Beruflich Dokumente
Kultur Dokumente
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Staffing Process
Figure 1-1: A Flowchart of the Staffing Process
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Workforce Planning
Definition: The process of predicting an organizations future employment needs and the availability of current employees and external hires to meet those employment needs and execute the organizations business strategy. Usually involves both the hiring manager and a staffing specialist (determines # and types of people needed, competencies, and talents, gauge availability of talent) Can be short-term and focus on an immediate hiring need Can be long-term and focus on the organizations needs in the future. Workforce planning is better strategically the more it addresses both the firms short- and long-term needs. Can also address demographic issues (aging workplace or diversity issues)
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Deploying Talent
Deploying: assigning talent to appropriate jobs and roles in the organization
Succession planning and career development enhance deployment options
Socializing: the process of familiarizing newly hired and promoted employees with their job, workgroup, and organization
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Retaining Talent
Succession management and career development are effective tools Turnover of high performers can be expensive Turnover of low performers can be beneficial Retention saves money in recruiting and hiring replacements for those leaving
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Matchmaking Process
Recruiting and selection are interdependent, two-way processes in which both employers and recruits try to look appealing to the other while learning as much as they can about their potential fit. Applicants and organizations choose each other. Recruitment continues throughout the selection and acquisition process until the person is no longer a viable job candidate, or until a job offer is accepted and the person reports for work. Some firms continuously recruit current employees to maintain their attractiveness as an employer and enhance retention.
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Staffing Goals
Should be aligned with improving the strategic performance of the staffing system. The primary staffing goal is to match the competencies, styles, values, and traits of job candidates with the requirements of the organization and its jobs. Strategic staffing goes even further and enables the organization to better execute its business strategy and attain its business goals. Staffing goals should be consistent with the goals and needs of all stakeholders in the staffing process, including applicants and hiring managers.
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Integration With Other Areas of HR Training Hire competencies or train internally? Compensation Low / high wage affects quality of candidates, using performance pay as motivation Performance management can affect turnover if not effective Succession planning Career development
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Staffing plays a central role in creating and enhancing any organizations competitive advantage
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Business Strategy
Definition: how a company will compete in its marketplace Competitive advantage: anything that gives a firm an edge over rivals in attracting customers and defending itself against competition
To have a competitive advantage a company must be able to give customers superior value for their money (a combination of quality, service, and acceptable price)
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4. Growth Strategy
Definition: company expansion organically (happening as the organization expands from within by opening new locations) or through mergers and acquisitions Success depends on the firms ability to find and retain the right number and types of employees to sustain its intended growth. Organic growth requires an investment in recruiting, selecting, and training the right people to expand the companys operations. Mergers and acquisitions expand an organizations business and can also be a way to acquire the quality and amount of talent a firm needs to execute its business strategy.
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Strategy during maturity phase when products and services have fully evolved, and the products market share has become established
The focus shifts to maintaining or obtaining further market share through cost leadership, often by streamlining operations and focusing on efficiency. Because mature companies have a larger pool of internal talent from which to draw, the talent focus becomes more internal. Requires more adaptable and mobile employees as company may restructure
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Strategy choice during decline phase when markets are shrinking and business performance is weakening
Can pursue a cost-leadership strategy and allow the decline to continue until the business is no longer profitable Focus on reducing labor and other costs Can try to make changes to revive the product or service If it chooses to try to change its product or service, the firm typically adopts a specialization or differentiation strategy This can change the talent mix needed
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Talent Philosophy
A system of beliefs about how employees should be treated
How should the organization think about its employees? expendable or investment?
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Staffing strategy: the constellation of priorities, policies, and behaviors used to manage the flow of talent into, through, and out of an organization over time
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If applicants and employees are thought of as assets, the staffing focus is on managing costs and controlling the asset. (acquire employees cheaply and quickly good for low-cost strategy) By contrast, if applicants and employees are thought of as investors rather than expenses, the focus is on establishing a mutually beneficial relationship in which the company invests in their resources. (provide return on personal investment in the company)
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Core employees consist of workers considered to be central to what the organization does or produces. Flexible workers or contingency workers have less job security.
2. 3. 4. 5.
Do we prefer to hire internally or externally? Do we want to hire for or train needed skills? Do we want to replace or retain our talent? What levels of which skills do we need where?
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Which jobs should we focus on? Is staffing treated as an investment or a cost? Will staffing be centralized or decentralized?
