Module 5: Workforce Planning & Talent Management

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ACSESS

Back 1

The Association of Canadian Search, Employment and Staffing Services

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Accommodation

Back 2

Refers to a requirement that may result in the modification of work practices, job procedures, policies, hours of work and work schedules, or facilities such that the target individual is able to perform the work.

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Adverse Impact

Back 3

Occurs when the selection rate of a protected or target group is lower than that for the relative comparison group.

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Assessment Centers

Back 4

Use of multiple assessors and multiple approaches to assess managers. They are costly with mixed results due to lack of standardization.

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Attribution Bias

Back 5

An interview situation whereby an acknowledged competency in an area unrelated to the work (e.g. playing chess) results in the interviewer falsely attributing a competency (e.g. strategic planning) to the candidate.

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Attrition

Back 6

A form of "natural" turnover in that it refers to the unforced employee departures due to "natural" causes such as: retirement, death, disability or spousal transfer.

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BARS

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Behaviourally Anchored Rating Scales

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Behavioural Description Interview

Back 8

Uses questions relating to past behaviours. The underlying assumption is that the best predictor of future performance is past performance. Research has shown this type of interviewing to be more effective than others.

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Behavioural Evaluation

Back 9

Assesses whether the training resulted in a change in actual employee behaviour on the job.

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Behaviourally-anchored

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An appraisal system where the assessment is made against "behavioural" standards that have been developed by the organization.

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Biographical Information Blank (BIB)

Back 11

A pre-selection questionnaire in which applicants are asked to provide job-related information on their personal background and life experiences.

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Bona Fide Occupational Requirement

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Are a basis for discriminatory practices on the grounds that the practice or requirement was adopted in good faith and is necessary in order to have properly qualified persons in the position for which the recruitment and selection is taking place. A justifiable reason for discrimination based on business reasons of safety or effectiveness.

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Career Planning

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Is the HRP process whereby employees are encouraged to identify their career goals within the organization and a realistic development, work assignment and career progression plan is developed for each employee.

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Competencies

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They are the skills, knowledge, attitudes and motivations of employees, expressed as observable behaviours.

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Construct Validity

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The degree to which a given test successfully measures an abstract trait (e.g. personality or IQ).

Example: creative arts tests, honesty tests

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Content Validity

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The degree to which the content of the test is representative of the competency that it is intended to measure.

Example: typing tests, driver’s license examinations

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Contrast or Context Bias

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Can occur in an interview situation where the candidate is only assessed in relation with other candidates rather than an absolute standard of competency.

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Criterion-related Validity

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Validity of a selection process test assessed by comparing the test scores with a non-test criterion. For example, test for leadership skills will match the test scores with the traits displayed by known leaders.

The extent to which a selection tool predicts, or significantly correlates with, important elements of work behaviour.

A high score indicates high job performance potential; a low score is predictive of low job performance

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Differential Validity

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It is gaining more prominence due to its human rights implications. In this case, the issue is whether the test or selection method is valid for only one demographic group (e.g. white males) but not for members of one or more target groups and therefore represents a form of systemic discrimination.

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Direct Discrimination

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This discrimination may be "malicious" or "non-malicious" depending upon the intentions of those who are responsible for the discrimination. Some - such as not having male guards for female prisoners or baring vision impaired individuals from work as airline pilots or bus drivers - is permitted.

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Employee Branding

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Reflects the reputation of an organization.

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Employment Equity

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Legislation designed to eliminate historical employment discrimination against four "target groups": women, aboriginals, people with disabilities and members of visible minorities.

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False Positives

Back 23

When the selection technique identifies an applicant possess a competency when he/she does not.

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First Impression Bias

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An interviewer shortcoming whereby a characteristic of the candidate creates a favourable first impression on the interviewer who then unconsciously leads the interview in a way that supports the first impression.

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Forced Distribution

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Sometimes known as "rank and yank" appraisal systems that result in a perception of unfairness and employee dissatisfaction.

