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92 Cards in this Set
- Front
- Back
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Selection Ratio |
# of positions / # of qualified applicants |
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Internal Recruitment Sources |
-Inventorying Management Talent -job posting -performance appraisal -9 box grid -assessment centers |
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External Recruitment Sources |
-Internet -Employee referrals |
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Methods for Improving recruitment effectiveness |
1. Calculating Recruiting measurements 2. training recruiters 3. giving realistic job previews |
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HR Metrics
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-Yield ratios -cost per hire -quality of hire -acceptance rates |
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Yield Ratio |
Percentageof applicants from a recruitment source that make it to ANY later stage of theselection or employment process |
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Cost Per Hire |
Total recruitment costs / total number of hires |
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Quality of Hire |
(PR +HP + HR) / N PR: avg. job performance rating of new hires HP: % of new hires reaching productivity goals on time HR: % of new hires retained over one year N: number of indicators |
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Acceptance Rates |
% of applicants who accept job offers |
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Recruiter Characteristics |
-minorities more comfortable around minority recruiters -should be unbiased -should be objective |
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Types of reliability |
-test retest -parallel forms -internal consistency -inter-rater |
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Sources of Error in Measurement |
-environmental factors -personal factors -interviewer/recruiter behavior -test item difficulty level -item response format -length of test -homogeneity of items -homogeneity of test group |
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Interpreting Reliability Coefficients |
reliability coefficient = r sub xx -shows % of score that is due to true differences in the attributes being measured -rule of thumb: at least 0.8 |
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Types of Validity |
1. Criterion related validity 2. Content validity 3. Construct validity |
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Criterion Related Validity |
Theextent to which a selection tool predicts, or significantly correlates with,important elements of work behavior -concurrent validation: current test scores match with performance? -predictive validation: future performance matches with previous test scores? |
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Content Validity |
Theextent to which a selection instrument, such as a test, adequately samples theknowledge and skills needed to perform a particular job -description not prediction |
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Construct Validity |
Theextent to which a selection tool measures a theoretical construct or trait |
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Interpreting Validity Coefficients |
Validity coefficient = r sub xy
-rule of thumb is less than 0.5 |
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Magnitude, Direction, and Significance |
for validity coefficient: -magnitude = size of the correlation -direction = sign of the correlation (+ or -) -P-value = statistical significance |
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Application form do's and dont's |
Inappropriate questions include: -anything related to demographics -high school graduation date -arrests/convictions -maiden name -citizenship status -title -military discharge status -credit history |
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Background/Reference Checks |
References: Low validity -personal references tend to be friends/cohorts -most former employers will not give any info Background Checks: -important to prevent negligent hiring lawsuits -looks at education, verifies former employment, criminal records/driving records, credit history -->credit history not legal in CA unless BFOQ |
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Recommendation Letters |
Low validity -in certain situations they can be very helpful as long as the info is accurate |
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Qualified Privilege Law |
-legislation that protects former employers from defamation suits with estranged employees -encourages employers to share more information as long as it is accurate and job related |
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Integrity Tests |
1. Clear purpose -asks direct questions on attitudes toward theft and deviant behavior 2. Personality Based -general personality questions -indirect questions about stealing |
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Cognitive Ability Tests |
Wonderlic test
-developed 1938, used by Duke Power -12 mins, 50 q's -ascending difficulty -high parallel forms reliability |
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Personality Tests |
Big 5 most widely used now -Agreeableness -Conscientiousness -Extroversion -Emotional Stability -Openness to experience |
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Interviews |
Can be structured or unstructured -unstructured: no prepared questions or format -structured: standardized questions, higher validity |
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Situational Interview |
Asking a question based on a premise or scenario that could happen while on the job |
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Behavioral Description Interview (BDI) |
applicant is asked questions about what they actually did in past situations
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Training Vs. Development |
Training: fostering learning for current job activities
Development: providing employees with KSA's needed for future jobs |
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Phase 1: Needs Assessment |
-org. analysis -task analysis -person analysis |
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Phase 2: Design |
-instructional objective -trainee readiness -learning principles -transfer of training |
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Phase 3: Implementation |
-on the job methods -off the job methods -management development |
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Phase 4: Evaluation