Centralized: All staffing activities channeled through 1 unit (economies of scale, uniform procedures) Decentralized: Different units house own staffing activities (specialized hiring, more responsive) Combined some staffing function shared, others decent.
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Human process advantage: superior work processes create a competitive advantage. The firms work gets done in a superior way.
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A practice that is established as an essential requirement of the job and is thus not discriminatory The Meiorin Case established a 4-part test
Responsibility to eliminate rules, practices or barriers that have an adverse impact on individuals with disabilities
Duty to Accommodate
Reasonable Accommodation
Individual Accommodation
An integral responsibility of employers to promote inclusion (can involve work schedules, changes to work done, or the work environment Obligation to the point of undue hardship
Verbal abuse or threats Unwelcome remarks about a persons body, attire, age, marital status, ethnic or national origin, religion, etc. Displaying offensive or derogatory pictures Practical jokes that cause embarrassment Unwelcome invitations Leering or other gestures Condescension or paternalism that undermines self-respect Unnecessary physical contact Physical assault
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Job Analysis
Definition: a systematic process of identifying and describing the important aspects of a job (incl. working conditions, tools, technologies) and the characteristics workers need to perform the job well Helps define the ideal individual for a job from the perspective of the company, its strategy, and their potential coworkers. Job analyses also help group jobs into job families or groupings of jobs that call for similar worker characteristics
Enables firm to hire people for different jobs from same pool
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Typically involves job analyst collecting info from those who hold the job + supervisors. They then compile and summarize this info and have job experts check it. Future-oriented job analysis: job analysis technique for analyzing new jobs or analyzing how jobs will look in the future
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Job Description
A written description of the duties and responsibilities of the job itself based on a job analysis. Job descriptions usually include:
The size and type of organization The department and job title The salary range Position grade or level To whom the employee reports and for whom the employee is responsible Brief summary of the main duties and responsibilities of the job Brief summary of the occasional duties and responsibilities of the job Any special equipment used on the job Any special working conditions (e.g. shift or weekend work, foreign travel, etc.) Purpose and frequency of contact with others The statement, Other duties as assigned to accommodate job changes and special projects
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Person Specification
Person specification or job specification: summarizes the characteristics of someone able to perform the job well Describes the ideal candidate Essential criteria: job candidate characteristics that are critical to adequate new hire performance and for which candidates should be screened Desirable criteria: job candidate criteria that may enhance the new hires job performance, but that are not essential to adequate job performance
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1. Select group of experts 2. Conduct brainstorming sessions to identify characteristics that successful workers have 3. Assign weights to each characteristic based on
1. 2. 3. 4. Proportion of barely acceptable workers who have job element How effective the element is when picking a superior worker The trouble likely to occur if element is not considered Practicality
Task inventory approach: job experts generate a list of 50200 tasks that are grouped in categories reflecting major work functions that are then evaluated on importance and amount of time spent. Structured Questionnaires: a standardized, structured questionnaire that can be used for just about any job (e.g., the Position Analysis Questionnaire or PAQ)
Advantage: Speed and low cost.; more objective comparison Disadvantage: high reading level, not very customizable
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Collect background information about the company, its culture and business strategy, the job, and the jobs contribution to strategy execution and competitive advantage Identify job experts (more high-performing employees) Identify appropriate job analysis technique(s) to use
Can be inductive (main duties of job have not been determined) or deductive (duties have already been determined)
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K Knowledge, S - Skills, A Abilities, O Other (integrity, values) Typical intelligence, conscientiousness, extraversion, emotional stability
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Table 4-6
Task Statements
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Competency Modeling
Definition: a job analysis method that identifies the necessary worker competencies for high performance Competencies: rather than focusing on job tasks, they are the broader worker characteristics that underlie successful performance or behavior on the job; multiple types of KSAOs Because competencies are linked to the organizations business goals, strategy, and values, a person specification resulting from a job description can enhance hiring quality and strategy execution A competency-based job description:
Enhances a managers flexibility in assigning work Lengthens the life of a job description Can allow firms to group jobs requiring similar competencies under a single job description
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What is a Competency?
Definition
An underlying characteristic of an individual contributing to Job or role performance and Organizational success
Organization Usage
OThree strategic HR reasons for doing competency modeling: Create awareness and understanding of need for change in business Enhance skill levels of workforce Improve teamwork and coordination
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Can help recruiter learn what motivates job candidates and identify rewards that are appealing
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2. Mix refers to the composition of the reward package matching the needs and preferences of applicants or employees.
