Chapter 5 - Expanding the Talent Pool: Recruitment and Careers

Question 1

Employee profiles

Answer 1

profiles of workers developed by studying an organizations top performers to recruit similar types of people

Question 2

What attracts people to a job

Answer 2

Type of work and organization image
Less - pay, compensation, and advancement

Question 3

Recruiting process outsourcing

Answer 3

the practice of outsourcing an organizations recruiting function to an outside firm, many companies use their own internal intranet websites as well as the publicfacing website another job-posting websites
Need to hire a lot of employees quickly

Question 4

Internal/external hiring

Answer 4

Management positions through promotion or transfers
External - trying to reach a diversity goal

Question 5

Internal labour markets -

Answer 5

• labour markets in which workers are hired into entry level jobs and higher levels are filled from within

Question 6

Regional and global labour markets -

Answer 6

• clustering can occur due to resources the firm needs both human and natural are located in some areas and not others

Question 7

Global sourcing -

Answer 7

the business practice of searching for and using goods and services from around the world

Question 8

Branding

Answer 8

A company’s efforts to help existing and prospective workers understand why it is a desirable place to work

Question 9

Advantages of branding

Answer 9

Helps attract and retain top potential employees
Highlights the unique features of an organization’s employment offerings or environment
World of mouth is a an effeictive strategy for branding
Use their social media pages - reach a lot more candidates

Question 10

Recruiting Internally
Internal job postings

Answer 10

bulletin board in the break room, intranet sites

Question 11

Identify talent through performance appraisals

Answer 11

successful performenrs are often good candidates for a promotion

Question 12

9-box grid -

Answer 12

a comparative diagram that includes appraisal and assessment data to allow managers to easily see an employees actual and potential performance

Question 13

Skills inventories and replacement chart -

Answer 13

skills inventories can be used to help track an employee’s education, past work expereince, vocational interests, specific abilities, and skills, compnesation history, and job tenure to see how they can be best used

Question 14

Recrutining Externally
Advertisements

Answer 14

Advertising job opportunities on websites and in newspapers and trade journals is a common way to attract candidates, reach a large audience

Question 15

Walk-ins and Unsolicied Applications and Resumes -

Answer 15

Walkins are common in smaller organizations - demonstrates initiative

Question 16

The Internet, Social Networking, and Mobile Recruiting

Answer 16

The internet is the most commonly used search tactic by job seekers and recruiters to get the word out about new positions - it is easier, cheaper, faster, and can be effective

Question 17

Passive job seakers

Answer 17

people who are not looking for jobs but could be persuaded to take new ones given the right opportunity

Question 18

Mobile recruiting

Answer 18

the process of recruiting candidates via their mobile devices

Question 19

Job fairs

Answer 19

Meet a diverse set of applicants in a certain region

Question 20

Employee referrals -

Answer 20

Recruitment efforts of an organization can be greatly aided by employee referrals or reccomendations from the firm current employees about potential candidates

Question 21

Nepositim

Answer 21

a preference for hiring relatives of current employees

Question 22

Rerecruiting

Answer 22

The process of keeping track and maintaining relationships with former employees to see if they would be willing to return to the firm

Question 23

Executive Search Firms

Answer 23

Often called headhunters help employers find the righ person for a job

Question 24

Educational Insitutions -

Answer 24

Source of young applicants with formal training but relatively little full-time work experience

Question 25

Professional Associations -

Answer 25

Offer placement service to members as one of their benefits - lists of members seeking employment may be advertised in their journals or publicized at their national meetings

Question 26

Labour unions

Answer 26

Prominent with blue-collar jobs and some professional jobs

Question 27

public Employment Agencies

Answer 27

Provincially maintained employment agencies that administers its employment insurance programs

Question 28

Private Employment and Temporary Agencies

Answer 28

Charging a fee enables private agencies to tailor their services to the specific needs of their clients - can specialize in serving a specific area or geographic area

Question 29

Employee Leasing

Answer 29

The process of dismissing employees who are then hired by a leasing company (which handles all HR-related activities) and contracting with that company to lease back the employees

Question 30

Improving the Effectivness of Recruiting Using Realistic Job Previews (RJP) -

Answer 30

Informing applicants about all aspects of the job, including both desirable and undesirable facets

Question 31

Surveys

Answer 31

- survey managers about how satisfied they are with the process and ask candidates why they turned down the offers

Question 32

Recruiting Metrics Quality of fill statistics -

Answer 32

hiring quality employees is a primary concern of recruiters

Question 33

Time to fill -

Answer 33

the number of days from when a job opening is approved to the date the candidate is selected

Question 34

Yield ratios

Answer 34

the percnrage of applicants from a recruiting source that make it to the next stage of the selection process

Question 35

Cost of recruitment

Answer 35

average source cost per hire, applicant tracking system: a software application recruiters use to post job openings, screen resumes, contact potential candidates for interviews via email, and track the time and costs related to hiring people

