Glossary

Question 1

(G) employee profiles

Answer 1

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

Question 2

(G) recruiting process outsourcing (RPO)

Answer 2

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

Question 3

The broad factors that can affect a firm’s recruiting strategy

Answer 3

include a firm’s recruiting abilities, whether to recruit externally or internally, the labour market for the types of positions it is recruiting for, including global labour
markets, and the strength of a firm’s employment “brand.”

Question 4

Should A Firm Recruit Internally Or Externally?

Answer 4

Most managers try to follow a policy of filling job vacancies above the entry-level position through promotions and transfers.

potential limitations of recruiting internally:. For example, jobs that require specialized training and experience cannot always be easily filled from within the organization and may need to be filled from the outside. This is especially common in small organizations, where the existing talent pool is limited. Potential candidates from the outside should also be considered to prevent the “inbreeding” of ideas and attitudes. Chief executive officers (CEOs) are often hired externally.

Applicants hired from the outside, particularly for certain technical and managerial positions, can be a
source of creativity and innovation. They bring revenue. examples. When these people leave their organizations, their clients often go with them.

Question 5

Labour Markets

Answer 5

Internal labour markets

A tight labour market, one with low unemployment, might force the employer to advertise heavily and/or seek assistance from local employment agencies.

Question 6

(G) Internal labour markets

Answer 6

Labour markets in which workers are hired into entry-level jobs and higher levels are filled from within.

Question 7

Regional and Global Labour Markets

Answer 7

Have you ever noticed that competing firms are often located in the same areas? The clustering occurs because the resources these firms need—both human and natural—are located in some areas and not others. Likewise, because the University of Waterloo.

global sourcing.

Recruiting abroad can be very complicated. In addition to having to deal with a myriad of local, national, and international laws, employers also have to take into account the different labour costs, preemployment and compensation practices, and cultural differences associated with the countries in which they are recruiting. In volatile areas of the world, security is a concern.

Question 8

(G) global sourcing

Answer 8

The business practice of searching for and utilizing goods and services, including labour from around the world.

Question 9

(G) branding

Answer 9

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

Question 10

9-box grid

Answer 10

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

(and identify training needs)

Question 11

Identifying Talent through Performance Appraisals

Answer 11

9-box grid

Question 12

Skill Inventories and Replacement Charts

Answer 12

track their employees this way to locate capable employees who can be recruited to fill open positions. Along with skill inventories, replacement charts are an important tool for succession planning.

Question 13

Recruiting Externally

Answer 13

sources from which employers recruit externally will vary with the type of position to be filled. Some firms keep detailed statistics by job type on the sources from which their employees are hired.

Question 14

Advertisements

Answer 14

Advertising has the advantage of reaching a large audience of possible applicants. However, some degree of selectivity can be achieved by using newspapers and journals directed toward a particular group of readers.

Preparing recruiting advertisements not only is time consuming, but also requires creativity in terms of developing their design and message content.

Question 15

Walk-ins and Unsolicited Applications and Résumés

Answer 15

Walk-in job seekers seeking jobs that pay hourly wages are common in smaller organizations. Employers also receive unsolicited applications and résumés.
Either may or may not be good prospects for employment. However, they are a source that cannot be ignored. In fact, it is often believed that individuals who contact employers on their own initiative will be better employees than those recruited through college placement services or newspaper advertisements.

Question 16

(G) passive job seekers

Answer 16

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

Question 17

The Internet, Social Networking, and Mobile Recruiting

Answer 17

passive job seekers

mobile recruiting has the advantage of speed, which is important in competitive labour markets and when a firm needs to recruit talent fast. Text messages are also being used to send prospective employees information about jobs.

Using social networks is an inexpensive way to recruit people compared to print ads, which can cost hundreds of dollars to run. But there can still be costs a
recruiter might not necessarily think about…. in one year alone she spent $60,000 on branding.

Another potential drawback of using social media, is that some groups of people are less likely to be “wired.” The disabled are an example.

Question 18

Job Fairs

Answer 18

Job fairs can be a good way to cast a wide net for diverse applicants in a certain region.