Offering stock options that vest in five years to a young, mobile workforce, or free daycare to an older workforce is not consistent with workers needs and preferences.
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Table 4-13
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Workforce Planning
Workforce planning: the process of predicting an organizations future employment needs and the availability of current employees and external hires to meet those employment needs and execute the organizations business strategy.
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Forecasting
Given the uncertainty of forecasts, construct estimates as a range, providing low, probable, and high estimates. Recalculate estimates as changes happen in the organizations internal and external environments and as the firms assumptions and expectations change.
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Staffing Ratios
The estimated level of business activity at a firm can be converted into the number of employees the company will need to attain the desired level of productivity by using staffing ratios. A staffing ratio is a mathematical way of calculating the number of employees a firm needs to produce certain levels of output.
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Ratio Analysis
Assumes that there is a relatively fixed ratio between the number of employees needed and certain business metrics.
Using historical patterns within the firm helps to establish a reasonable range for these ratios. This process can be used for either justifying new positions or demonstrating the need for layoffs.
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Possible Ratios
Production to employees Revenue per employee Managers to employees Inventory levels to employees Number of customers or customer orders to employees Labor costs to all production costs The percent utilization of production capacity to employees
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Scatter Plots
Scatter plots show graphically how two different variables --- say revenue and salesperson staffing levels --- are related. They are used to determine what staffing levels should be changed as a factor (variable) changes.
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Trend Analysis
Uses past employment patterns to predict future needs.
For example, if a company has been growing five percent annually for the last eight years, it might assume that it will experience the same five percent annual growth for the next few years.
Any employment trends that are likely to continue can be useful in forecasting labor demand. Because so many factors can also affect staffing needs, including competition, the economic environment, and changes in how the company gets its work done (e.g., automation might improve productivity), trend analysis is rarely used by itself in making labor demand forecasts.
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Judgmental Forecasting
Relies on the experience and insights of people in the organization to predict future needs. Top-down: organizational leaders rely on their experience and knowledge of their industry and company to make predictions about what future staffing levels will need to be. Top managers estimates then become staffing goals for the lower levels in the organization.
In some cases, particularly when companies are facing financial difficulties or restructuring, budgets may determine these headcount numbers.
Bottom-up: uses the input of lower-level managers in estimating staffing requirements. Based on supervisors understanding of the business strategy, each level provides an estimate of their staffing needs to execute the strategy. The estimates are consolidated and modified as they move up the organizations hierarchy until top management formalizes the companys estimate of its future staffing needs into staffing goals.
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Transition Analysis
A statistical technique used to analyze internal labor markets and forecast internal labor supply. A simple but often effective technique for analyzing an organizations internal labor market, which can be useful in answering recruits questions about promotion paths and the likelihood of promotions as well as in workforce planning. Can also forecast the number of people who currently work for the organization likely to still be employed in various positions at some point in the future. The analysis is best performed for a limited number of jobs at a time to keep it easily interpretable.
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Options include offering hiring incentives such as sign-on bonuses and retention bonuses such as stock options or cash to be paid after the employee has successfully worked with the company for a certain period of time.
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Neither of these strategies is guaranteed to work More expensive recruiting methods may quickly drain a recruiting budget without resulting in an acceptable hire Lowering hiring standards decreases the quality of the companys workforce, which may not be acceptable
Outsourcing
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Alternatives to layoffs include across-the-board salary cuts or a reduction in work hours, or reallocating workers to expanding areas of the business.
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Action plans to address a persistent employee surplus may also involve reassignments, hiring freezes, and steering employees away from careers in that position to reduce the need for future layoffs. Retraining employees to fill other jobs in the firm can help bring labor supply and demand into balance.
