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Mgt 3320 > Test 2 - HR Planning & Recruitment > Flashcards

Test 2 - HR Planning & Recruitment Flashcards

1
Q

The Importance of Planning

A

Societal trends and events affect employers
- Consumer markets affect the demand for goods and services
- Labor markets affect the supply of people to produce those goods and services

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2
Q

Keys to effective labor market utilization

A
  • Have a clear idea about the current configuration of the staff (strengths and weaknesses)
  • Know where the organization is going in the future (goals and strategy)
  • Address discrepancies between the current configuration and the needed configuration (strategy implementation)
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3
Q

Forecasting: Determining Labor Demand

A
  • Forecasts developed around specific job categories or skill areas relevant to the organization’s current or future state
  • Statistical and Judgmental methods
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4
Q

Forecasting: Determining Labor Supply

A
  • Analysis of how many people are currently in various job categories within the organization
  • Modification of the analysis to reflect changes in the near future
    – Retirements, promotions, transfers, voluntary turnover, terminations
  • Statistical and judgemental methods
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5
Q

Forecasting: Determining Labor Surplus or Shortage

A
  • Compare forecast labor demand and supply figures for the respective job categories to determine whether there will be a labor shortage or surplus
    – Labor demand > Labor supply –> Labor shortage
    – Labor demand < Labor supply –> Labor surplus
  • Determine what to do about potential associated problems
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6
Q

Strategies to reduce an expected labor surplus

A

Downsizing, pay or hour reductions, demotions, transfer, work sharing, hiring freeze, natural attrition, early retirement, retraining

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7
Q

Strategies to avoid an expected labor shortage

A

Overtime, temporary employees, outsourcing, retrained transfers, turnover reductions, immigration, new external hires, technological innovation

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8
Q

The Special Case of Affirmative Action Planning

A

Human resource planning for protected subgroups within the labor force
- Forecasting and monitoring of proportions of protected groups
- Workforce utilization review to compare the proportion of employees in the subgroups to the proportion of the subgroups in the relevant labor market
- Complement affirmative action plans with communication programs spelling out the needs and benefits of these programs to decrease perceptions of unfairness among non-minority members

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9
Q

Recruitment

A
  • the practice or activity of identifying and attracting potential employees
  • comes into play when the HR planning process indicates that a labor shortage is expected
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10
Q

Recruitment IS NOT

A
  • Generating as many applicants as possible
  • Finely discriminating among reasonably qualified applicants
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11
Q

Personnel Policies

A

Affect the nature of the vacancies for which people are recruited and are communicated via the recruitment message

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12
Q

Types of Personnel Policies

A
  • Job security & internal vs. external recruiting
  • Extrinsic & intrinsic rewards
  • Image advertising
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13
Q

Job security & internal vs. external recruiting

A
  • Promotion from within policy signals opportunities for advancement (increase motivation, reduce potential creativity)
  • Due process policies formally lay out the steps an employee can take to appeal a termination decision (promote job security and long-term commitment)
  • Employment-at-will policies state that either the employer or the employee can terminate the employment relationship at any time, regardless of cause (promote job insecurity and no commitment)
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14
Q

Extrinsic Rewards

A
  • “Lead-the-market” approach to pay (give more than the competition)
  • Pay as a way to compensate for less desirable jobs or features of jobs
  • Signing bonuses
  • Benefits (ex: caregiving programs, tuition reimbursement, work-life balance/flexibility programs)
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15
Q

Intrinsic Rewards

A
  • Personal growth and learning opportunities
  • Fulfillment and purpose
  • Pride and accomplishment
  • Autonomy
  • Respect and relationships
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16
Q

Image Advertising

A
  • Organizations promote themselves as a good place to work
  • Signal the general reputation of the organization
  • Applicants are sensitive to diversity and inclusion
17
Q

Recruitment Sources

A

Affect the kinds of people who apply and can serve as a way to distribute the recruitment message

18
Q

Types of Recruitment Sources

A

Internal vs external sources, direct applicants and referrals, Electronic recruiting and use of different media, Public and private employment agencies, colleges, universities, high schools, evaluating the quality of a source

19
Q

Reasons for internal recruitment

A
  • Applicants are well-known to the organization
  • Applicants have relatively realistic expectations about the job
  • Insiders often outperform outside
  • Internal recruitment and selection is cheaper and faster
20
Q

Reasons for external recruitment

A
  • No internal candidates are available
  • Exposure to new ideas or ways of doing business
  • Strengthen one’s own company and weaken the competitors at the same time
    – “Poaching” through “cold calling”
21
Q

Direct Applicants

A

Individuals who apply for a job vacancy without prompting form the organization
- Application self-selection

22
Q

Referrals

A

Individuals who are prompted to apply for a job by someone within the organization
- Aided self-selection through social networks (ex: nepotism)
- Lift out to recruit a whole intact group

23
Q

Electronic recruiting and use of different media

A
  • Organization’s own website
  • Job sites (Ex: Indeed, LinkedIn)
  • Social networking sites (ex: Facebook)
  • Online ads
  • Newspapers
  • Trade journals
  • Radio
  • Television
24
Q

Public employment agencies

A

State employment offices have the purpose to ensure that unemployed individuals receiving unemployment compensation regain employment
- Employers register vacancies with local offices
- Agency refers individuals with fitting skills and experiences at no charge
- Specialized “desks” for minorities and veterans
- Primarily serve the blue-collar market

25
Q

Private employment agencies

A
  • Change the employer for referrals
  • Job seekers do not have to be unemployed
  • Primarily serve the white-collar market
    – Executive search firms (headhunters)
26
Q

Colleges, universities, high schools

A
  • Placement services help graduates obtain employment
    – Especially entry-level professional and managerial vacancies
  • Focus on colleges with strong reputations in areas for which the organization has critical needs
  • Internship programs as job try-outs
  • High school recruiting in tough labor markets
27
Q

Evaluating the quality of a source

A

Yield ratios and cost-per-hire data

28
Q

Yield Ratios

A

Determine and compare quality of the applicant pool per source
- Ex: Interviews/resumes received; often accepted/acceptable applicants

29
Q

Cost-per-hire data

A
  • Determine efficiency of the source
  • Total cost of source/offers accepted
30
Q

Recruiters

A

Affect vacancy characteristics and applicant characteristics

31
Q

Recruiter characteristics and actions

A
  • Functional area within the organization (HR Specialist vs. job expert)
  • Warmth
  • Informativeness
  • Recruiting messages
32
Q

Warmth

A

the degree to which the recruiter seems to care about the applicant and is enthusiastic about the applicant’s potential

33
Q

Recruiting messages

A

realistic job previews lower expectations but also decrease early job turnover

34
Q

Timing of recruiter use

A
  • Bigger impact early in the job search process
  • The final decision on the side of the applicant is mostly determined by job and organizational characteristics
35
Q

Recruitment for Diversity

A
  • Train recruiters on the use of objective standards
  • Use recruitment methods that generate applications from a variety of individuals
  • Recruiting materials should speak to a diverse applicant pool
  • Neurodiverse individuals
36
Q

Diversity recruitment materials

A
  • Create bilingual advertisements
  • Include pictures of workers belonging to minority groups
  • Mention diversity programs and affirmative action policies
37
Q

Un(der)tapped Talent Pools

A
  • Veterans
  • Formerly incarcerated individuals

Mgt 3320 (3 decks)

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