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-reactions -learning -behavior -results |
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Transfer of Training Issues |
transfer of training is best when: -employers make the training realistic and relevant -employers use appropriate technology and tools |
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Return on Investment (ROI)
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ROI = training results/training costs ROI > 1 good ROI < 1 program was a failure |
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Purposes of Performance Appraisal |
Developmental:
-feedback, growth, training needs, etc. Admin: -long term goals, promotions/pay raises, layoff decisions, etc. |
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Problems with Performance Appraisals |
-managers dislike face to face appraisals
-managers not adept at providing feedback -judge/coach duality |
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Criteria for Performance Standards |
1. measures important aspect of job 2. performance relates to strategic goals 3. performance standard measurable 4. difficult yet achievable standards 5. employee input is considered 6. performance free from external factors |
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Subjective vs. Objective |
Subjective: -perceptions can vary due to personal bias Objective: -concrete evaluations based on measurable attributes |
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Global vs. Dimensional |
Global: -single overall rating of job performance (1-10 scale) -less accurate Dimensional: -rating each aspect of job -generally more reliable |
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Relative Ratings |
Ranking method:
-ranking employees from "best to worst" Forced Distribution: -using a statistical distribution to evaluate employees |
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Absolute Judgments |
-asking employer to rate an employee against a benchmark |
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Legal Issues in Performance Appraisal |
-appraisals are a "test" under title VII -ratings must be job related -employees must be given guidelines for job standards before appraisal -managers must have observed the behaviors they are rating -must include some sort of appeals procedure |
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Sources of Performance Appraisals
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1. Manager/supervisor 2. Self 3. Customer 4. Peer/subordinate -all adds up to a 360 degree feedback |
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Rater Errors |
Error of Central Tendency: -all employees rated about the same Leniency or Strictness: -all employees at top or bottom of rating scale Recency Error -manager unable to recall past events |
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Rating Scale Types |
-graphic rating scales -behavioral observation -BARS |
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Trait Appraisal Methods |
Inappropriate test because it examines the person and not the job |
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Behavioral Observation |
Focus on work behavior rather than personality traits |
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BARS
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Behaviorally Anchored Rating Scale -series of vertical scales, more accurate because ratings are determined by experts |
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Results Appraisal Methods |
-raters assess the results of the employees work -utilitarian view (means to and end) --> obvious disadvantages |
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Competitive advantages and HR |
Globalization
-competing/recruiting/CSR/responsiveness to change Technology Productivity and Cost Challenges Employee challenges |
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CSR and Sustainability
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CSR: responsibility of a firm to act in the best interest of the people and communities it affects Sustainability: a company's ability to produce a good or service without negatively impacting the environment or depleting a resource |
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Advancing HR with tech. |
-collaborative software -social media networking -knowledge workers --> planning, decision making, problem solving, innovating |
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managing human capital |
-the economic value of employee's KSA's -hard to accurately value people |
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Managing Change |
-humans naturally avoid change reasons for failure: -no sense of urgency -bad leadership -not changing corporate culture quickly enough |
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Benefits of a no Layoff Policy |
-loyal, more productive workers -readiness to snap back with the economy -recruiting edge -customer satisfaction -workers aren't afraid to innovate |
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Costs of Layoffs/Downsizing
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-fewer people in the company with more work to do -severance and hiring costs -vacation and sick benefits -pensions -potential lawsuits -unemployment insurance claims -survivors become more risk averse |
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Workforce Demographic Changes |
-managing diversity -uniqueness and belonging must balance -2042: white is no longer the dominant workforce -more women participating in the workforce -rapidly aging workers |
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Benefits of Managing Diversity |
-Employer becomes preferred over others -can impact profitability -reducing litigation costs -enhanced creativity and problem solving |
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HR Managers Duties and Responsibilities |
-advising and counseling line managers on HR policies/laws -providing HR services to managers/departments -drafting company policies -counseling employees |
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Human Resources Planning(HRP) |
-process of anticipating and making provisions for the movement of people into, within, and out of an organization |
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Internal/External Fit |
Internal: -HR practices compliment each other External: -HR practices fit with overall organizational strategy |
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Transactional Strategies |
Labor transactional: -employees are a cost to be minimized rather than an asset that adds value Commitment: -employees are an asset which is worthy of investment and upgrading |
