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HROB*2290 > Quiz 2 > Flashcards

Quiz 2 Flashcards

1
Q

What is human resources planning?

A
  • The continual process of anticipating the future workplace needs of the organization
  • Steps to get the RIGHT number of RIGHT people in the RIGHT place at the RIGHT time
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2
Q

Why is human resources planning important?

A
  1. Avoid having too many people (labour surplus)
  2. Avoid having too few people (labour shortage)
  3. Risk of wrong people (overqualified, underemployed)
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3
Q

Describe the major external environmental influences on the organization’s ability to find and secure talent from the external labor market, and give relevant examples.

A
  • Environmental scanning: an assessment of external factors that may influence organization’s ability to find talent from external labour market
    • Economic conditions (eg. mass layoffs = people will be looking for jobs)
    • Competitive trends (eg. compensation policy)
    • New or revised laws relating to HR (eg. minimum wage laws)
    • Social concerns (eg. childcare)
    • Technological changes (eg. new IT devices)
    • Demographic trends (eg. international students)
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4
Q

What are the steps in human resources planning?

A
  1. Forecasting Labour Supply
    - Employees should report changes to their qualifications to HR department
    - Skills and management inventories must be updated regularly
  2. Forecasting Labour Demand
    - Identifies future workforce requirements needed to maintain the organizations mission and goals
    - Main factors in demand analysis:
    • New products
    • Estimated productivity
    • Budgets or financial resources
    • Competitive pressures (eg. hire employees to prevent them from going to rivals)
  3. Gap Analysis
    - Comparing forecasted demand to forecasted supply to determine if there is a projected labour equilibrium, shortage, or surplus
  4. Solutions Analysis
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5
Q

What 4 methods can you use when forecasting labour supply?

A

SKILL INVENTORIES:

  • Summary of current employees’ education, experience, interests, and skills
  • Used to identify eligibility for transfer/promotion

MANAGEMENT INVENTORIES:

  • Summary of management employees’ qualifications, skills, interests, and managerial responsibilities
  • Used to identify eligibility for transfer/promotion

REPLACEMENT CHARTS:

  • Depiction of who will replace whom in the event of a job opening
  • Should pick the person who is ready and has sufficient performance
  • Internal candidates age and education, present performance rating, and promotional potential are listed

REPLACEMENT SUMMARIES:

  • Lists of likely replacements for each position
  • Can often be found below the replacement charts to offer more details
  • Indicates relative strengths/weaknesses, current position, performance, promotional potential, age, and experience
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6
Q

List the techniques used to forecast labour demand.

A

QUANTITATIVE: useful to predict # of employees needed

  1. Trend Analysis
  2. Ratio Analysis
  3. Scatter Plot
  4. Regression Analysis

QUALITATIVE: used when we lack data for a quantitative model or we are interested in quality/human capital (judgement is necessary)

  1. Delphi Technique
  2. Nominal Group Technique
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7
Q

What is trend analysis?

A
  • Predicts labour demand based on projections of past relationship patterns between an operational index and # of employees
    • Use historical data (over time)
  • Eg. If a housekeeper can clean 20 rooms/day (an operational index), the hotel has 1,000 rooms, and projected capacity in the winter is 80%, how many housekeepers do we need?
    • 40
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8
Q

What is ratio analysis?

A
  • Predicts labour demand using ratios between assumed causal factors and # of employees need
  • Key difference from trend analysis = no requirement for significant historical data (only 1 year is sufficient)
  • Eg. Each salesperson can bring in $200K per year. We want 600K in revenue, so need 3 employees.
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9
Q

What is scatter plot?

A
  • Summarizes relationship between 2 factors using a correlation coefficient (-1 to +1)
    • Positive correlation ⟶ increasing sales revenue with more salespeople
    • Negative correlation ⟶ increasing sales revenue with less salespeople
  • Cannot determine causality
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10
Q

What is regression analysis?

A
  • Determines the line of best fit to investigate the effect of 1 variable on another
    • Collect data at 2 different time points
  • Determine the magnitude and direction of the relationship between variables to develop future predictions
    • Can establish causality!
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11
Q

What is the Delphi technique? What are the cons?

