Recruiting Flashcards Preview

HR Test 2 > Recruiting > Flashcards

Flashcards in Recruiting Deck (39):
1

Attempts to determine the supply and demand for various types of Human Resources to predict areas within the organization where there will be labor shortages or surpluses

Forecasting

2

Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year

Trend analysis

3

A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period

Transitional matrix

4

This identifies where people went and where they came from

Transitional matrix

5

Planned elimination of a large number of personnel with the goal of enhancing organization competitiveness

Downsizing

6

4 motives of downsizing

Reduce costs
Replace labor with technology
Mergers and acquisitions > overlap
Moving to more economical locations

7

4 concerns about downsizing

May result in loss of talented employees
May he cost effective in short term, but costs of hiring/training new employees (if need be) will mount
Companies that downsize often are left with a battered corporate image
Employees that remain may fear 'being next' or experience survivors' guilt

8

Other sources for HR planning (4)

Contractors
Temporary workers
Outsourcing
Overtime and extended hours

9

Limits/eliminates costs associated with employee benefits
Not allowed to directly supervise

Contractors

10

Lower training costs and fresh perspectives
Role ambiguity for both incumbents and temps

Temporary workers

11

Capitalize on economies of scale > lower costs
Quality control concerns

Outsourcing

12

May work in the short term
Costly (time and a half and may increase turnover)

Overtime and extended hours

13

%of applicants who successfully move from one stage of the recruitment and selection process to the next

Yield ratio

14

By comparing the yield ratios of different recruitment sources, what can we determine?

Which source is the best or most efficient for the type of vacancy

15

Cost of using a particular recruitment source for a particular type of vacancy

Cost per hire

16

Two idealized types of HR practices

External market-focused
Internal market-focused

17

Almost no training
Pay only for performance
Individual performance is emphasized

External market-focused

18

Internal promotion
High levels of training
High pay for time-in-position
Commitment is emphasized

Internal market-focused

19

Pros of internal labor market (4)

Positive employee reactions from hiring within organization
Quickly identify qualified applicants
Low costs
Less time to reach full productivity

20

Cons of internal labor market

No new KSAOs brought into the organization
Small market to recruit from
Continued underrepresentation of women/minorities

21

3 ways to identify current talent from an internal labor market

Internal posting
Performance
Managerial reviews

22

How does internal posting help?

Helps find people who are interested

23

Pros of external labor market (4)

Being in new KSAOs into organization
Larger number of women/minorities to draw from
Larger total labor pool to draw from
Possible new perspectives

24

Cons of external labor market (4)

Negative reactions by internal applicants
Time consuming recruiting process
Costly search process
More time to reach full productivity

25

Activity carried on by the organization with the primary purpose of identifying and attracting potential employees

Recruiting

26

Who are frequently the ultimate decision makers when organizations are filling job vacancies?

HR managers

27

If there is no specific employment contract saying otherwise, then employee or employer may end an employment relationship at any time

Employment-at-will

28

4 specific recruiter behaviors that influence impressions of the organization

Provide timely feedback
Avoid offensive behaviors
Be perceived as competent
Diverse panel of recruiters

29

6 predictors of recruiting outcomes

Recruiter characteristics (demographics/behaviors)
Job/organizational characteristics (pay, benefits, etc)
Perceptions of the recruitment process
Perceived fit
Perceived alternatives
Hiring expectancies

30

4 recruiting outcomes

Job pursuit intentions (to submit an application)
Job-organizational attraction (desire for the job)
Acceptance intentions (likelihood of accepting an offer if it came)
Job choice (actually choosing a job)

31

The marketing effects uniquely attributable to the brand

Brand equity

32

This theory states that recruiters and recruiting tactics are symbolic of broader organization characteristics

Signaling theory

33

This is the presentation by an organization of both favorable and unfavorable job related information to job candidates

Realistic Job Previews (RJPs)

34

These often require little more than a thorough job analysis and open discussion with incumbents (cheap!)

RJPs

35

These programs could realize savings in reduced turnover, hiring/training costs, and productivity losses of unfulfilled position as well as increased performance, yet effect sizes are small

RJP programs

36

Does applicant personality affect attraction to organization/job type?

Yes

37

Using website-based self assessments, what did Dineen and Noe (2002) show?

How different configurations of info presented to recruits could result in leaner (cheaper) applicant pools with more valuable applicants

38

Describe past experience and accomplishments positively in order to specific a perception of competence

Self-promotion

39

Statements intended to evoke interpersonal liking and attraction between the organization representative and the candidate

Ingratiation