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HRM PPT NI MAM REVIEWER > LESSON 3: Recruitment and Selection > Flashcards

LESSON 3: Recruitment and Selection Flashcards

(59 cards)

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1
Q

are two key parts of the hiring
process that allow companies to find and attract the best talent.

A

Recruitment and selection

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2
Q

involves getting a job description in front of as many people as possible.

A

Recruitment

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3
Q

involves narrowing down
the pool until you’re left with the best person for the role.

A

Selection

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4
Q

The Process of generating a pool of qualified candidates for
a particular job.

A

RECRUITMENT

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5
Q

The Process of discovering potential candidates.

A

RECRUITMENT

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6
Q

RECRUITMENT GOALS

A
  1. Attract the Qualified Applicants
  2. Encourage Unqualified Applicants to self-select themselves out.
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7
Q

RECRUITMENT IS A TWO WAY STREET

A
  1. Organization is Looking for a Qualified Applicants
  2. Organization is Looking for the potential emplacement of opportunities
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8
Q

RECRUITMENT PROCESS for ORGANIZATION

A

Vacant or New position occurs
↓
Generate candidate pool via internal or external recruitment methods
↓
Evaluate Candidates via Selection process
↓
Impress Candidates
↓
Make Offer

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9
Q

RECRUITMENT PROCESS for CANDIDATE

A

Receive Education and choose Occupation
↓
Acquire Employment Experience
↓
Search for Job Openings
↓
Apply for jobs
↓
Impress Company during Selection process
↓
Evaluate Jobs and Companies
↓
Accept or Reject Job Offers

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10
Q

STRATEGIC RECRUITING DECISIONS

A
  1. HR PLANNING DECISIONS
  2. STRATEGIC RECRUITING DECISIONS
  3. DECISIONS ON RECRUITING SOURCES/METHODS
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11
Q

HR PLANNING DECISIONS

A
  • How Many Employees Needed
  • When Needed
  • KSAs Needed
  • Special Qualifications
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12
Q

STRATEGIC RECRUITING DECISIONS

A
  • Where to Recruit: Internal/External
  • Who to Recruit: Flexible Staffing
    Options
  • Nature of Job Requirements
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13
Q

DECISIONS ON RECRUITING SOURCES/METHODS

A
  • Advertising Choices
  • Recruiting Activities
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14
Q

SOURCES OF RECRUITMENT

A

internal sources
external sources

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15
Q

what are the internal sources

A
  • Job Posting & Bidding
  • Promotions and Transfers
  • Employee Referrals
  • Re-recruiting former Employees & Applicants
  • Internal Recruiting Data base
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16
Q

internal sources advantages

A

➤ Morale of Promotee
➤ Better assessment of abilities
➤ Lower cost for some jobs
➤ Motivator for good performance
➤ Causes a succession of promotions
➤ Have to hire only at entry level

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17
Q

internal sources disadvantages

A

➤ Inbreeding
➤ Possible morale problems of those not promoted
➤ “Political” infighting for promotions
➤ Need for management-Development program

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18
Q

external sources

A
  • Schools Colleges & Universities
  • Labor Unions
  • Media Sources
  • Employment Agencies
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19
Q

external sources advantages

A

➤ New “blood” brings new perspectives
➤ Cheaper and faster than training
➤ Professionals
➤ No group of political supporters in company
➤ Organization already
➤ May bring new industry insights

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19
Q

external sources disadvantages

A

➤ May not select someone who will “fit” the job or organization
➤ May cause morale problems for internal
➤ Candidates not selected
➤ Longer “adjustment” or orientation time

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19
Q

internet recruiting methods

A
  1. job boards
  2. employer job websites
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20
Q

methods of online recruitment

A
  1. company websites
  2. ad campaigns
  3. social media
  4. online job tools
  5. video advertising
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21
Q

INTERNET RECRUITING METHODS
ADVANTAGES

A

➤ Cost savings
➤ Time savings
➤ Expanded pool of applicants

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22
Q

INTERNET RECRUITING METHODS
DISADVANTAGES

Study These Flashcards
A

➤ More unqualified applicants
➤ Additional work for HR staff members
➤ Many applicants are not seriously seeking employment
➤ Access limited or unavailable to some applicants

