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Human Resource Management Mid-Term > Chapter 5: Recruitment > Flashcards

Chapter 5: Recruitment Flashcards

1
Q

9-box grid

A

A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee’s actual and potential performance.

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2
Q

Applicant tracking system

A

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.

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3
Q

Branding

A

A company’s efforts to help existing and prospective workers understand why it is a desirable place to work, beyond high salaris and development opportunities to attain and retain top potential employees.

How?
1. Consider talents as consumers
What do they want in a job?

  1. Word-of-mouth promotion (better than online promotion)
    - Using social networks in employer branding campaigns is also advantageous for developing a good brand image.
  2. Use online games
    The values, goals, and strategy of the company should also be communicated
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4
Q

Career counselling

A

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

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5
Q

Career networking

A

The process of establishing mutually beneficial
relationships with other businesspeople,
including potential clients and customers

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6
Q

Career paths

A

Lines of advancement in an occupational
field within an organization

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7
Q

Career plateau

A

A situation in which, for either organizational
or personal reasons, the probability of moving
up the career ladder is low

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8
Q

Employee leasing

A

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.

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9
Q

Employee profiles

A

Profiles of workers developed by studying an organization’s top performers to recruit similar types of people.

  1. What kinds of things do they like to do?
  2. What kinds of events do they attend?
  3. How can these kinds of people be contacted and recruited?
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10
Q

Fast-track program

A

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

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11
Q

Global sourcing

A

Companies are also looking globally for goods, services, and top talents, wherever that may be. It is called global sourcing.
1. Save production costs
2. Look for the best talent wherever they are (worldwide)

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12
Q

Internal labour markets

A
  1. Workers are hired into entry-level jobs and higher-level positions are filled from within through promotions.
  2. Effective in high unemployment in the economy.
    Unsolicited resumes are always coming.
  3. In conditions or areas with low unemployment, companies may seek help from local employment agencies
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13
Q

Job progressions

A

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

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14
Q

Mentors

A

Individuals who coach, advise, and
encourage individuals of lesser rank

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15
Q

Mobile recruiting

A

The process of recruiting candidates via
their mobile devices

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16
Q

Nepotism

A

A preference for hiring relatives of current
employees

17
Q

Outplacement services

A

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

18
Q

Passive job seekers

A

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

19
Q

Promotion

A

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

20
Q

Realistic job previews

A

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

21
Q

Recruiting process outsourcing

A

The practice of outsourcing an organization’s
recruiting function to an outside firm

22
Q

Relocation services

A

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

23
Q

Reverse mentoring

A

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

24
Q

Sabbatical

A

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

25
Q

Time-to-fill metric

A

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

26
Q

Transfer

A

Placement of an individual in another job
for which the duties, responsibilities, status,
and remuneration are approximately equal
to those of the previous job

27
Q

Yield ratio

A

The percentage of applicants from a recruitment
source that make it to the next stage
of the selection process

28
Q

Three types of career plateau

A
  1. Structural plateau –> Has reached the end of promotion (the highest possible position for that employee)
  2. Content plateau –> A person learns a job too well and is bored with day-to-day activities.
  3. Life plateau –> People who experience a loss of identity and self-esteem when they are no longer advancing in their careers.
29
Q

Advantages & Disadvantages of External Recruitment Strategies

A

Pros
- New Ideas
- Different Approach
- Increase diversity of age, education, and work practices

Cons
- Limited Impact
- Culture Clash
- Longer Learning Curve

30
Q

Advantages & Disadvantages of Internal Recruitment Strategies

A

Pros
- Shorter Learning Curve
- Morale Booster
- Commitment
- Less Costly

Cons
- Limits Diversity
- Internal Politics
- Status Quo

31
Q

HR’s Role in Career Management

A
  1. The Goal: Match Individual and Organization Needs
    - Create a supportive environment
    - Communicate the direction of the company
    - Establish mutual goal setting and planning
  2. Identify Career Opportunities and Requirements
    - Identify future competency needs
    - Establish job progressions/career paths
    - Balance promotions, transfers, exits, etc.
    - Establish dual career paths
  3. Gauge Employee Potential
    - Measure competencies (appraisals)
    - Establish talent inventories
    - Establish succession plans
    - Use assessment centers
  4. Institute Career Development Initiatives
    - Provide workbooks and workshops
    - Provide career counselling
    - Provide career self-management training
    - Give developmental feedback
32
Q

What is important to boost applicant attraction to the company?

A
  1. Job-organization traits
  2. Type of work
  3. Organization’s social image
33
Q

Targeted recruitment

A

Recruitment strategies to reach underused groups in order to maintain diverse representation in an applicant pool.

Firms with differentiation strategies may want to hire more diverse applicants to increase their innovation capabilities.

It also emphasizes commitment to local communities
Uplift organization; value and branding
What strategies may be used for this?

  1. Rewriting job descriptions to include only the most 2. Integral aspects of the job (no discrimination)
  2. Pictorial diversity (diversity shot basically)
  3. Include race & diversity policies.
  4. Community outreach
34
Q

HR’s Role In Career Management

A
  1. The Goal: Match Individual and Organization Needs
    (Matching)
    - Create a supportive environment
    - Communicate the direction of the company
    - Establish mutual goal setting and planning
  2. Identify Career Opportunities & Requirements
    (Opportunities & Requirements)
    - Identify future competency needs
    - Establish job progressions/career paths
    - Balance promotions, transfers, exits, etc.
    - Establish dual career paths
  3. Gauge Employee Potential
    - Measure competencies (Appraisals)
    - Establish talent inventories
    - Establish succession plans
    - Use Assessment centres
  4. Institute Career Development Initiatives
    (Career Development Initiatives)
    - Provide workbooks and workshops
    - Provide career counselling
    - Provide career self-management training
    - Give developmental feedback
35
Q

Regional & Global Labour Markets

A

Competing firms are located in the same place because both the human and natural resources needed for that industry are located in that same place.

  • Global Sourcing
    Companies are also looking globally for goods, services, and top talents, wherever that may be. It is called global sourcing.
  1. Save production costs
  2. Look for the best talent wherever they are (worldwide)
36
Q

Types of recruitment channels

A
  1. Internal Recruitment
  2. External Recruitment
37
Q

Types of Internal Recruitment

A
  1. Internal job postings
  2. Analyzing performance appraisals
    - 9-box grid
  3. Skill inventories and Replacement Charts
    Skill inventories, replacement charts, and succession planning are combined with technology to track employees who are suitable to fill a certain internal position

Managers are also actively identifying high-potential “at-risk” employees and take steps to retain these people in the company.

38
Q

Types of External Recruitment

A
  1. Advertisements
  2. Walk-ins & unsolicited resumes
  3. The Internet, Social Networking, and Mobile Recruiting
    - Companies usually list job openings on their companies website.
  • Big data, software, and AI are also used to determine which web and when is the best time to put on the ad in regards to the behavior of the desired applicant. It is used to persuade passive job seekers
  1. Job fairs
  2. Employee referrals
  3. Re-recruiting
  4. Executive Search Firms
  5. Educational institutions
  6. Professional Association
  7. Labour Union
  8. Private Employment & Temporary Agencies
  9. Employee Leasing
39
Q

Types of Career Development Initiatives

A
  1. Career Planning Workbooks and Workshops
  2. Career Counseling
  3. Fast-track program
  4. Mentoring
  5. Career self-management training

Human Resource Management Mid-Term (11 decks)

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