One drawback of job fairs is that although they attract a lot of applicants, many of them might not be qualified. Another problem is that they only attract applicants in the regional area in which they are held. One way to get around the latter problem is to hold a “virtual job fair” that anyone, anywhere can attend.

Question 19

nepotism

Answer 19

A preference for hiring relatives of current employees

Question 20

rerecruiting

Answer 20

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

Question 21

Employee Referrals

Answer 21

The recruitment efforts of an organization can be greatly aided by employee referrals or recommendations from the firm’s current employees about potential candidates. In fact, word-of-mouth recommendations are the way most job positions are
filled.

found that the quality of employee-referred applicants
is normally quite high because employees are generally hesitant to recommend individuals who might not perform well. applicants who are referred by
a current employee, if hired, tend to remain with the organization longer as well.

negative factors including the possibility of corporate “inbreeding.”

Inbreeding occurs gradually as part of a three-stage trend. Attraction-Selection-Attrition. The result is an ultra-homogenized organization

Question 22

Inbreeding occurs gradually as part of a three-stage trend.

Answer 22

According to the Attraction-Selection-Attrition model, in the first stage (Attraction), people with values similar to those of an organization are attracted to
it and become employees. In the second stage (Selection), these employees then choose applicants similar to themselves. In the final stage (Attrition), employees who do not fit in leave. The result is an ultra-homogenized organization.

Question 23

Executive Search Firms

Answer 23

In contrast to public and private employment agencies, which help job seekers find the right job, executive search firms (often called “headhunters”) help
employers find the right person for a job. Executive search firms do not advertise in the media for job candidates, nor do they accept a fee from the individual being placed. The fees charged by search firms can range anywhere from 25 to 40 percent of the annual salary for the position to be filled. For the recruitment of senior executives, this fee is paid by the client firm, whether or not the recruiting effort results in a hire. Search firms receive the greatest criticism for this practice.

Question 24

Educational Institutions

Answer 24

source of young applicants with formal training but relatively little full-time work experience. High schools are usually a source of employees for clerical and blue-collar jobs. Community colleges, with their various types of specialized training, can provide candidates for technical jobs. These institutions can also be a source of applicants for a variety of white collar
jobs, including those in the sales and retail fields. Some management trainee jobs are also staffed from this source. For technical and managerial positions, colleges and universities are generally the primary source

Question 25

Professional Associations

Answer 25

Many professional associations and societies offer a 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

Labour unions have been a principal source of applicants for blue-collar and some professional jobs. needs. Employers wishing to use this recruitment
source should contact the local union under consideration for employer eligibility requirements and applicant availability.

Question 27

Public Employment Agencies

Answer 27

Each province maintains an employment agency that administers its employment insurance program. employment.

In addition to matching unemployed applicants with job openings, public employment agencies sometimes assist employers with apprenticeship programs, employment testing, job analysis, evaluation programs, and community wage surveys.

Question 28

Private Employment and Temporary Agencies

Answer 28

One concern related to using temps is that they have less of an incentive to be loyal to an employer and its clients or to go the extra mile to help a company achieve success. For reasons such as these, some organizations are scaling back their use of temporary help.

Question 29

(G) 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.

a PEO—typically a larger company—takes over the management of a smaller company’s HR tasks and becomes a coemployer to its employees. The PEO performs all the HR duties of an employer—recruiting, background checks, hiring, payroll, performance appraisal, benefits administration, and other day-to-
day HR activities—and in return is paid a placement fee of normally 4 to 8 percent of payroll cost plus 9 to 20 percent of gross wages. Because PEOs can coemploy a large number of people working at many different companies, they can provide employees with benefits and health plans that small companies cannot afford. Unlike temporary agencies, which supply workers only for limited periods, employee leasing companies place their employees with subscribers on a permanent basis.

Question 30

(R) realistic job preview (RJP)

Answer 30

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

The RJP might also include a tour of the working area, combined with a discussion of any negative health or safety considerations

Question 31

Surveys

Answer 31

Another way to improve a company’s recruiting is to survey managers about how satisfied they are with the process

Question 32

Recruiting Metrics

Answer 32

recruiters should keep statistics on the sources from which candidates are recruited and hired as well as the costs of each source.