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Staffing Planning
1. How many people should we recruit? Staffing yields: the proportion of applicants moving from one stage of the hiring process to the next Hiring yields: the percent of applicants ultimately hired (also called selection ratios) 2. What resources do we need? Workload-driven forecasting use historical data on avrg number of hires per recruiter over given period of time Staffing efficiency driven forecasting: the total cost associated with the total compensation being hired 3. How much time will it take to hire? Produce a timeline Continuous recruiting can shorten the hiring timeline
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Sourcing
Definition: identifying and locating high potential recruits Done for internal as well as external job candidates Involves the analysis of different possible sources of recruits to identify those best able to meet the firms staffing goals
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Recruiting Sources
Internal recruiting sources: locate people who currently work for the company who would be good recruits for other positions External recruiting sources: target people outside the firm
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Global Sourcing
Integration: the coordination of a single global staffing strategy with the organization retaining adequate controls over local operations Differentiation: the need to acknowledge and respect the diversity of local country cultures and expectations and thus giving some latitude to local managers to tailor the strategy to meet the needs of their location Local employment agencies can be a useful source of guidance in terms of information on the characteristics of the local labor force
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Geographic Targeting
Definition: sourcing recruits based on where they live
Can focus on the local labor market Can focus on labor markets in locations similar to the organizations location in terms of city size, cost of living, climate, recreational opportunities, etc. Can target individuals likely to find the firms location attractive
Lower-level positions in an organization are typically filled from the local labor market, and the geographic boundaries tend to widen as the position moves up the organizations hierarchy
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Recruiting
Definition: helping an organization employ a talented group of employees who contribute to the organizations business strategy
Includes converting leads into applicants Includes generating interest in a company + job Includes persuading candidates to accept job offers Can be source of sustainable competitive advantage
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Applicant Reactions
An important goal of recruitment is to give every applicant a positive feeling about the organization
Both parties are pursuing a business relationship
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Procedural: beliefs that the policies and procedures that resulted in the hiring or promotion decision were fair
Did you get the job or promotion? Yes = more fair Only type of fairness that organizations have little control of
Interactional: fairness of the interpersonal treatment and amount of information received during the hiring process
Honesty, respect, recruiter warmth, and informativeness
Respect applicants privacy, avoid delays, use job-related assessments, give fair opportunity to perform
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Spillover Effects
Definition: indirect or unintended consequences of an action
If candidates are forced to wait extended periods for pre-scheduled interviews, met unprepared and distracted interviewers, felt that the selection process was unfair, and were not made to feel important or welcome, will they still fly your airline or buy your products? Apply for another job with you in the future? Tell their friends and family how impressed they were with your firm and influence them to become customers or job applicants?
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Recruitment Continues
Recruiting does not end until person is removed from consideration or is hired and reports for work. Recruiting must keep employee interested
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The Recruiter
Graduates choose or dont choose companies b/c of recruiter. Unemployed ppl may persist a negative encounter with a recruiter but passive job seekers will be less likely to do so. Recruiters competence and recruiting delays send signals to applicants. Needs to have: Familiarity with the job and organization Trustworthiness and credibility Reflect what it is like to work for the company Good listening and communication skills Good social skills Intelligence Extroversion, enthusiasm, self-confidence
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Signaling
Recruiters traits and behaviors may act as signals of the company and job. A CEO involved in recruiting may signal a jobs importance A demographic minority recruiter may signal the firms demographic diversity
Similarity to recruiter does not necessarily lead to more favorable applicant attitudes but it does have impact on how attractive a job is.
The key is the recruiters ability to relate to a recruits value system and motivation.
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Reviewer Profile
Profile of individual recruiters who have been the most effective in the past.
Includes skills, characteristics, backgrounds Helps firms figure out who should do the recruiting and what the job specifications should be for different recruiters.
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Types of Recruiters
Internal staff/managers (can be impractical to take out of current job but know jargon) Internal recruiters (can answer broad questions but may not know jargon) External recruiters (expensive, lack depth of knowledge, have extensive network)
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Recruiter Training
Different recruiters must look for same competencies, values, and experience or qualified applicants will be overlooked Recruiting knowledge tailoring pitches to specific groups Interpersonal skills reflect values of company, project warmth and empathy, listening and communication skills Presentation skills Cultural skills Organizational goals and recruiting objectives Legal issues Multiple assessments assess candidates for other roles
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An organization usually has specific goals for recruiters that are consistent with firms objectives and staffing strategies:
Employer branding Candidate screening Generating candidates interest
The organizations goals must be known by the recruiter and be consistent with the recruiters personal goals The recruiter must receive feedback in relation to these goals
Recruiter Incentives
The behaviors and outcomes that are rewarded are the ones most likely to be pursued by recruiters Align rewards with staffing goals
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Organizational Image
Definition: a general impression based on both feelings and facts. The more favorable a companys image, the more people are likely to consider the organization attractive as an employer and state a willingness to respond to its recruitment advertisements. Organizational images differ across subgroups of individuals.