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GATB

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General Aptitude Test Battery, a widely used multidimensional cognitive ability or aptitude test.

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Graphic Rating Scales

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Rating scales that are either numerical (such as 1 to 5 with one being a low or poor rating and 5 being high or excellent) or descriptive (such as poor, fair, good, excellent; or unsatisfactory satisfactory, more than satisfactory; or does not meet expectations, meets expectations and exceeds expectations)

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Halo Bias

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An assessment shortcoming whereby a candidate's strength in one area leads the interviewer to rate the candidate as having strength in all areas.

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Headcount Analysis

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The process of analyzing employee numbers; can include data collection and analysis on a wide variety of areas, such as: demographics, skill levels, turnover, training activities, movement, etc.

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Inter-rater Reliability

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Measures consistency between two raters.

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Internal Consistency

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On a test, where there are a number of questions designed to measure one competency or vocational interest, the results for each of the questions should be similar.

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Job Sharing

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Where employees, with the agreement of management, voluntarily agree to share the work involved in a job and receive pay and benefits in proportion to their share of the work.

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Markov Analysis

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A form of headcount analysis that estimates the internal supply of possible candidates based upon tracking the internal movement of employees and developing a transitional probability matrix.

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Meiorin Ruling

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Established an important precedent concerning duty to accommodate. It is a Supreme Court decision involving a female Attack Forest Fire Fighter.

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Multi-Source Feedback (360)

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Where individuals who interact with the employee provide feedback based on their perspective. Typically this type of feedback includes: self, manager, subordinates, peers and if possible customers. Peer review, team review and 360 feedback are all variations.

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Negligent Hiring

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Refers to the liability of organizations when they hire an applicant who goes on to commit a criminal act as an employee. The company can be held liable if it is shown that it was negligent in its review of the employee's application or in not undertaking a criminal records check where necessary.

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NOC

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National Occupational Classification: A Human Resources Development Canada (HRDC) created inventory of over 500 occupational unit groups and 30,000 job titles.

• The purpose is to compile, analyze and communicate information about occupations.
• The NOC is a composite of the Canadian labour force

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Notice

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The amount of time between the time employees are informed of their termination and the actual date of termination. There is statutory requirement under labour standards legislation in Canada, although due to common law court decisions most companies provide an amount (or severance in lieu) greater than what is called for in the statutes.

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Outplacement/Downsizing/Rightsizing

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Is the process of reducing employee headcount through non-voluntary termination of employment. Generally, it is accompanied by the payment of severance pay and the provision of relocation counselling.

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Personality Assessments

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Assessment device for predicting job performance consists of: conscientiousness, emotional stability, openness to new experiences, agreeableness, and extroversion. There are sometimes called the "big five". (OCEAN) openness to new experiences, conscientiousness, extroversion, agreeableness, neuroticism

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Predictive Validity

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Predictive validity is the extent to which performance on a test is related to later performance that the test was designed to predict.

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Reliability

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A measure of whether a selection tool is dependable or consistent from one time to another if used with the same group of individuals.

The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures.

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Replacement Charts

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A succession planning/HR planning tool that identifies positions in the organization the same as an organizational chart, but in terms of the potential candidates for succession to those positions.

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RJP

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Realistic job preview - An information sharing technique whereby applicants are given an honest, unvarnished and factual description of the job "warts and all" by an existing job incumbent or employee who is very familiar with the work, and are then asked whether they wish to continue with their application.

Positive benefits of RJP

• Improved employee job satisfaction
• Reduced voluntary turnover
• Enhanced communication through honesty and openness
• Realistic job expectations

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Severance Pay

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The amount of salary or pay continuance a company provides to terminated employees in lieu of notice. It is usually determined by the employee's length of services with the organization, age and position.

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Situational Response Interview

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Uses questions related to hypothetical job situations and asks candidates how they would respond.