A
  • Process in which judgements of a selected group of experts is solicited and summarized in an attempt to determine the future HR demand
    • Experts do not meet face-to-face and work independently (less personal bias, group conformity pressures, and issues with shyness)
    • Good equalizer and can elicit feedback from a wide range of experts
  • Cons ⟶ difficult to integrate diverse opinions, costly, time-consuming, results cannot be validated statistically (evidence is opinions), project coordinators may be burnt out (high workload)
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12
Q

What is the nominal group technique? What are the cons?

A
  • Experts (managers) meet face-to-face
  • Group discussion facilitates exchange of ideas
  • Cons ⟶ possible subjectivity, group pressure could lead to a less accurate assessment
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13
Q

What is a staffing table?

A

A pictorial representation of all jobs within the organization, along with the number of current incumbents and future employment requirements (monthly or yearly) for each

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14
Q

What is a labour surplus? Discuss the differences between layoffs and terminations.

A
  • Internal supply of employees exceeds the organization’s forecasted demand

SOLUTIONS:

  1. Layoff: temporary of permanent withdrawal of employment due to business or economic reasons (not the employee’s fault)
  2. Termination: permanent separation from the organization because of job performance reasons (the employee’s fault)
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15
Q

What is employee turnover? What is the difference between voluntary and involuntary?

A
  • The end of an individual’s employment within an organization
  1. Voluntary
    • Initiated by employees, dysfunctional for employers
    • Uncontrollable and unpredictable
    • Threat to organizational effectiveness
  2. Involuntary
    • Initiated by employer (termination or layoff)
    • Traditionally seen as functional
    • Within the control of organizational leaders
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16
Q

What must organizations consider when initiating involuntary employee turnover?

A
  • NO evidence that involuntary turnover leads to improved organizational performance
  • May actually generate detrimental effects (fear, insecurity, uncertainty, distrust of organization) for the remaining members as well as the entire organization over time
  • Organization must consider the impact of turnover on remaining employees
  • Turnover is contagious; observing withdrawal behaviours of coworkers is a key determinant of an individual’s likelihood of engaging in those same behaviours
17
Q

What is labour shortage and its solutions?

A
  • The internal supply of human resources cannot meet the organization’s needs

SOLUTIONS:
1. Scheduling overtime hours (+overtime pay)

Internal:
2. Transfer: movement of an employee from one job to another that is relatively equal in pay, responsibility, or organizational level

  1. Promotion: movement of an employee from one job to another that is higher in pay, responsibility, or organizational level

External:

  1. Recruiting the right quality and quantity of talent needed in an organization to meet the long-term goals and strategy of the company
    - Can be more effective than internal solutions
18
Q

What is recruitment?

A
  • Process of searching out and attracting qualified job applicants
  • Begins with identification of a position that requires staffing
  • Ends when resumes are received from an adequate number of applicants
19
Q

What is the recruitment process?

A
  1. Identify job openings
  2. Specify job requirements
  3. Select methods of recruitment
  4. Generate pool of qualified applicants
20
Q

What is employer branding?

A
  • The image of an organization based on the benefits of being employed by that organization
  • Important in recruitment to attract high-quality talent and retain valued employees
  • To develop, use main marketing channels to connect with potential job applicants
21
Q

What is the theoretical background of filling open positions with inside candidates?

A
  • Human capital theory
  • A human capital resource is intangible and internal resource that is created from the emergence of individual’s knowledge, skills, abilities, and other characteristics (eg. social relationships)
    • Firm-specific knowledge (eg. knowlege of Courselink is applicable for UofG) should be developed so they are not transferable to competitors
    • Changeable; can be enhanced via education and training
  • Involves an investment by both employee and employer
    • Both parties benefit from maintaining a long-term relationship
22
Q

What is the yield ratio?

A
  • Percentage of applicants from a recruitment source that makes it to the next stage of the selection process
  • # of hirable candidates resulting from stage/total # of candidates that came in stage
  • Helps to estimate the suitable candidate number required in the future
    • Eg. if the yield ratio is 0.2% and we want to hire 10 individuals, we need 5000 candidates to apply
23
Q

What should an effective recruiting ad have?

A
  1. Info on the job and application process
    - Job title & responsibilities
    - Location of jobs
    - Starting pay range
    - Closing date for application
    - Whether or not to submit a resume and cover letter
    - Whether or not calls are invited
    - Where to mail application or resume
  2. Desired candidate qualifications (job specification)
    - Years of experience
    - 3-5 specific characteristics of successful candidates
  3. Information on the organization
24
Q

What is selection?