Question 33

Quality-of-Fill Statistics

Answer 33

hiring quality employees is a primary concern of recruiters. Firms have attempted to develop a quality-of-fill statistic they can use to improve their recruiting processes.

Quality of hire = (PR + HP + HR)/N
where,
PR = average job performance rating of new hires;
HP = percentage of new hires reaching acceptable productivity within an acceptable time frame;
HR = percentage of new hires retained after one year; N = number of indicators

Question 34

(G) time-to-fill metric

Answer 34

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

Question 35

(G) yield ratio

Answer 35

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

Question 36

Costs of Recruitment

Answer 36

SC/H = (AC + AF + RB + NC)/H

AC = advertising costs, total monthly expenditure (e.g., $32,000);
AF = agency fees, total for the month (e.g., $21,000);
RB = referral bonuses, total paid ($2,600);
NC = no-cost hires, walk-ins, nonprofit agencies (e.g., $0);
H = total hires (e.g., 119).

When combined with information about yield ratios, these calculations can provide invaluable information to managers about the utility of different approaches to and sources of recruitment. In that way, they can make more informed decisions about both controlling the costs of recruitment and increasing its effectiveness.

Question 37

(G) applicant tracking system (ATS)

Answer 37

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

Question 38

Identifying Career Opportunities

And Requirements —> Begin with a Competency Analysis

Answer 38

It is important for an organization to study its jobs carefully to identify and assign weights to the knowledge and skills that each one requires. This can be achieved with job analysis and evaluation systems such as those used in compensation programs.

Question 39

Identifying Career Opportunities

And Requirements —> Identify Job Progressions and Career Paths

Answer 39

Once the skill demands of jobs are identified and weighted according to their importance, it is then possible to plan job progressions. Job progressions can then serve as a basis for developing career paths.

Question 40

(G) career paths

Answer 40

Lines of advancement in an occupational field within an

Organization

Question 41

(G) career paths

Answer 41

Lines of advancement in an occupational field within an Organization

Question 42

Identifying Career Opportunities

And Requirements —> Track Career Stages

Answer 42

The challenges and frustrations people face
at the same stages in their careers are remarkably similar.

The stages are (1) preparation for work,
(2) organizational entry, (3) early career, (4) midcareer, and (5) late career.
1st stage: encompasses the period prior to entering
an organization, often extending until age 25. It is a period in which individuals must acquire the knowledge, abilities, and skills they will need to compete in the marketplace. It is a time when careful planning, based on sound information, should
be the focus.
The 2nd stage: typically from ages 18 to 25, is devoted to soliciting job offers and selecting an appropriate job. During this period, a person might also be involved in preparing for work.
The next three stages entail fitting into a chosen
occupation and organization(s), modifying one’s goals, remaining productive, and, finally, preparing for retirement.

Question 43

Identifying Career Opportunities

And Requirements —> Recognize Different Career Paths

Answer 43

Career development and planning systems were once primarily focused on promotions. However, in today’s flatter organizations and more dynamic work environment, an individual’s career advancement can move along several different paths - via promotions, transfers, demotions, and even exits.

Relocation services – pretransfer training, outplacement services

Question 44

(G) promotion

Answer 44

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

The 3 principal criteria for determining promotions are:

1) merit
2) seniority
3) potential

Often the problem is to determine how much consideration to give each factor.

Question 45

(G) transfer

Answer 45

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

Question 46

Peter principle

Answer 46

A common problem in organizations that promote primarily on:

(1) past performance and
(2) seniority is called the Peter Principle.

This refers to the situation in which individuals are promoted as long as they have done a good job in their previous jobs. The situation continues until someone does poorly in his or her new job. Then he or she is no longer promoted. This results in people being promoted to their level of incompetence.

Question 47

demotion

Answer 47

A downward transfer, or demotion, moves an individual into a lower–level job that can provide developmental opportunities. Although such a move is ordinarily considered unfavourable, some individuals may request it to return to their “technical roots.”

Question 48

(G) 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.