College undergraduates have malleable images of orgs.
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Employer Brand
Definition: attitudes toward and perceptions of the organization as an employer How an organization is reputed to treat applicants and employees is likely to have a particularly strong effect on applicant attraction. Newer or lesser-known organizations with weak or nonexistent images among job seekers may have greater difficulty attracting recruits using passive recruitment sources such as newspaper advertisements than organizations that are more widely known and favorably thought of.
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Employment opps that do not meet minimum Noncompensatory screening factors are rejected by job seekers
The jobs location, the type of job, pay, etc.
Ex. Brochures that highlight diversity may attract minorities Should be informative, address a range of job or organizational characteristics, and provide specific information about those characteristics. General ads appeal to wide variety of applicants and increase number of unqualified candidates Unusual or extreme info tends to receive greater attention
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Self-Assessment Tools
Determine if a candidate is a good fit. If bad fit, applicant will self-select out Self-assessments should be anonymous and not used for selection
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Timing of Information
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False positives expensive for high-risk jobs. False negatives expensive for highly competitive jobs.
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Some assessment methods even identify applicants preferred learning styles, which can decrease training time, improve training effectiveness, and increase retention.
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Hiring Stages
When people first apply for a job, they are considered job applicants and are evaluated against the minimum acceptable criteria for the job, such as relevant education and skills (screening assessment methods). Those applicants passing the initial screen are considered job candidates and are assessed in more depth using evaluative assessment methods
A series of evaluative assessments are often performed, with the lowest performing candidates being screened out after each phase.
Job offer made from group of finalists after passing contingent assessment methods (background check, drug screen, etc.)
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Screening Methods
Resumes and cover letters (ppl may lie) Job applications and weighted application blanks Biographical information Telephone screens Cognitive and noncognitive (psychomotor, sensory, physical) ability tests Values assessments Personality assessments Integrity tests written tests of honesty, trustworthiness, reliability, character Polygraph tests Job knowledge tests Interviews (structured and unstructured) Situational judgment tests measure noncognitive skills Graphology determine personality from writing Job simulations can be verbal or motor, may differ in fidelity (how realistic) Work samples Reference checks asking scenarios are better
Evaluative Methods
Contingent Methods
Medical and drug tests, and background checks (must be relevant to job)
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Biodata
when job app items are used to predict job success Interests, work experiences, training, and education Assesses achievement orientation and preferences for group vs. individual work Allows people to describe more personal aspects and their experiences and successes in social, educational, occupational pursuits
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Personality Assessments
focus on big 5: extraversion, conscientiousness, emotional stability, agreeableness, openness to experience Conscientiousness (most consistent) and emotional stability predict performance for most jobs Extraversion jobs where interacting and influencing others is important (Ex. Managerial) Agreeableness interpersonal interactions (helping, nurturing, cooperating) Openness creativity and ability to adapt to chg.
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STAR Technique
A technique for answering behavioral interview questions: Situation or Task: describe in enough detail for the interviewer to understand the situation and what you needed to accomplish Action that you took Results that you achieved
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Use targeted recruitment to increase the numbers of qualified minority applicants Expand the definition of job performance to include areas of such as commitment and reliability Combine predictors test that discriminates against men + test that discriminates against women Using well-developed simulations rather than cognitive ability tests If selection ratio low, use low adverse impact processes first Use banding bucket the candidates into categories (Decreases validity)
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Assessment Plan
The assessment plan describes:
Which assessment method(s) will be used In what sequence What weight each assessment will receive
Characteristics that will be trained after hire are not assigned to any assessment method, but any existing qualifications required to qualify for the training program should be listed.
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Internal Assessment
The evaluation of a firms current employees for training, reassignment, promotion, or dismissal purposes
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It can help companies understand the overall strength of their workforce, but only if the employees were accurately evaluated in the first place.
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Focuses on managerial and leadership positions rather than technical or professional work. Each level of leadership requires different sets of competencies and values. Leaders values and priorities must change.