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SMART

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An acronym for Specific, Measurable, Achievable, Relevant and Time-based.

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Socialization

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An ongoing process and an important activity for successfully reinforcing the values, attitudes and standards expected by the organization. Orientation is one component of this process.

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Succession Planning

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Is the HRP process whereby key positions in the organization are identified along with potential candidates from within the organization who can succeed to these positions.

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Supplemental Unemployment Benefits (SUB)

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These are the benefits an employee would receive in addition to what they are eligible through government EI programs. They usually represent the difference between what an employee receives from EI and their normal salary.

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Survivor Syndrome

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The psycho-sociological phenomenon that occurs with employees who are retained by the organization when there has been a termination or a number of terminations within their employee group. It is characterized by feelings of guilt, betrayal, detachment, alienation, anxiety and stress.

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Systematic Change

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A long term alternative of an organization.

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Systemic Discrimination

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Occurs when an organization adopts a policy, in good faith, that indirectly leads to discriminatory practices. This form of discrimination is much harder to detect because it is "built into" a company's recruitment and selection practices.

The exclusion of members of certain groups through the application of employment policies or practices based on criteria that are not job-related

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Target Group/Designated Groups

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Generally associated with Federal Employment Equity requirements, the four groups targeted for reducing inequities are: women, aboriginals, persons with disabilities and visible minorities.

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Trait-characteristic Based

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An appraisal system based on assessing items such as: determination, initiative, loyalty, etc. that is highly subjective and very difficult or impossible to measure in an objective manner.

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Turnover

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An important concept in the HRP process; the rate at which employees leave the organization relative to the number of employees who stay with the organization. Within this definition, there are two kinds: good and bad.

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Undue hardship

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When determining whether the duty to accommodate, the following are considered: costs, administrative and supervisory burden, economic benefits that they employer recovers, disruption or legal liability to other employees or to the trade union, health and safety.

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Correlation Coefficient

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Expressed as either a positive or negative number, where a minus 1.00 means there is a perfect, negative correlation in the relationship between the test and what is it trying to predict and a plus 1.00 means there is a perfect, positive correlation.

A number ranging from 0.00, denoting a complete absence of relationship, to 1.00 and to -1.00, indicating a perfect positive and perfect negative relationship, respectively

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Weighted Assessments/Weighted Application Blanks (WABS)

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Assigns values to different elements of the application form that are most strongly required to perform the job successfully.

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Wallace v. UGG

Back 60

Canada's Supreme Court recognized that dismissals which occur in bad faith or where the employer bullies the employee through the dismissal, will call for unique damages, which practitioners and judges have taken to calling Wallace damages.

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Human Capital

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The knowledge, skills and capabilities of employees that add economic value to an organization

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The most pressing competitive issues facing firms

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1. Responding strategically to changes in the marketplace
2. Competing, Recruiting and Staffing Globally
3. Achieving Corporate Social Responsibility and Sustainability Goals.
4. Advancing HR with technology
   
5. Containing costs while retaining talent and productivity
6. Responding to the demographic and diversity challenges of the workforce

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Disadvantages in Employment

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• Higher rates of unemployment
• Occupational segregation
• Pay inequities
• Limited opportunities

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Benefits of employment equity

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• Larger applicant pool
• Avoiding costly human rights complaints
• Enhanced ability to recruit and retain
• Enhanced employee morale
• Improved corporate image

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Canadian Human Rights Act Enforcement

Back 65

• Complainant completes a written report.
• A CHRC representative reviews the facts.
• If the complaint is accepted, an investigator is assigned and gathers more facts.
• A report is submitted recommending substantiation or non-substantiation of the allegation.
• If the complaint is substantiated, parties may reach settlement or a human rights tribunal may be appointed to further investigate and determine settlement.

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Pay Equity (in CHRA)

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Equal pay for work of equal value

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Employment Equity - who must implement?

Back 67

Employers and Crown corporations that have 100 employees or more and that are regulated under the Canada Labour Code must implement employment equity and report on their results.

