, video CV…)

30
Q

Egocentric advertisement

A
  • highly motivational and emotional
  • no demands, shows only positive and creative aspects
  • focuses on candidates’ desires and opportunities for success
31
Q

Promise advertisement

A
  • rational and “dry” (straightforward)
  • lists job requirements in a clear, cold manner
  • lacks motivational factors
  • unattractive
32
Q

Supply-Demand advertisement

A
  • balanced between egocentric and promise ad
  • clear job expectations and requirements
  • balanced expectations for reader
  • promotes interest
  • tells what is expected from candidate
33
Q

Writing a job ad

A

information about:
- Organization (characteristics, name or confidential)
- Job (title, description of tasks and responsibilities)
- Candidates profile (qualifications and skills)
- Working conditions (what they offer)
- Location
- Response conditions (by email, CV…)

34
Q

Recruitment sources

A
  • Institutions (universities, schools…)
  • Events (job fairs)
  • Internet (LinkedIN)
  • Consultancy and outsourcing
  • Direct contact (references)
  • Internal (career management)
35
Q

Advantages of online recruitment

A
  • greater flexibility in posting the ad and managing it
  • extends the spectrum of available applicants
  • facilitates response to candidates
  • faster process
  • reduction of administration costs
36
Q

Selection methods and tools

A
  • CV analysis
  • Interview
  • Cognitive abilities test
  • Personalities test
  • Knowledge test
  • Work samples
  • Group exercises
  • Assessment centers
  • Referral
37
Q

Selection method (the process kinda)

A

CV’s screening -> First screening -> initial interview -> second interview -> background check -> decision -> conditional offer > physical exam (if needed) -> hiring

38
Q

How your CV should be made

A
  1. Leadership (photo, non-verbal communication)
  2. Creativity (visually appealing)
  3. Show responsibility, dynamism, leadership, resilience, proactivity
  4. Skills
  5. Results oriented (experience)
  6. “Marriage Declaration” (education, relevant experiences, relevant soft skills, your objective “the marriage”)
39
Q

Psychological evaluation tests

A
  • Personality traits (projective tests, personality inventories)
  • Cognitive abilities test (attention, verbal numerical and abstract reasoning)
  • General intelligence

Human Resources Management (5 decks)

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