Starting Point: Managing yourself Passage 1: Managing others Passage 2: Managing managers Passage 3: Managing a function Passage 4: Managing a business Passage 5: Managing multiple businesses Passage 6: Managing the enterprise
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Succession Management
Succession management: an ongoing process of systematically identifying, assessing, and developing an organizations leadership capabilities to enhance its performance Succession management plans: written policies that guide the succession management process Replacement planning: the process of creating backup candidates for specific senior management positions
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Career Planning
Career planning: a continuous process of self-assessment and goal setting. Goals, preferences, capabilities of employees are assessed and compared with HR strategy and succession plan Matches or mismatches discussed with employee as well as career development opportunities
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Multiple Hurdles
Multiple hurdles: candidates must receive a passing score on an assessment before being allowed to continue Costly and takes more time Used when cost of poor performance is high
For example, when safety is at risk
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Compensatory Approaches
Compensatory approach: high scores on some assessments can compensate for low scores on other assessments. This approach is less useful for jobs in which specific talents must exist at a minimum level.
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Often, some job requirements are essential to job performance but others can compensate for each other.
Final Choice
Cut score: a minimum assessment score that must be met or exceeded to advance (may increase false negatives) Rank ordering: ranking candidates from highest to lowest scoring. Banding: Clumping ppl in categories and assigning scores
Hiring manager or team should make final decision
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Identify a backup hire in case your first choice does not take the job.
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Compensation Decisions
Low job offer: below-market rewards package (inappropriate for key positions) Competitive job offer: total rewards package is competitive with the market High job offer: total rewards package is above the market Maximum job offer: the companys best and final offer
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Employment Contract
Implicit employment contract: an understanding that is not part of a written or verbal contract. Because binding contracts for employment or for future compensation can be created verbally, great care should be taken during discussions with prospective new hires. To be legally binding and enforceable, any contract must consist of an offer that is accepted on the terms offered. Something of value (consideration), usually promises of pay in exchange for promises for labor, must also be exchanged. Offer letter: written letter describing in clear and precise terms exactly what the compensation structure and terms of employment will be.
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Employment Contracts
Statements on a job application blank (e.g., a statement that providing false information is grounds for termination), statements in employee handbooks, and statements in other documents may become interpreted as enforceable contracts. Often focus more on termination issues than on employment.
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Additional Agreements
First rights to their inventions and patents Nondisclosure agreements Noncompete clauses / restrictive covenants Nonsolicitation agreements It is a good idea to consult legal counsel before preparing any contract forms or statements on application forms
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Do not look at a negotiation as an either/or proposition Identify what you can and cannot part with Try to identify and use sources of leverage Suppress your emotions Know your BATNA Take time to evaluate the offer Be realistic Practice your negotiation skills Document and be prepared to discuss your skills and accomplishments Be appreciative and respectful Remember that employment is an ongoing relationship
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Ensure that the finalist followed the proper procedures, accepted the job offer as written, and responded before the deadline. Congratulate the new hire and express your enthusiasm about having him or her onboard.
It can also be helpful to ask what persuaded the person to say yes
Stay in contact with the new hire and encourage his or her supervisor and coworkers to do the same. Once a job offer has been accepted, the recruiters role is to begin building the new hires commitment to the company and enhancing his or her ability to succeed on the job.
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Try to find out why and whether an enhanced offer might be acceptable. Promptly and respectfully acknowledge the job offer rejection. If a rejected applicant is qualified for a different position or if they might be hirable in the future for the job to which he or she applied, requesting permission to retain the applicants information for a period of time can help to build a talent pipeline and facilitate the future sourcing and recruiting of pre-qualified applicants.
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Reneging
Reneging: backing out of a contract after it is accepted. Employers sometimes renege on extended and even accepted job offers due to a changing business environment, unexpected business slump, reorganization, being sold, or shut down.
Often companies that renege on a job offer will give the job offer receiver compensation for breaking the contract Instead of reneging, it may be possible to defer the new hires start date and offer partial salary in the interim, or hire the individual as a consultant and convert him or her to a full-time hire as soon as possible (e.g., when a hiring freeze is lifted).
Treating the new hire with respect can reduce feelings of inequity and anger, and keep the individual interested in working for the firm in the future.
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Time to Productivity
Many organizations invest more money in hiring new employees than in helping them acclimate and become productive. On average, the time for new external hires to achieve full productivity is eight weeks for clerical jobs, 20 weeks for professionals, and more than 26 weeks for executives.