Question 36

Applicant tracking system -

Answer 36

a software application recruiters use to post job openings, screen resumes, contact potential candidates for interviews via email, and track the time and costs related to hiring people

Question 37

Target Recruitment

Answer 37

Diversity in the workplace is a fast-growing trend that results in many positive organizational outcomes Targeted recruitment involves recruitment strategies that meet diversity objects through outreach to understand groups to maintain diverse representation in an applicant pool Can serve as an employer branding strategy; it creates a message that an organization is a positive place to work for traditionally excluded groups

Question 38

Career Managment: Developing Talent over Time

Answer 38

Organizations goals should be linked with the individual career needs of its employees on a way that improves the effectivness of workers and their satisfaction as well as achieves the firms strategic objectives

Question 39

Employees role -

Answer 39

changes in the workplace are occurring so rapidly that employees need to take an active role in planning their careers

Question 40

The organizations role - establishing a favourable career development climate

Answer 40

must have complete support of top management

Question 41

Blending the goals of individual employes with the goals of the organization

Answer 41

goals and needs should be linked with the individuals carrer and the needs of its employees in a way that improves the effectiveness of workers and their satisfaction as well as achieves the firms strategic objectives

Question 42

Identifying Career Opportunities and Requirements Begin with a competency analysis

Answer 42

- organziation should study its jobs carefully to identify and assign weights to the knowledge and skills that each one requires Achieved through job analysis and evaluation systems

Question 43

Job progressions

Answer 43

the hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that sucessvily require more knowledge and/or more skill

Question 44

Career paths -

Answer 44

lines of advancement in an occupational field within an organization

Question 45

Track career stages -

Answer 45

a persons knowledge, skills, abilities, and career aspriactions change with age and maturity - preparation for work - orgnizational entry - early career - midcareer - late career

Question 46

Different career paths Promotion

Answer 46

a change of assignment to a job at a higher level in the organization

Question 47

Transfer

Answer 47

placement of an individual in another job for which the duties, respsonsibilites, status, and remuneration are approximately equal to those of the precvious job Downward transfer - demotion, lower-level job

Question 48

Relocation services -

Answer 48

services provided to an employee who is transferred to a new location, which might include help in moving, selling a home, orienting to a new culture, and/or learning a new language

Question 49

Outplacement services

Answer 49

services provided by organizations to help terminated employees find a new job

Question 50

Consider dual career paths for employees -

Answer 50

technical and professional areas are changing - provide for progression in special areas such as it, finance, marketing and engineering, that provide compensation that is comparable to managers

Question 51

Consider boundaryless career -

Answer 51

see themselves as selfdirected “free agents” who develop a portfolio of employment opportunities by proactively moving from employer to employer Must continually learn new skills, developing new relationships, and capitalizing on existing skills and relationships

Question 52

Career plateau

Answer 52

a situation in which, for either organizational or personal reasons, the probability of moving up the career ladder is low, there are three types of plateaus

Question 53

Structural

Answer 53

marks the end of promotions

Question 54

Content

Answer 54

person has learned a job too well and is bored with their day-to-day activities

Question 55

Sabbatical

Answer 55

an extended period of time in which an employee leaves an organization to pursue other activities and later returns to their job

Question 56

Career Development Initiatives Most successful career management practices used within an organizaiton

Answer 56

Employees have clear expectations Employees have the opportunity to transfer to other office locations A clear and thorough succession plan Performance is encouraged through rewards and recognition Employees have the time and resources they need to consider short and long term career goals Employees are encouraged to continually assess their skills and career direction

Question 57

Barriers

Answer 57

Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development Rigid job specifications, lack of leadership support for career management, and a short term focus Lack of career opportunities and pathways within the organiziton for employees

Question 58

Career planning workbooks and workshops -

Answer 58

guide employees individually through systematic self-assesemnt of values, interests, abilities, goals, and personal development plans

Question 59

Career counselling -

Answer 59

the process of discussing with employees their current job actiivtes and performance, personal and career interests and goals, personal skills, and suitable career development objectives

Question 60

Fast-track program

Answer 60

a program that encourages new managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential

Question 61

Mentoring

Answer 61

mentors are individuals who coach, advise, and encourage individuals of lesser rank - does not need to be a formal relationship

Question 62

Reverse mentoring -

Answer 62

a program whereby younger employees are called on to mentor older employees and executives about social media trends, new technology, and marketplace trends

Question 63

General guidleines for mentors -

Answer 63

Research the persons background, make contact with the person, request help on a particular matter, consider what you can offer in exchange, arrange a meeting, follow up, ask to meet on an ongoing basis

Question 64

Networking

Answer 64

the process of establishing mutually beneficial relationships with other business people, including potential clients and customers

Question 65

Career self-managment training - 2 objectives

Answer 65

Helping employees learn to continuously gather feedback and information about their careers Encourage them to prepare for mobility, the training is not geared to skills and behaviours associated with a specific job but rather toward longterm personal effectiveness