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Employment Equity Act Employer Duties

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• Provide a self identification form.
• Identify jobs where members of designated groups are under-represented.
• Communicate information on employment equity to its employees and consult and collaborate with employee representatives.
• Identify possible barriers in existing employment systems that may be limited the employment opportunities of members of designated groups
• Develop an employment equity plan aimed at promoting an equitable workforce.
• Make all reasonable attempt to implement this plan.
• Monitor, review and revise its plan from time to time.
• Prepare an annual report on its employment equity data and activities

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Employment Equity Act

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• Administered by HRSDC.
• Prohibits discrimination in federally regulated businesses.
• Failure to comply may result in fines

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Implementation of Employment Equity within Organizations

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1. Senior management commitment
2. Data collection and analysis
3. Employment systems review
4. Establishment of a work plan
5. Implementation
6. Evaluation, monitoring and revision

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Senior management commitment - employment equity

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• Top down strategy
• Policy statements
• Communication tools
• Assignment of responsible senior staff
• Consult with members of designated groups and/or bargaining agents in unionized settings

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Data Collection - Employment Equity

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Stock data

• The number, titles, salaries, etc of members of designated groups in the organization

Flow data

• The distribution of members of designated groups in applications, interviews, hiring decisions, training and promotion opportunities and terminations

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Self Identification Form should contain:

Back 73

• The employment equity policy.
• A statement that the form will be confidential.
• Categories for self identification with brief explanations and examples.
• An indication that the form has been reviewed by the relevant human rights agency.
• Spaces for comments and suggestions.
• The name of the contact person.

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Workforce Utilization Analysis

Back 74

• The process of comparing the composition of members of designated groups within an organization against composition of the employer’s relevant labour market.
• Underutilization: term applied to designated groups that are not utilized or represented in the employers workforce proportional to their numbers in the labour market.
• Concentration: term applied to designated groups whose numbers in a particular occupation are high relative to their numbers in the labour market.

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Special Measures

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Special measures are initiatives designed to accelerate the entry, development and promotion of members of designated groups

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Principles of Duty to Accommodation

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• Principle of respect and dignity
• Principle of individualized accommodation
• Principle of integration and full inclusion

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Establishment of a workplan (Employment Equity)

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• The data analysis would have revealed gaps in underutilization.
• Based on these, goals and timetables can be established, subject to restrictions due to collective agreements, etc.
• The plan should include numerical goals, timetables, explanations about the proposed improvements in the hiring, training and promotion of designated groups to increase their representation and distribution throughout the organization
• Descriptions of specific activities to achieve the numerical goals.
• An outline of monitoring and evaluation procedures to follow program implementation

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Employer's Duty to Prevent Harassment

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• Human Rights Legislation
• Common law obligation

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Sexual Harassment

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Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment

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Sexual Harassment Behaviours

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• Sexually degrading remarks
• Inquiries or comments about a person’s sex life
• Sexual flirtations, advances and propositions
• Demands for sexual favours
• Verbal threats and abuse
• Leering
• Unwanted gestures
• Display of sexually offensive material
• Sexual assault

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Diversity Management

Back 81

The optimization of an organizations multicultural workforce in order to reach business objectives

• Voluntary.
• Organizations do it to gain a competitive advantage.
• Broader and more complex and may include lifestyle, etc

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Culture Organization-wide Image

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• Organization fosters mutual respect
• Organization fosters sense of belonging
• Differences are accepted
• Corporate-wide diversity-training program

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Concern for Equality

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• Equal respect for minority and majority group
• Equal performance expectations for minority and majority group
• Equal rewards for minority and majority group
• Equal pay and income
• Valuing diversity

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Opportunity Career Development

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• Promotion of multicultural employees
• Opportunity for development of new skills
• Access to top management positions

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Hiring Practices

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• Active recruitment and hiring of multicultural employees
• Employment equity program

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Leadership Management Practices

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• Take all employees seriously
• Recognize the capabilities of all employees
• Respect the cultural beliefs and needs of employees
• Accept non-English-speaking employees
  

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Why Diversity?