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Orientation (or onboarding): the process of completing new hires employment-related paperwork, and familiarizing them with their jobs, coworkers, work spaces, work tools, and the companys policies and benefits
Different from training: provides employees with knowledge/skills to do job
Socialization: a long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors, and knowledge needed to successfully participate as an organizational member goal of socialization is to get new employees up to speed on their jobs and familiarize them with the organizations culture, or the norms, values, behavior patterns, rituals, language, and traditions
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Socialization
Can speed up the time it takes new hires to reach the point at which they start generating a return on the companys investment in them. Can improve employee retention and employee engagement, Prepares employees to perform their jobs effectively, fit into the organization, and establish productive work relationships. 3 phases: anticipatory socialization (interacting w/ company reps), encounter (training + learning), settling in (evaluation of performance and potential career opps within the company
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Socialization Choices
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Should actively involve new employees, encourage them to ask questions, and clarify their role in business strategy execution. Helpful managers and peers can enhance employees learning of the new job. . Research suggests that socializing new employees as a group, using formal activities and materials in a predetermined order within a specified time frame, giving them access to role models or mentors, and providing social support enhance newcomer loyalty, reduce turnover, and increase commitment, job satisfaction, task mastery, and values congruence.
Effective Socialization
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Turnover
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Employee satisfaction surveys can identify problems that can be addressed to prevent additional turnover
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Retention Strategies
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Managing Succession
Succession plans need to support the organizations long-term direction, growth, and planned change, and should enable an organization to have the right people in the right place at the right time to execute the business strategy. Mobility policies: specify the rules by which people move between jobs within an organization and clearly document the rules for opening notification, eligibility qualification, compensation and advancement, and benefit changes related to advancement. Should be well developed, clearly communicated, and perceived as fair by employees.
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Workforce Redeployment
Workforce redeployment: the movement of employees to other parts of the company or to other jobs the company needs filled to match its workforce with its talent needs.
Matching employees expertise and knowledge to customers needs and deploying the right people is the same way a supply chain deploys assets. For firms trying to maximize the efficiency of their workforce, which is particularly important for companies pursuing a low-cost strategy, workforce optimization is critical.
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Downsizing: permanent reduction of employees intended to improve the efficiency or effectiveness of the firm.
Usually done in response to a merger or acquisition, revenue or market share loss, technological and industrial change, new organizational structures, and inaccurate labor demand forecasting. Downsizing is a popular intervention for organizations looking to improve flexibility, reduce bureaucratic structure, increase decision-making efficiency, and improve communication. Private sector employers often downsize to reduce costs to maximize shareholder returns, and to remain competitive in an increasingly global economy. Public sector downsizings are driven by budget reductions and technology improvements that allow fewer workers to do the same amount of work.
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Fully planning the downsizing is important to reduce the negative consequences the downsizing has on employees and the company. Unintended outcomes of a downsizing include: Increased costs from voluntary turnover, training, and consultants Reduced shareholder value Decreased efficiency due to the loss of expertise Reduced morale and motivation (waves of downsizing are the worst) Increased absenteeism and turnover of desirable employees due to stress and uncertainty Lower employee trust in the company A damaged reputation as an employer When a companys employees take advantage of unemployment insurance, the companys future premiums rise Higher cost of attracting top talent after a downsizing
Effective Downsizing
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Survivor syndrome refers to the emotional effects of the downsizing on surviving employees, during and after a downsizing.
These effects include fear, anger, frustration, anxiety, and mistrust, which can threaten the organizations survival.
Survivor Syndrome
Survivors often are preoccupied with whether additional layoffs will occur, and feel guilty about retaining their jobs while separated coworkers are struggling.
Can lead to a variety of adverse effects including higher turnover, lower commitment and loyalty, and less flexibility among surviving employees.
Although some studies suggest that survivors guilt leads to increased effort, other studies suggest that job insecurity reduces productivity.
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Layoff: temporary end to employment. Employers tend to dislike layoffs compared to other downsizing methods, in part because they are forced by law (in the case of most public sector employees) or by bargaining agreements to employ seniority-based criteria.
This does not guarantee that the right competencies will remain in the and often means the retention of the most expensive employees.
Layoffs
Layoffs also increase employee health problems and withdrawal behaviors. Layoffs often have a negative impact on employee diversity, since women and minorities tend to be disproportionately affected by seniority-based layoff policies. During a layoff, career transition assistance is usually provided to employees along with job placement and training assistance, severance pay, and continuation of benefits such as health insurance for a period of time. Layoffs have a negative impact on a firms reputation that is significantly stronger for newer than for older firms.
