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SHRM > Talent Acquisition > Flashcards

Talent Acquisition Flashcards

(53 cards)

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1
Q

Job Description

A

Series of stmts describing role, responsibility, duties, scope
Most important job features
Required tasks, KSA, responsibilities, reporting structure
Physical reqs for ADA considerations
Include duties that support exempt status

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2
Q

Job Analysis

A

Determining level of responsibility in job and how impacts the org

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3
Q

KSA

A

Knowledge: info needed to perform task
Skills: level of competency/proficiency
Abilities: traits or capabilities necessary

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4
Q

Job Analysis Methods

A

Observation
Interview
Open-ended questionnaire
Highly-structured questionnaire

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5
Q

Essential Job Functions

A

Fundamental job-related duties necessary to position

Distinguished from non-essential or marginal functions that are incidental to job

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6
Q

Job Analysis Outcomes

A

Job description: title, description, reqs, duties

Job specification: stmts of necessary qualifications like education, experience

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7
Q

Job Evaluation

A

Systemic determination of relative worth/value of jobs w/in org
Establishes hierarchy
supports furthering org’s strategic objectives and concern for pay equity

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8
Q

Job Competencies

A

KSA’s and personal characteristics that work together to produce outstanding performance - critical success factors

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9
Q

Job Specifications

A

Qualifications necessary for incumbent to perform job, eg. experience, training, education, licenses, cert.
Can be separate section or document and should reflect what is necessary, not what is ideal

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10
Q

Staffing

A

ID’s human capital needs

Provides qualified individuals for jobs in org

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11
Q

Workforce Planning

A

Org analyzes workforce and prepares for future needs, conditions
ID’s gaps btw current and future staff

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12
Q

Staffing Needs Analysis Process

A

Supply
Demand
Budget
Strategic analysis

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13
Q

Trend & Ratio Analysis

A

The use of statistics to determine whether relationships exist btw 2 variables

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14
Q

Trend Analysis

A

Plots # of EEs for last 6 years and projects trend out for 2 years

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15
Q

Ethnocentric Approach to Int’l Biz

A

HQ maintains tight control over int’l ops

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16
Q

Polycentric Approach to Int’l Biz

A

Each int’l op is treated as distinct nat’l entity

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17
Q

Regiocentric Approach to Int’l Biz

A

Operations managed regionally

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18
Q

Geocentric Approach to Int’l Biz

A

Org viewed as single int’l biz instead of collection of individual HQs

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19
Q

Reliability

A

Ability of instrument to measure w/high degree of consistency

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20
Q

Validity

A

Degree to which inferences made from tests are correct/accurate

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21
Q

Content validity

A

Degree to which test measures KSA’s that are part of job

Unsophisticated and used primarily to eval job knowledge/skill and not learning new skills

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22
Q

Construct validity

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A

Degree to which device measures theoretical construct/trait such as intelligence, mechanical comprehension, personality traits
Eg - use heart-rate monitor on to gauge anxiety when testing pilots

23
Q

Criterion-related validity

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A

Correlation of test results to job performance

Can be concurrent or predictive

24
Q

Concurrent validity

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A

Test EEs on key attribute, measure job performance, then correlate those 2

25
Predictive validity
Measure all applicants on attribute, hire and wait, then measure performance of new hires
26
Halo Effect
Appraisal error when EE is competent in 1 area and rated high in all as a result
27
Horn Effect
Appraisal error when EE is weak in 1 area and rated low in all as a result
28
Recency Error
Appraisal error when more weight given to recent occurrences, discounting earlier performance
29
Primacy Error
Appraisal error when more weight given to employee's earlier performance, discounting recent performance
30
Strictness Error
Appraisal error when standards too low and then inflated to make them appear more meaningful
31
Cost Leadership Strategy
Increase efficiencies and reduce production costs below industry average or closest competitor to have lowest priced goods (eg Walmart v. Target - Walmart cost leader)
32
Unit Labor Cost
Average cost of worker divided by average level of output
33
Fill Rate
Decision rule for which proportion of openings in a job will be covered by internal promotions vs new hires
34
Hofstede's Cultural Dimensions
``` National culture preferring certain independent preferences for one state of affairs over another Power Distance Collectivism vs Individualism Uncertainty Avoidance Index Femininity vs Masculinity Short-term vs long-term orientation Restraint vs indulgence ```
35
Power Distance
Extent to which inequality & power are tolerated (eg China high power distance)
36
Individualism v. Collectivism
Degree to which societies are integrated into groups
37
Uncertainty Avoidance Index
Extent to which uncertainty & ambiguity are tolerated (akin to risk)
38
Masculinity vs Femininity
Considers preference of society for achievement, attitude towards sexual equality, behavior, etc.
39
Long-term vs short-term
Extent to which society views its time horizon Long-term = focus on future, delaying short-term success; perseverance, persistence Short-term = focus on near future, delivering short-term success; stronger emphasis on present
40
Indulgence vs Restraint
Extent and tendency for society to fulfill its desires
41
Balanced Scorecard
``` Management system for org focused on big-picture strategic goals Financial Learning/growth Customers Internal Biz Processes ```
42
Learning & Growth
Looking at overall corp culture - collaboration, knowledge sharing, training opportunities
43
Internal Biz Processes
How smoothly is biz running, reducing waste, doing more w/less, providing customers w/what they actually want
44
Customer focus
People who buy products - are they happy and increasing and how viewed in industry
45
Financial
Majority focus of balanced scorecard - how do shareholders view, is there money, etc.
46
Balanced Scorecard Step 1
``` Plan the process Confirm scope of project/timeline Outline project communication approach Determine org participation Confirm deliverables ```
47
Balanced Scorecard Step 2
``` Design the scorecard Specific measures to support strategy ID critical success factors Develop action plan Collect/prepare data ```
48
Balanced Scorecard Step 3
``` Employ/refine measures Employ scorecard above Monitor performance gaps Refine measures of scorecard ID implementation issues ```
49
Attrition
EEs leaving company in normal life cycle of employment, not due to problems of org
50
Turnover
EEs leaving company due to some kinf of problem like taking better job, termination, no room for growth (indicates bad training, bad pay, etc.)
51
Layoffs
Temporary cessation of employment usually initiated b/c of financial problems
52
Termination
Permanent end to employment for any reason, usually poor performance or policy violation
53
Organizational Commitment
Bond EEs have with the org; connection and feeling of fitting in and understanding goals of org - contributes greatly to org performance

SHRM (8 decks)

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