A
  • A series of specific steps used by an employer to decide which recruits should be hired
  • Begins when recruits apply for employment (after recruitment)
  • Ends with the hiring decision
25
Q

What is the multiple-hurdle strategy?

A
  • An approach to selection involving a series of successive steps or hurdles
  • Only those who clear the hurdle are allowed to move on to the next step
26
Q

What is the selection process?

A
  1. Preliminary applicant screening
    - Reviewing application forms and resumes and removing candidates that do not meet selection criteria
  2. Selection testing
    - Using tests such as knowledge, physical abilities, intelligence, etc.
  3. Selection interview
    - Formal, in-depth conversation conducted to evaluate applicant
  4. Background investigation/reference checking
    - Verify accuracy of information provided
  5. Supervisory interview and realistic job preview
    - Allows employee to understand job setting before hiring
  6. Hiring decision and candidate notification
    - Notify applicants who were and were not selected
27
Q

What should you consider for selection testing?

A
  1. Reliability: test yields consistent results
  2. Validity: test scores significantly relate to job performance
  3. Differential validity: selection tool accurately predicts the performance of everyone (eg. white males, visible minorities)
  • Criterion-related validity
    • Is it testing work-related skills?
    • Eg. strong sales ability in an interview will predict ability on the job
  • Content validity
    • Does the test measure what it should to adequately assess suitability for job?
    • Eg. asking a candidate for a sales position to demonstrate communication skills
  • Construct validity
    • Measuring theoretical constructs (eg. leadership) using previously validated tests
28
Q

What is an IQ test?

A
  • Measures general mental ability (GMA)
  • Abilities including memory, vocabulary, verbal fluency, and numerical ability
  • Strongest predictor of job performance
29
Q

What is an EI test? What are the limitations?

A
  • Measure ability to monitor one’s own emotions and the emotions of others and to use that knowledge to guide thoughts and actions
  • Not shown to be linked to performance
30
Q

What is an aptitude test? What are the limitations?

A
  • Measures a person’s ability in a particular skill or field of knowledge (eg. logical reasoning, numeracy, linguistics)
  • An individual’s potential to perform a job, provided he or she is given proper training
  • However, we don’t know the effectiveness of aptitude tests in predicting job performance
31
Q

What is a personality test? What are the limitations?

A
  • Measure of an individual’s personality to predict future job performance (eg. extrovert for sales)

LIMITATIONS:

  • People can fake personality when motivated to do so
  • You can lie on the test
32
Q

What are the types of interviews for selection? If applicable, discuss pros and cons. ✰

A
  1. Situational
    - Individuals project what their future behaviour would be in a given situation
    - Based on the idea that intentions predict behaviours
    - “What would you do if…”
  2. Behavioural
    - Based on the idea that past behaviour is the best predictor of a person’s future behaviour
    - “Tell me about a time when you…”
  3. Skype (Zoom, Join Me, FaceTime, etc.)
    - Pros ⟶ lower costs, time saving, screening remote candidates, less pressure on candidates
    - Cons ⟶ internet connection issues, poor video quality
  4. Stress Producing
    - Use a series of harsh, rapid-fire questions to learn how the applicant handles stress
    - Try to make you uncomfortable and put you on the spot
    - Controversial; has a negative impact on employer brand
33
Q

What is the STAR method of interviewing?

A

Way to answer behavioural questions:

  • Situation ⟶ provide context and background (where, when)
  • Task ⟶ describe challenge and expectations (what, why)
  • Action ⟶ what did you do, how
  • Results ⟶ explain results (accomplishments)
34
Q

What are interviewer errors?

A
  • Halo effect: use of limited information about candidate to bias interviewer’s evaluation
  • Leading question: communicating the desired answer
  • Stereotypes: harbouring prejudice or exhibiting personal bias
  • Interviewer domination: using the interview to oversell, brag etc.
35
Q

What are interviewee errors?

A

May be due to attempting to cover job-related weaknesses or nervousness

  • Playing games (eg. acting nonchalant, like you’re friends)
  • Talking too much
  • Boasting
  • Not listening
  • Being unprepared (lack of knowledge about company)

HROB*2290 (5 decks)

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