Untitled Quiz

Recruitment and Selection

• Fishing analogy: Recruitment is like fishing, finding the best candidates from a pool of potential employees
• California law: Employees in California can sue for employment violations as if they were the Attorney General

Workforce Planning (HR Planning)

• Forecasting:
  • Labor demand: Analyzing factors like business growth, goals, market trends, product launches, budgets, workload, turnover, retirement, historical data, and skill gaps
  • Workforce models: Forecasting labor demand.
    • Trend analysis: Examining past patterns like growth, seasonal, and cyclical trends
    • Leading indicators: Early warning signs like economic growth, new product launches, consumer demand changes, and technological advancements
  • Labor supply: How many potential employees are available?
    • Internal labor supply: Analyzing employee data, retention rates, promotions, retirements, and succession plans
    • External labor supply: Evaluating labor market trends, graduates, competitor hiring, and geographical locations
    • Transitional matrix: Tracks job categories over time, showing employee movement between roles
• Goal setting and strategic planning:
  • Sets focus on labor problems
  • Goals should be based on forecasts
  • Each goal should include timetables and targeted job categories
  • HR strategies are determined for each goal
• Strategies to address labor surplus:
  • Downsizing: Eliminating employees to improve competitiveness by reducing costs, replacing labor with technology, merging, acquiring, and relocating
  • Reducing hours: A less costly alternative to layoffs
  • Temporary/contract workers: Offers flexibility and lower costs
    • Potential problem: Company is not supposed to directly supervise contractors
  • Outsourcing: Contracting with external organizations for services to operate more efficiently and save money
• Strategies to address labor shortage:
  • Hiring: Actively bringing in new employees
  • Overtime: Offering current employees additional hours
  • Retraining: Developing current employees' skills to fill open positions
  • Outsourcing: Contracted services for specific functions
• Program Implementation and Evaluation:
  • One individual should be held accountable for goal achievement with appropriate authority and resources
  • Workforce utilization review: Comparing employee group proportions to the labor market

Manufacturing Challenges

• Skilled labor shortage: Lack of qualified workers
• Low new entrants: Few people entering vocational schools
• High turnover in low-skill roles: Repetitive work, limited career advancement
• Attracting young talent: Image and industry perception are important
• Technological changes: Automation requires upskilling and retraining
• Physical demands: Manual labor requirements
• Geographical constraints: Recruiting in rural areas
• Low wages: Unavailability of competitive pay

Tight Labour Market

• High competition for talent: Lengthier hiring processes
• Rising wages: Increased competition drives pay upwards
• Low unemployment: Few available workers
• More job vacancies: More open job roles
• Employee power: Stronger negotiation position for employees

Soft Labour Market

• High unemployment: More available workers than open jobs
• Lower wages: Less competition leads to lower pay
• Easier hiring process: More applicants allows for quicker recruitment
• Core competency: Organizations benefit from hiring employees with expertise that is valuable to customers

Employment-at-will

• Employers and employees can end employment at any time without a specific employment contract

Due-process policies

• Formally lay out the steps an employee can take to appeal an employer’s termination decision

Chapter 6: Personnel Selection

Hiring Process

• Identifying the need for a role: Job analysis and description
• Sourcing candidates: Internal, external, networking, active, passive
• Application Process: Receiving applications and utilizing Application Tracking Systems (ATS)
• Screening applications & resumes: Phone/virtual interviews, skills assessments
  • Social media issues: Information may not be verified
  • Screening for: Availability, flexibility, personality fit, red flags, attitude, salary expectations, candidate interest, company awareness
• Testing and reviewing work samples: Assessing skills and abilities
• Interviewing candidates: Various interview styles
• Checking references & background: Post-interview screening
• Making a selection & job offer: Negotiation
• Onboarding: Initial training
• Variations: Pre-hire assessments, candidate pools

Reliability

• How consistent a measurement is, free from random error (generates consistent results)

Correlation coefficients

• Measure the relationship between two sets of numbers

Validity

• How well a measurement aligns with what it is designed to assess

Methods for measuring validity:

• Criterion-related: Shows a strong correlation between test scores and job performance
  • Predictive validation: Uses test scores of ALL applicants to predict future performance
  • Concurrent validation: Administers tests to current employees to compare scores with existing performance data
• Content: Alignment between test items and actual job situations
• Construct: Measuring specific traits like intelligence and leadership skills

Generalizability

• Applying a method to conditions beyond its original development

Utility

• The economic value of a method compared to its cost

Application forms

• Gather basic information- contact details, work experience, education level, signature
• Identify candidates who meet minimum requirements

Resumes

• Provide biased information
• Inexpensive method for gathering information

References

• From former employers (can be biased)

(Pre-)Employment tests

• Aptitude tests: Assess learning and skill acquisition
• Achievement tests: Measure existing knowledge and skills
• Physical ability tests: Evaluate physical capabilities
• Cognitive ability tests (intelligence tests): Measure cognitive abilities

Assessment center

• Multiple selection methods used to identify suitable managers
• Evaluates personality, administrative, and interpersonal skills

Personality Big 5

• Extroversion: Sociable, talkative, assertive
• Adjustment: Emotionally stable, secure
• Agreeableness: Courteous, cooperative, forgiving
• Conscientiousness: Dependable, organized, achievement-oriented
• Inquisitiveness: Curious, imaginative, broad-minded

