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31 Cards in this Set
- Front
- Back
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Recruitment
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The process of locating potential individuals who might join an organization and encouraging them to apply for existing or anticipated job openings.
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Outside Sources for Recruitment
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1. Advertisements
2. Unsolicited Applications and Resumes 3. Internet Recruiting 4. Employee Referrals 5. Executive Search Firms 6. Educational Insitutions 7. Professional Associations 8. Labor Unions 9. Public Employment Agencies 10. Private Employment and Temp Agencies 11. Employee leasing |
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Ways to increase the effectiveness of employee referral programs
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1. Up the ante (incentives)
2. Pay for performance 3. Tailor the program 4. Increase visibility 5. Keep the data 6. Rethink your taboos 7. Widen the program 8. Measure results |
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Nepotism
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A preference for hiring relatives of current employees
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Employee leasing
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The process of dismissing employees who are then hired by a leasing company (which handles are HR-related activities) and contracting with that company to lease back the employees
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Yield Ratio
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The percentage of applicants from a recruitment source that make it to the next stage of the selection proces
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Realistic job previews
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Informing applicants about all aspects of teh job, including both its desirable and undesirable facets
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Promotions
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Rewards employees for past performance and is intended to encoursage them to continue their efforts; improves morale
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Transfers
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Lack the motivational value of a promotion, but serves to protect employees from layoff or to broaden their job experiences
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Methods for Indentifying Internal Qualified Candidates
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1. HRIS
2. Job Posting and Bidding 3. Performance Appraisals 4. Inventorying Mangement Talent 5. Using assessment centers |
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Job Posting and Bidding
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Posting vacancy notices and maintaining list of employees looking for upgraded positions
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Asssessment Center
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A process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called on to handle on the job; include: in-basket exercises, leaderless group discussions, role playing, behavioral interviews
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HR's role in career management
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1. Match individual (personal and professional) and organization (strategic and operational) needs
2. Identify career opportunities and requirements 3. Gauge employee potential 4. Institute career development initiatives |
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Identifying Career Opportunities
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1. Begin with competency analysis
2. Identify job progressions 3. Recognize lots of possibilities 4. Consider dual career paths 5. Pursue the boundaryless career 6. Track career stages 7. Avoid the plateu trap |
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Job progressions
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The hierarchy of jobs a new employee might experience, ranging from a starting jb to jobs that successively require more knowledge and/or skill
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Career paths
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Lines of advancement in an occupational field within an organization
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Promotion
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A chance assignment to a job at a higher level in the organization
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Transfer
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Placement of an individual in another job for which the duties, responsibilities, status, and renumeration are approximately equal to those of the previous job
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Relocation services
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Services provided to an employee who is transferred to a new location
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Outplacement Services
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Services provided by organizations to help terminated employees find a new job
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Career plateu
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A situation in which for either organizational or person reasons the probability of moving up the career ladder is low; 3 types:
1. strucutal- marks the end of promotions 2. content- learned a job too well and is bored 3. life- mid-life crisis |
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Career Development Initiatives
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1. Career-planning workbooks
2. Career-planning workshops 3. Career counseling 4. Determing indivdiuals development needs 5. Career self-management training 6. Mentoring 7. Networking |
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6 Most Succesful Career Management Practicies
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1. Placing clear expectations on employees
2. Giving employees the opportunity to transfer 3. Proving clear and thorough succession plan 4. Encouraging performance through r and r 5. Give employees time and resources they need to consider career goals 6. Encourage employees to continually asses their skills and career direction |
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Career counseling
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The process of discussing with employees their current job activities and performance, their personal and career interests and goals, their personal skills, and suitable career development objectives
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Fast-track program
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A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential
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Mentors
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Executives who coach, advise, and encourage individuals tof lesser rank
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Career networking
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The process of establishing mutually beneficial relationships with other business people, including potential clients and customers
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Developing a diverse talent pool
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Increasing recruitment of minorities, women, and disabled though still not as high as white men (skim book for further details)
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"Good old boys" network
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An informal network on interpersoanl relationships that has traditionally provided a m ean for senior (male) members of the org. to pass along new of advancement to junior (male) members
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"Glass ceiling"
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Those artificial barriers based on attitudinal or organizational bias that prevent qualified individuals from advancing upward in their organizations into managment level positions
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Other Hiring Prejudices
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1. Unattractiveness
2. Obesity 3. Illiteracy |