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Discharging Employees
May happen immediately after a policy violation or other job misconduct (e.g., a safety violation, failure to renew a professional license, etc.), or after a long pattern of poor performance it is important to document the termination and keep thorough and accurate records regarding the cause of the termination.
Usually done best after progressive discipline
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Discharging Employees
Having terminated (or laid off) employees sign a severance agreement that includes a release stating that the departing employee gives up some or all rights to sue you can reduce the risk of future litigation. Employee releases are most often used when a company does not have proper documentation to fire an employee but wants to end the employment relationship and reduce the possibility of a lawsuit. Must have consideration - usually money beyond any standard severance agreement; the employee needs to be given appropriate time to consider the offer and even change his or her mind after signing it; and the employee should be able to negotiate some of its contents to show that it was willingly signed.
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Remain impartial, calm, and in control of the conversation; be respectful Listen to employee requests for severance terms, but reserve final decisions for a later time; Be clear and dont send mixed messages repeat yourself if you feel your message is not being heard Dont give career advice dont say laid off because it implies the possibility of return Hold the meeting in a private, neutral location
Termination Tips
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Termination Tips
Do not engage in argument or make promises Discuss the effective termination date, any severance package, etc.; Be aware of legal compliance issues Write up an accurate record of the termination interview and provide a copy to the employee Cover matters such as returning identification cards, keys, and how to receive final paycheck Involve company security, if needed Notify all relevant parties after discharge that the employee has been terminated
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Staffing Evaluation
Analysis of a staffing system to assess its performance and effectiveness
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Lower applicant quality, fewer apps per position Good for monitoring progress of staffing system; can be used to adjust and improve staffing outcomes midstream Talent availability quality of hire (leading) and employer image (lagging)
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Long-term metrics help to evaluate the success of a staffing system in terms of outcomes that take place some time after hire and include (good lagging indicators):
Job success Employee tenure Promotion rates
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Return on Investment
When using metrics and evaluating staffing activities, it can be easy to focus on staffing efficiency and lose sight of staffing effectiveness. A balance must be struck between staffing efficiency and staffing effectiveness. ROI can be calculated for a firms investment in individual staffing activities, such as the ROI of different recruiting sources or assessment methods, or for the staffing system as a whole.
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Six Sigma
Six Sigma: initiative that uses statistical analysis to measure and improve business processes and their outcomes to near perfection Measures defects, remove sources of error, reduce defects to near 0 Six Sigma can be used to improve a variety of staffing outcomes, such as:
Lowering turnover among high performers Improving applicant quality Improving new hire fit with corporate culture Reducing time-to-fill Increasing the return on the companys staffing investment
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Six Sigma
Begins with a process map that defines and graphically maps out the process to be improved. After identifying the source of any defects, an improvement program is created to remove the cause of the defects. To improve the quality of a staffing process, each step of the process must maximize the probability that the selected candidate meets the hiring managers expectations DMAIC (define, measure, analyze, improve, control) for existing internal processes (DMADV (define, measure, analyze, design, verify) for new processes
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Six Sigma
For existing internal processes, use DMAIC (Define, Measure, Analyze, Improve, and Control)
Define the problem: reduce unwanted turnover among high performers. Measure: identify key measurements underlying turnover. Analyze: understand key factors and trends that create turnover. Improve: identify and execute a plan to address those factors. Control: implement controls to lower turnover on an ongoing basis.
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Corporate scorecards developed to define goals and agenda for entire org. Each business unit looks to this to create their own scorecards.
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Balanced staffing scorecard: contains objectives, targets, and initiatives for each activity that adds value to the staffing process. The companys goals and strategies should guide scorecard development, with most measures focusing on value creation and staffing effectiveness and a smaller number addressing staffing efficiency and cost control. The choice of scorecard criteria can be based on company strategy and goals, anticipated challenges such as a tightening labor market or changing workforce demographics, current problems such as difficulty staffing key leadership positions, and practical reasons such as ease of communication to hiring managers. When choosing what to include on a staffing scorecard, be sure to consider the companys talent philosophy, and HR strategy. Set clear and consistent goals, and carefully balance cost, time, quality, and customer satisfaction.
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Use when need lots of candidates, high education levels required, and you need to target specific labour markets.
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Well-crafted staffing dashboards help companies monitor and manage their workforce and chart progress toward meeting strategic and tactical staffing objectives.
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