Drug test rules:

• Administer uniformly across all applicants for the same job
• Use for jobs involving safety hazards
• Provide results to applicants with appeals information
• Conduct tests privately and keep results confidential

Interview forms:

• Nondirective: Questions based on candidate responses
• Structured: Set of predefined questions
• Situational: Describes job-related situations and asks candidates how they would handle them
• Behavioral: Asks candidates to describe past behaviors related to the job
• Panel: Involves multiple interviewers
  • Allows candidates to interact with multiple team members

Candidate scoring method:

• Helps evaluate and track the performance of different candidates

Interview insights:

• Communication and interpersonal skills assessment
• Verifying application information

Interview limitations:

• Low reliability and validity
• Costly
• Subjectivity and bias

Interview best practices:

• Standardize questions
• Create a comfortable environment
• Focus on job and organizational fit

Prohibited interview questions:

• Age
• National origin
• Genetic information
• Race
• Religion
• Family status
• Sex
• Disability
• Finances

Multiple-hurdle-model

• Multiple tests are administered to gradually select candidates

Compensatory model

• High scores on one assessment can compensate for low scores on others

HR department responsibilities

• Notifying applicants of selection results
• Providing job offers with details like responsibilities, schedule, start date, and pay

Orientation

• The initial training that introduces employees to their job, organization, and peers

Onboarding components:

• Pre-boarding: Preparation before the first day
• First day and first week: Initial introductions, expectations, and information
• Role-specific training: Job-related skills and knowledge
• Resources and tools: Access to necessary tools and support
• Cultural and social integration: Understanding the organizational culture and building connections
• Continuous support and check-ins: Ongoing guidance and feedback

Diversity training

• Changes employee attitudes about diversity or develops skills for working with a diverse workforce
• Focuses on attitude awareness and change or behavior change

Owning your own development

• Set personal development goals
• Invest in self-education through programs like MasterClass, LinkedIn Learning, and Coursera
• Seek mentorship
• Take initiative in your roles
• Utilize feedback
• Attend conferences, webinars, and networking events
• Join professional organizations
• Pursue certifications or higher education

Chapter 8: Employee Development

Employee development

• Formal training, job experiences, relationships, and assessments to prepare employees for their careers

Development

• Future-oriented (not necessarily related to current job)
• Prepares employees for future roles and responsibilities

Training

• Focuses on improving current job performance

Protean career

• Frequent career changes based on personal interests, abilities, and values

Approaches to employee development

• Formal education:
• Workplace or off-site
• Workshops, courses, university programs
• Lectures, simulations, experiential programs
• Interpersonal relationships:
• Mentor: Senior employee who guides a junior employee
  • Develops informally based on shared interests or values
  • Employees who seek mentors often have specific personality traits
  • Most effective when voluntary and participants understand the program
  • Rewarding managers for employee development is important
• Coach: Peer or manager who motivates an employee, develops skills, and provides feedback
  • Works one-on-one with employees
  • Helps employees learn independently
  • Provides resources like mentors, courses, or job experiences
• Assessment:
  • Gathering information and providing feedback on behavior, communication style, and skills
  • Input from employees, peers, managers, and customers
  • Identifies managerial potential, measures manager strengths/weaknesses, and identifies promotion potential
  • Information is shared with the employee along with improvement suggestions
  • Tests:
    • Myers-Briggs Type Indicator (MBTI): Identifies individual preferences for energy, information gathering, decision-making, and lifestyle
    • DiSC: Analyzes behavioral style, preferred environment, and effectiveness strategies (Dominance, Influence, Steadiness, Conscientiousness)
  • Assessment center: Multiple evaluators assess employee performance across different exercises
    • Analyzes personality, administrative, and interpersonal skills required for management roles
  • Performance appraisals: Major part of performance management
    • Should provide specific feedback on performance issues and improvement strategies
    • Employees should understand the gap between current and expected performance
    • Identify causes of performance discrepancies and develop plans for improvement
    • Managers should be trained to deliver frequent performance feedback
• Job experiences:
  • Combines relationships, problems, demands, tasks, and other job features
  • Development is most likely when skills and experiences don't perfectly match job requirements
  • Job enlargement: Adding challenges or responsibilities to the current job
  • Transfer: Moving to a different area of the company
    • May involve relocation
  • Downward move: Reduced responsibility and authority (usually due to poor performance)

Career management system steps

• Data gathering:
  • Self-assessment (MBTI, Strong-Campbell, Self-Directed Search)
    • Identifies opportunities and areas for improvement
• Feedback:
  • Information about skills and knowledge
  • Align skills with organizational goals and identify opportunities
• Goal setting:
  • Long and short-term career goals
    • Desired positions, skill levels, work settings, skill acquisition
    • Goals should be specific and time-bound
• Action planning:
  • Strategies for achieving career goals
• Follow up:
  • Discuss progress towards career goals

Glass ceiling

• An invisible barrier preventing women and underrepresented groups from reaching top positions
• Caused by factors like limited access to training, developmental experiences, and key relationships

Succession planning

• Identifying and tracking high-potential talent to fill key positions when they become vacant
  • Helps ensure continuity in leadership and organizational effectiveness