subjects tackled in each lecture Flashcards
(4 cards)
L1-Strategic Human Resource Management and Workforce Alignment
- Strategic Human Resource Management (SHRM)
Long-term, goal-aligned people strategy
Role in value creation
- Workforce Planning
Forecasting future skills and needs
Aligning workforce with business strategy
- Vision & Mission Statements
Vision: Future aspiration, BHAG
Mission: Organizational purpose and cohesion
4. Core Values
Beliefs guiding behavior, decisions, and culture
- Strategy vs. Tactics
Strategy: Long-term plan
Tactics: Short-term actions
- HR’s Role as Business Partner
Linking HR to business goals
Reward, performance, structure alignment
- Human Capital
Employees as valuable, trainable assets
Source of innovation and productivity
8.** Value Creation**
HR actions that benefit all stakeholders
Role of alignment in delivering business outcomes
- Departmental Strategy & HR Alignment
Adapting HR to specific department needs
- Cultural Fit and Organizational Goals
Ensuring hires match company values and direction
L2-Roles and Responsibilities in Modern Human Resource Management
- HRBP Role and Responsibilities
Front-office HR function
Link between HR and internal/external clients
Strategic advisor and project leader
- Dave Ulrich’s HR Model
HR Business Partner
Change Agent
Administrative Expert
Employee Champion
- HR Centers of Excellence (CoEs)
Talent Acquisition
Talent Development
Compensation & Benefits
HR Reporting
- Recruitment vs. Selection
Recruitment = positive, open process
Selection = negative, filtering process
- Recruitment & Selection Process (Two Perspectives)
Organization side: vacancy → recruitment → evaluation → job offer
Candidate side: job search → application → interview → decision
- ** Strategic Recruitment Decisions**
When, where, and how to recruit
KSAs required (knowledge , skills and abilities)
Channels used (internal vs. external)
- Job Analysis
First step in recruitment
Basis for job descriptions and candidate profiles
- Recruitment Goals
Attract qualified candidates
Discourage unqualified ones
L3-Recruitment Planning, Evaluation, and Candidate Experience in HRM
What are the key points, terms, and ideas covered in
“Recruitment Planning, Evaluation, and Candidate Experience in HRM”?
L3
- Sources of Recruitment
Internal (promotions, transfers, referrals)
External (schools, labor unions, media, agencies)
- Internal vs. External Recruitment
Cost, morale, fit vs. innovation, time, risk
- Internet Recruitment
Job boards, employer websites
Advantages (speed, reach) vs. risks (fraud, overload)
- Application Formats
CV/LinkedIn vs. structured forms
Accessibility and neurodivergence considerations
- Recruitment Constraints
Company image
Budget limitations
Internal policies
Job attractiveness
- Yield Ratio
Measures effectiveness of each recruitment stage
Helps forecast applicant needs
- Recruitment Evaluation Metrics
Quantity and quality of hires
Time to hire, cost per hire
Candidate experience
- Candidate Experience
Transparency, fairness, response time
Direct impact on employer branding and future attraction
- Legal & Ethical Post-Selection Duties
Reference checks post-offer
Legal work status verification
Fair use of medical forms
- Induction (Onboarding)
Structured adaptation
Clear documentation and evaluation
GDPR compliance
L4-Selection Methods and Interviewing Techniques in Human Resource Assessment
- Impact of COVID-19 on Recruitment
Acceleration of tech adoption
Shift to remote and flexible work
Internal upskilling due to talent shortage
- Strategic Workforce Planning Trends
Need for structured, long-term workforce planning
Career returner and mid-career change programs
Diversity and inclusion improvements
- Recruitment Metrics and Strategy
Yield ratios
Balancing recruitment cost, time, and quality
Candidate experience as an employer branding factor
- Pre-Scientific Selection Methods
Graphology: Handwriting analysis, widely used in Europe but lacks validity
Physiognomy: Judging traits based on face/body—linked to lookism and bias
Phrenology: Bumps on the skull indicating personality (now debunked)
Astrology: Birth charts used for personality insights
Barnum Effect: People believe vague, general personality feedback is accurate
Projective tests: TAT, inkblots—insightful but subjective
- Analytic vs. Holistic Assessments
Analytic: Measures slant, pressure → converts to coded traits
Holistic: Based on intuition and general impressions
- Interview Techniques & Best Practices
Interviews used in ~90% of hiring
Rules of thumb: train interviewers, use standardized questions, rate before/after
Types of interviews: structured, unstructured
Reliability, validity, and candidate reactions
Legal concerns in interviewing
- 4 Phases of Interview
Welcome
Info gathering
Info giving (Q&A)
Conclusion (next steps)
- Assessment Dimensions in Interviews
Upbringing: family context
Education: academic path
Work history: past roles and performance
Aspirations: short- and long-term goals
Circumstances: family, mobility, constraints
Interests: hobbies and intrinsic motivation