Back 87

• Better utilization of talent
• Diverse expertise and knowledge
• Quality of Team problem solving
• Increased marketplace understanding
• Business case

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Job

Back 88

A group of related activities and duties

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Position

Back 89

The different duties and responsibilities performed by only one employee

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Job Family

Back 90

A group of individual jobs with similar characteristics.

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Job Specification

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Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job

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Job Description

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Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed

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Job Requirements & Recruitment

Back 93

Determines recruitment qualifications

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Job Requirements & Selection

Back 94

Provide job duties & specifications for selection process

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Job Requirements & Performance

Back 95

Provide performance criteria for evaluating employees

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Job Requirements & Training

Back 96

Determine training needs & develop instructional programs

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Job Requirements & Compensation Management

Back 97

Provide basis for determining employee's rate of pay.

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Job Analysis

Back 98

• The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are.
• HR managers use the data to develop job descriptions and job specifications that are the basis for many HR functions
• The ultimate purpose of job analysis is to improve organizational performance and productivity

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Process of Job Analysis

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Performing Job Analysis

Back 100

1. Select jobs to study
2. Determine information to collect: Tasks, responsibilities, skill requirements
3. Identify sources of data: Employees, supervisors/managers
4. Methods of data collection: Interviews, questionnaires, observation, diaries and records
5. Evaluate and verify data collection: Other employees, supervisors/managers
6. Write job analysis report

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Gathering Job Information

Back 101

• Interviews
• Questionnaires
• Observation
• Diaries

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Factors influencing the accuracy of job information

Back 102

• Self-reporting exaggerations and omissions by employees and managers.
• Collecting information from a representative sample of employees.
• Capturing all important job information.
• Length of job cycle exceeding observation period.
• Lack of access to job site for personal observation.
• Lack of familiarity with the tasks, duties, and responsibilities of a job.
• Ongoing changes in the job.

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Approaches to Job Analysis

Back 103

• Critical Incident Method
• Position Analysis System
• Task Inventory Analysis
• Competency Based Analysis
  

Front 104

Position Analysis Questionnaire (PAQ)

Back 104

A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job

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Critical Incident Method

Back 105

• Job analysis method by which job tasks are identified that are critical for job success.
• The job analyst writes five to ten important task statements for each job under study

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Task Inventory Analysis

Back 106

An organization-specific analysis developed by identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs.

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Competency-Based Analysis

Back 107

Job analysis method which relies on building job profiles that look at the job responsibilities and the worker competencies necessary to accomplish them

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HRIS & Job Analysis

Back 108

Human resource information systems (HRIS) and specialized software help automate job analysis

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Key Elements of a Job Description

Back 109

Job Title

Indicates job duties and organizational level.

Job Identification

Distinguishes job from all other jobs.

Essential Functions (Job Duties)

Indicate responsibilities entailed and results to be accomplished

Job Specifications

Skills required to perform the job and physical demands of the job.

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Job Title

Back 110

• Provides status to the employee.
• Indicates what the duties of the job entails.
  
• Indicates the relative level occupied by its holder in the organizational hierarchy

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Job Identification Section

Back 111

• Departmental location of the job.
• Person to whom the jobholder reports.
• Date the job description was last revised.
• Payroll or code number.
• Number of employees performing the job.
• Number of employees in the department where the job is located.
• NOC code number.
• “Statement of the Job”

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Job Duties or Essential Functions,

Back 112

Statements in the job description of job duties and responsibilities that are critical for success on the job.

A job function is essential if:

• The position exists to perform the function.
• A limited number of employees are available to perform the function.
• The function is specialized, requiring needed expertise or abilities to complete the job.