Pretransfer training, whether related to job skills or to lifestyle, has been suggested as one of the most effective ways to reduce lost productivity

Question 49

(G) outplacement services

Answer 49

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

Question 50

Identifying Career Opportunities

And Requirements —> Consider Dual Career Paths for Employees

Answer 50

It has become apparent that there must be another way to compensate these types of professionals without putting them in management positions. The solution
has been to develop dual career paths, or tracks, that provide for progression in special areas such as information technology, finance, marketing, and engineering, with compensation that is comparable to that received by managers at different levels.

Question 51

Identifying Career Opportunities

And Requirements —> Consider the Boundaryless Career

Answer 51

Individuals pursuing boundaryless careers prefer to see themselves as self-directed “free agents” who develop a portfolio of employment opportunities by proactively moving from employer to employer, simultaneously developing and utilizing their marketable skills.

Their employment security depends on their
marketable skills rather than their dedication to one organization over time.

Question 52

Identifying Career Opportunities
And Requirements —> Help Employees Progress beyond Career Plateaus

Types of plateaus

Answer 52

Are common obstacles in the career development of employees.

There are three types of plateaus: structural, content, and life.

(1) structural plateau - marks the end of promotions.
(2) content plateau - occurs when a person has learned a job too well and is bored with day-to-day activities.
(3) life plateau - is more profound and may feel like a midlife crisis. People who experience life plateaus often have allowed work or some other major factor to become the most significant aspect of their lives, and they experience a loss of identity and self-esteem when they are no longer advancing in their careers.

Organizations can help individuals cope with plateaus by providing them with opportunities for lateral growth or allowing them to choose their own assignments
when opportunities for advancement do not exist.

sabbatical

Question 53

(G) career plateau

Answer 53

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

Question 54

(G) sabbatical

Answer 54

An extended period of time in which an employee leaves an organization to pursue other activities and later returns to his or her job.

Question 55

Career Development Initiatives

Answer 55

The six most successful career management practices used within organizations are.

In contrast, organizations also need to be mindful of the internal barriers that inhibit employees’ career advancement. Generally, these barriers can include such things as.

Question 56

Career Planning Workbooks and Workshops

Answer 56

Several organizations have prepared workbooks to guide their employees individually through systematic self-assessment of values, interests, abilities, goals,
and personal development plans. Example - General Motors’ Career Development Guide

Question 57

Career Counselling

Answer 57

career counselling

fast-track program

Question 58

(G) Career Counselling

Answer 58

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

Question 59

(G) fast-track program

Answer 59

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 60

Mentoring

Answer 60

It is common to hear people mention individuals at work who influenced them.

Mentors

A mentoring relationship need not be formal. In reality, informal mentoring goes on daily within every type of organization. Generally, the mentor initiates the relationship, but sometimes an employee will approach a potential mentor for advice. Most mentoring relationships develop over time on an informal basis.
They frequently end that way too. However, proactive organizations emphasize formal mentoring plans

When done well, the mentoring process is beneficial for both the pupil and the mentor.

e-mentoring

Question 61

(D) mentors

Answer 61

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

Question 62

e-mentoring

Answer 62

Not surprisingly, mentoring is also being done via email or using software or online programs, a type of mentoring that has become known as e-mentoring.

Question 63

Networking

Answer 63

As the number of contacts grows, mentoring broadens into a process of career networking. As a complement to mentoring, in which relationships are more selective, networking relationships tend to be more varied and temporary. The networks can be internal to a particular organization or connected across many different organizations.

career networking

Question 64

(G) career networking

Answer 64

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

Question 65

Career Self-Management Training

Answer 65

Many organizations are establishing programs for employees on how they can engage in career self-management.

The training focuses on two major objectives:

(1) helping employees learn to continuously gather feedback and information about their careers and
(2) encouraging them to prepare for mobility.

The training is not geared to skills and behaviours associated with a specific job but rather toward long-term personal effectiveness. Essentially, career self-management is not a process but an event. Employees typically undertake self-assessments to increase their awareness of their own career attitudes and values. In addition, they are encouraged to widen their viewpoint beyond the next company promotion to broader opportunities in the marketplace, attend conferences, and develop good long-term relationships with their bosses or other mentors. Participants might be
encouraged to engage in career networking or to identify other means to prepare for job mobility,