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Workforce Composition (4 types)
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1. Core knowledge employees 2. Non-core employees 3. Complimentary partners 4. Job-based employees |
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Core Employees |
-strategic knowledge workers -employees who have firm specific skills that are directly related to the company's strategy |
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Non-Core Emloyees |
-employees with skills to perform a predefined job that is valuable to a company, but not unique |
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Forecasting Labor Demand |
Quantitative: -trend (ratio) analysis Last years sales/# employees = Forecasted sales/ X Qualitative: -management forecasts -delphi technique |
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Forecasting Labor Supply |
Internal Labor Supply: -internal labor supply = # of current employees External Labor Supply: -all people outside the organization who make themselves available for employment |
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Markov Analysis |
-tracks the patterns of employee movement through various jobs -analyzes internal labor market -examines movement of employees in, through, and out -identifies staffing gaps |
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Replacement Charts |
A listing of current jobholders and persons who are potential replacements if an opening occurs -considers KSA's -considers internal labor market -focus is on individuals and development -"what if" analysis |
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Calculating Turnover |
Regular Turnover: (# separations during month / total employees at midmonth) x 100 Avoidable Turnover: ((avoidable separations - unavoidable separations) / (# of employees at midmonth)) x 100 |
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Title VII |
prohibits discrimination based on: -race -color -gender -religion -national origin BFOQ and business necessity exceptions |
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Age Discrimination in Employment Act (ADEA) |
Prohibits discrimination against people age 40 and up |
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Equal Pay Act of 1963 |
-prohibits discrimination in pay based on a worker's gender -"equal work" defined as requiring similar skills, effort, responsibility, and working conditions Lilly Ledbetter Fair Pay Act of 2009 -changed statute of limitations for equal pay lawsuits |
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Americans with Disabilities Act 1990 |
Defines a disability as: "a physical or mental impairment that substantially limits one or more major life activities" -protects the mentally/physically disabled -applies to those falsely accused of being disabled -does NOT cover correctable problems or illegal drug use |
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ADA Amendments of 2008 |
-gives protected status to those with correctable disabilities such as vision impairment |
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Civil Rights act of 1991 |
Amended the original civil rights act of 1964
-burden of proof on employer -prohibits quotas -subgroup norming prohibited -employers cannot be sued if under court ordered AAP -right to sue for punitive damages -sexual harassment covered under EEO law -US expats from MNC's in US are covered under EEO |
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Genetic Non-Discrimination Act (GINA)
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-prohibits use of genetic information for discriminatory purposes -usually unlawful for employers to gain this information without consent |
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USERRA |
Uniformed Services Employment and Reemployment Rights Act: -guarantees a job for uniformed servicemen who return from short periods of service -employee can be absent up to five years |
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Executive Order 11246 |
Created the affirmative action plan and established the OFCCP |
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CA FEHA (Fair Employment and Housing Act) |
Adds more protected groups in CA: -marital status -sexual orientation -domestic partnerships -gender identity -lawful, off duty conduct -religious dress practice |
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Disparate Treatment vs. Adverse Effect |
Disparate treatment: -direct discrimination aimed at a particular subgroup/minority Adverse Effect: -policies that either knowingly or unknowingly contribute to discrimination against a minority -4/5 rule |
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EEOC Activities |
-provide employers with info on EEO issues -investigate claims of discrimination |
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Sexual Harassment |
any unwelcome advances, requests, or other verbal/physical conduct of a sexual nature in the workplace Employer is guilty if: -they knew or should have known but failed to remedy the situation -the employer allows nonemployees to sexually harass employees |
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Quid Pro Quo Sexual Harassment |
-when submission to or rejection of sexual conduct is used for employment decisions |
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Hostile Environment
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-occurs when unwelcome conduct has the purpose of unreasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment -federal court "reasonable person" -CA court "reasonable victim" |
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Affirmative Action Plans |
-used when a company's workforce does not reflect the available workforce -components 1. workforce analysis 2. goals and timetables 3. action plan 4. audit to measure progress |
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Supreme court rulings on AAP's |
-must be temporary -no quotas -general concerns with AA -->reverse discrimination -->potential stigma attached when hired under an AAP |
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Importance of Job Analysis |
-to determine KSA's and essential job functions -Essential if: -->the position exists to perform the function -->a limited number of employees are able to perform the function -->the function requires specialized expertise |
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Methods of Data Collection |
-interviews -surveys -questionnaires -observations -diaries |
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