Statements of job duties that:

• Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is gauged by the percentage of time devoted to it.
• Stress the responsibilities that duties entail and the results to be accomplished.
• Indicate the tools and equipment used by the employee in performing the job

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Job Specifications Section

Back 113

Personal qualifications an individual must possess in order to perform the duties and responsibilities.

The skills required to perform the job:

• Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities.

The physical demands of the job:

• Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environment

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Problems with Job Descriptions

Back 114

1. If poorly written, they provide little guidance to the jobholder.
2. They are not always updated as job duties or specifications change.
3. They may violate the law by containing specifications not related to job success.
4. They can limit the scope of activities of the jobholder, reducing organizational flexibility.

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Writing Clear and Specific Job Descriptions

Back 115

Create statements that:

• Are direct, and simply worded; eliminate unnecessary words or phrases.
• Describe duties with a present-tense verb, Use “occasionally” to describe duties performed once in a while and “may” for duties performed only by some workers on the job.
  
• State the specific performance requirements of a job based on valid job-related criteria

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Determining Job Requirements

Back 116

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Job Design

Back 117

An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction

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Job Enrichment (Herzberg)

Back 118

• Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying.
• Providing opportunities for achievement, recognition, growth, responsibility, and performance.

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Job Enrichment Factors

Back 119

• Increasing the level of difficulty and responsibility of the job.
• Allowing employees to retain more authority and control over work outcomes.
• Providing unit or individual job performance reports directly to employees.
• Adding new tasks to the job that require training and growth.
• Assigning individuals specific tasks, thus enabling them to become experts

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Job Characteristics Model (Hackman and Oldham)

Back 120

Job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

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Skill Variety (Job Characteristics)

Back 121

The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder

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Task Identity (Job Characteristics)

Back 122

The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome

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Task significance (Job Characteristics)

Back 123

The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment

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Autonomy (Job Characteristics)

Back 124

The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

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Feedback (Job Characteristics)

Back 125

The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance

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Strategic Aspects of Recruiting

Back 126

• Who should recruit?
• Internally or externally?
• Labour markets
• Branding

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Advantages of a promotion-from-within policy:

Back 127

• Capitalizes on past investments (recruiting, selecting, training, and developing) in current employees.
• Rewards past performance and encourages continued commitment to the organization.
• Signals to employees that similar efforts by them will lead to promotion.
• Decreased socialization costs
• Accurate record of past performance
• Lower compensation

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Limitations of a promotion-from-within policy

Back 128

• Current employees may lack the knowledge, experience or skills needed for placement in the vacant/new position.
• The hazards of inbreeding of ideas and attitudes (“employee cloning”) increase when no outsiders are considered for hiring.
• The organization has exhausted its supply of viable internal candidates and must seek additional employees in the external job market.

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Recruitment Channels

Back 129

• Internal Job Postings
• Performance Appraisals
• Skill Inventories and Replacement Charts

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Labour Market

Back 130

• Area from which applicants are to be recruited.
• Tight market: high employment, few available workers
• Loose market: low employment, many available workers

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Factors determining the relevant labour market

Back 131

• Skills and knowledge required for a job
• Level of compensation offered for a job
• Reluctance of job seekers to relocate
• Ease of commuting to workplace
• Location of job (urban or non-urban)
• Change in Legislation / company’s policies

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Advantages of External Recruitment

Back 132

• Ability to find specialized skills
• New ideas, new methods

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External Recruitment Channels

Back 133

• Advertisements
• Walk ins, and unsolicited applications and resumes
• The internet, social networking and mobile recruiting
• Job Fairs
• Employee referrals
• Re-recruiting
• Executive Search Firms
• Educational Institutions
• Professional Associations
• Labour unions
• Public Employment agencies
• Private employment and temporary agencies
• Employee Leasing

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Improving the Effectiveness of External Recruitment

Back 134

RJP's (see above)

Recruiting metrics

• Quality of fill
• Time to fill
• Yield ratio

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Yield Ratio

Back 135

Percentage of applicants from a recruitment source that make it to the next stage of the selection process.