23
RECRUITING EVALUATION
1. Quantity of Applicants 2. Yield Ratio 3. Evaluating Recruiting Costs and Benefits
24
As the goal of a good recruitment program is to generate a large pool of applicants from which to choose, quantity is a natural place to begin evaluation
Quantity of Applicants
25
the issue arises as to whether or not the qualifications of the applicant pool are sufficient to fill the job openings. Do the applicants meet job specification and do they perform the jobs well after hire?
Quantity of Applicants
26
A comparison of the number of applicants at one stage of the recruiting process to the number at the next stage.
Yield Ratio
27
evaluate recruiting efforts, costs may include both direct costs (advertising, recruiters' salaries, travel, agency fees, telephone) and the indirect costs (involvement of operating managers, public relations, image).
Evaluating Recruiting Costs and Benefits
28
CONSTRAINTS ON RECRUITMENT
1. Image of the Company 2. Attractiveness of Job 3. Internal Organizational Policy 4. Recruitment Cost
29
The Process of making a "Hire" or "No Hire" decision regarding each applicant for a job.
selection
30
is the process of choosing qualified individuals who are available to fill the positions in organization.
selection
31
BASIC SELECTION CRITERIA
- Formal Education - Experience and Past Performance - Physical Characteristics - Personality Characteristics
32
The Three most Common Selection Methods used are:
1. Testing 2. Gathering Information 3. Interviewing
33
Tests measure knowledge, skill, and ability, as well as other characteristics, such as personality traits.
Testing
34
It measures the learning, understanding, and ability to solve problems. e.g. Intelligence Tests.
Cognitive Ability Testing
35
It assesses muscular strength, cardiovascular endurance, and coordination.
Physical Ability Testing
36
It measures the patterns of thought, emotion, and behavior. e.g. Myers Briggs
Personality Testing
37
It is designed to assess the likelihood that applicants will be dishonest or engage in illegal activity.
Integrity Testing
38
Normally requires applicants to provide required sample that is tested for illegal substances.
Drug Testing
39
Measures performance on some element of the job.
Work Sample Testing
40
Types of Interviews
1. Structured Interviews 2. Unstructured Interviews
41
2 types Structured Interviews
Situational Interview Behavioral
42
Uses a list of predetermined questions. All applicants are asked the same set questions.
Structured Interviews
43
Interviews-open ended questions are used such as "Tell me about yourself"
Unstructured Interviews
44
* In which the interviewer asks questions about what the applicant would do in a hypothetical situation
SITUATIONAL INTERVIEW
44
This allows the interviewer to probe and pose different sets of questions to different applicants.
Unstructured Interviews
45
* In which the questions focus on the applicant's behavior in past situations.
BEHAVIORAL INTERVIEW
46
STEPS IN CREATING STRUCTURED INTERVIEW QUESTIONS
Step 1: Determine What to Measure Step 2: Write Questions Step 3: Plan Evaluation for Each Question
47
* Use job analysis results to determine needed knowledge, skills, & abilities
Step 1: Determine What to Measure
48
Think about characteristics that separate top performers from the rest
Step 1: Determine What to Measure
49
* Focus on attributes that are critical for success across jobs in the organization
Step 1: Determine What to Measure
50
Meet as a group with other people who will conduct interviews
Step 2: Write Questions
51
Create behavioral and situational questions that measure attributes from STEP 1
Step 2: Write Questions
52
* Be sure that all questions are appropriate and legal
Step 2: Write Questions
53
Write typical examples of good, average, and poor responses to each question
Step 3: Plan Evaluation for Each Question
54
* Assign numerical point scores to the typical answers
Step 3: Plan Evaluation for Each Question
55
Make sure that everyone who will interview agrees on the evaluations
Step 3: Plan Evaluation for Each Question
56
WHO? "If an HR person is trying to choose people for an organization, knowing their values is very important-if they are not consistent with the organization's values they are not likely to stay very long."
Professor. Roger Collins.

HRM PPT NI MAM REVIEWER (4 decks)

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