• 100 resumes received, 50 found acceptable = 50% yield

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Cost of Recruitment (per employee hired)

Back 136

SC /H= AC + AF + RB + NC/H

SC= source cost

AC= advertising costs, total monthly expenditure (example: $32,000)

AF= agency fees, total for the month (example: $21,000)

RB= referral bonuses, total paid (example: $2,600)

NC= no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)

H= total hires (example: 119)

Cost to hire one employee = $467

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Job seekers

Back 137

• Maximizers go to as many interviews as possible and select the best offer they receive.
  
• Satisfiers believe that companies are alike in many ways and therefore accept the first offer they receive.
  
• Validators wait until they receive an acceptable offer and then compare this with a further offer to verify their original choice.

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The Employee’s Role in Career Planning

Back 138

• Accept responsibility for your career
• Seek information
• Set goals
• Develop a career plan

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The Organization’s Role: Establishing a Favourable Career Development Climate

Back 139

Management Participation

• Provide top management support
• Provide collaboration between line managers and HR managers
• Train management personnel

Setting Goals

• Plan human resources strategy

Changing HR Policies

• Provide for job rotation
• Provide outplacement service

Announcing the Program

• Explain its philosophy

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Competency Analysis

Back 140

Measures three basic competencies for each job: know-how, problem solving, and accountability

Front 141

Job Progressions

Back 141

The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill

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Career Paths

Back 142

Lines of advancement in an occupational field within an organization

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Promotion

Back 143

• A change of assignment to a job at a higher level in the organization.
• Principal criteria for determining promotions are merit, seniority, and potential

Front 144

Transfer

Back 144

The placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job

Front 145

Relocation services

Back 145

Services provided to an employee who is transferred to a new location:

Help in moving, in selling a home, in orienting to a new culture, and/or in learning a new language

Front 146

Outplacement services

Back 146

Services provided by organizations to help terminated employees find a new job

Front 147

Alternate Career Moves

Back 147

Promotion

Demotion

Exit

Transfer

Front 148

Stages of Career Development

Back 148

Front 149

Career Plateau

Back 149

Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.

Front 150

Types of Plateaus

Back 150

• Structural plateau: end of advancement
• Content plateau: lack of challenge
• Life plateau: crisis of personal identity

Front 151

Career Development Initiatives

Back 151

Career Planning Workbooks

• Stimulate thinking about careers, strengths/ limitations, development needs

Career Planning Workshops

• Discuss and compare attitudes, concerns, plans

Career Counseling

• Discussing current job activities and performance, personal and career interests and goals, skills, and career development objectives

Front 152

Mentors

Back 152

Executives who coach, advise, and encourage individuals of lesser rank.

Mentoring functions

• Functions concerned with the career advancement and psychological aspects of the person being mentored.

E-mentoring

• Brings experienced business professionals

together with individuals needing counseling

Front 153

Career Self-Management Training

Back 153

• Helping employees learn to continuously gather feedback and information about their careers.
• Encouraging them to prepare for mobility

Front 154

Selection

Back 154

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings

Front 155

Job Analysis - Selection considerations

Back 155

Person-job fit:

• job analysis identifies required individual competencies (KSAOs) for job success.

Person-organization fit:

• the degree to which individuals are matched to the culture and values of the organization

Front 156

Goal of Selection: Maximize HITS

Back 156

Front 157

Steps in the Selection Process

Back 157

Front 158

Validity

Back 158

The degree to which a test or selection procedure measures a person’s attributes

Front 159

Initial Screening

Back 159

• Internet and Phone Screening
• Application forms
• Resumes
• On line applications

Front 160

Application Forms & Resumes

Back 160

• Standardization
• Human rights
• Interview format
• Reference checks
• Misrepresentation

Front 161

Online Applications

Back 161

An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:

• Attracting a broader and more diverse applicant pool
• Collecting and mining resumes with keyword searches to identify qualified candidates
• Conducting screening tests online
• Reducing recruiting costs significantly

Front 162

Employment Interviews

Back 162

Why the interview is so popular:

• It is especially practical when there are only a small number of applicants.
• It serves other purposes, such as public relations
• Interviewers maintain great faith and confidence in their judgments

Front 163

Non-directive Interview

Back 163

The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicant’s remarks

Front 164

Structured Interview

Back 164

An interview in which a set of standardized questions having an established set of answers is used

Front 165

Panel Interview

Back 165

An interview in which a board of interviewers questions and observes a single candidate

Front 166

Computer and Virtual Interview

Back 166

• Using a computer program that requires candidates to answer a series of questions tailored to the job.
• Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses

Front 167

Video and Digitally Recorded Interviews

Back 167

Using video conference technologies to evaluate job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

Front 168

Guidelines for Employment Interviews

Back 168

• Understand the job
• Establish an interview plan
• Establish and maintain rapport and listen actively
• Pay attention to nonverbal cues
• Provide information freely
• Use questions effectively
• Separate facts from inferences
• Recognize biases and stereotypes
• Avoid the halo error
• Control the course of the interview
• Standardize the questions asked

Front 169

Post Interview Screening

Back 169

• Reference Checks
• Background Checks
• Credit Check

Front 170

Pre-employment Test

Back 170

An objective and standardized measure of a sample of behaviour that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

Front 171

Job KnowleJdge Tests

Back 171

An achievement test that measures a person’s level of understanding about a particular job.

Front 172

Work Sample Tests

Back 172

Require the applicant to perform tasks that are actually a part of the work required on the job

Front 173

Cognitive Ability Tests

Back 173

Aptitude tests

• Measures of a person’s capacity to learn or acquire skills.

Achievement tests

• Measures of what a person knows or can do right now.

Front 174

Polygraph Tests

Back 174

Check provincial legislation before considering use of the polygraph

Front 175

Types of Tests

Back 175

Honesty and Integrity Test

Physical Ability Tests

Front 176

Medical examination

Back 176

• To ensure health and fitness of applicants.
• Provides a baseline against which subsequent exams can be compared.
• BUT, can only be conducted after an offer of employment has been made and can only assess abilities to perform essential job duties

Front 177

Drug Testing

Back 177

The following types of testing are not allowed:

• Pre-employment drug testing
• Pre-employment alcohol testing
• Random drug testing
• Random alcohol testing

Front 178

Concurrent Validity

Back 178

• The extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees.
• High or low test scores for employees match their respective job performance

Front 179

Cross-validation

Back 179

Verifying the results obtained from a validation study by administering a test or test battery to a different sample (drawn from the same population)

Front 180

Validity generalization

Back 180

The extent to which validity coefficients can be generalized across situations

Front 181

Selection Considerations:

Back 181

• Should individuals to be hired according to their highest potential or according to the needs of the organization?
• At what grade or wage level to start the individual?
• Should selection be for employee-job match, or should advancement potential be considered?
• Should those not qualified but qualifiable be considered?
• Should overqualified individuals be considered?
• What effect will a decision have on meeting employment equity plans and diversity considerations

Front 182

Can-do and Will-do factors in selection

Back 182

Can-do:

• Knowledge
• Skills
  
• Abilities

Will-do:

• Personality
  
• Values
  
• Motivation
  

Front 183

Compensatory Model

Back 183

Permits a high score in one area to make up for a low score in another area.

Front 184

Multiple Cutoff Model

Back 184

Requires an applicant to achieve a minimum level of proficiency on all selection dimensions

Front 185

Multiple Hurdle Model

Back 185

Only applicants with sufficiently high scores at each selection stage go on to subsequent stages in the selection process

Front 186

Final Decision

Back 186

• Selection of applicant by departmental or immediate supervisor to fill vacancy.
• Notification of selection and job offer by the human resources department