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43 Cards in this Set
- Front
- Back
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Strategic aspects of recruiting |
-who should recruit -internally or externally -labour markets -branding |
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Advantages of promotion from within |
-capitalizes on past HR investments (recruitment, training and development) -rewards past performance and encourages commitment to organization -decreased socialization costs -accurate record of past performance -lower compensation |
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Limitations of promotion from within |
-current employees may lack knowledge, experience or skills -inbreeding of ideas and attitudes increases (no external fresh perspectives) -all internal candidates have been exhausted and must seek in external job market |
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Recruitment channels |
-internal job postings -performance appraisals -skills inventories and replacement charts |
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Labour market |
-area of which applicants are recruited
-tight vs. loose |
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Tight market |
High employment, few available workers |
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Loose market |
Low employment, many available workers |
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Factors determining relevant labour market |
-skills and knowledge required -level of compensation offered -reluctance to relocate -ease of commuting to workplace -location of job (urban or non urban) -change in legislation/company policies |
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Advantages of external recruitment |
-ability to find specialized skills -new ideas, new methods |
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External recruitment channels |
-advertisements -walk-ins and unsolicited applications -Internet and social networking -job fairs -employee referrals -rerecruting -executive search firms -educational institutions -professional associations -labour unions -public employment agencies -private employment and temp agencies -employee leasing |
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External recruitment factors |
-recruiting methods -surveys -realistic job previews |
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Realistic job previews |
-informing applicants about all aspects of the job, including good and bad |
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Positive benefits of realistic job previews |
-improved job satisfaction -reduced voluntary turnover -enhanced communication to honesty and openness -realistic job expectations |
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Surveys |
**review module slide |
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Recruiting of metrics |
-quality of fill -time to fill -yield ratio |
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Yield ratio |
Percentage of applicants that make it to the next stage of the selection process |
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Cost of recruitment per hire |
Sum of: -source cost -advertising costs -agency fees -referral bonus -no-cost hire
Divided by total number of hires |
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Job search |
-maximizers -satisfiers -validators
**review module 5 |
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Components of career management |
-the employee's role -the organization's role -individual and organizational roles |
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The employee's role |
-accept responsibility for your career -seek information -set goals -develop a career plan |
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The organization's role |
-management participation (provide support and training and collaboration) -setting goals (plan HR strategy) -changing HR policies (provide for job rotation and outplacement services) -announcing the program (explain philosophy) |
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Identifying career opportunities and requirements |
-competency analysis -job progressions -career paths |
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Competency analysis |
Measures three basic competencies for each job
-know-how -problem solving -accountability |
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Job progressions |
-the hierarchy of jobs a new employee might experience (starting job to jobs that require more skill and experience) |
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Career paths |
-lines of advancement in an occupational field within an organization |
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Different career paths |
-promotion -transfer (duties and compensation remain the same) |
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Criteria for determining promotion |
-merit -seniority -potential |
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Organizational assistance for career change |
-relocation services -outplacement services (help terminated employees find a new job) |
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Alternative career moves |
-promotion -transfer -demotion -exit |
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Career plateau |
Probability of moving up a career ladder is low because of organizational or personal reasons |
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Types of plateaus |
-structural plateau -content plateau -life plateau |
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Structural plateau |
End of advancement |
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Content plateau |
Lack of challenge |
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Life plateau |
Crisis of personal identity |
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Career development initiatives |
-Career planning workbooks -Career planning workshops -Career counselling |
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Career planning workbooks |
Stimulate thinking about careers, strengths/limitations, development needs |
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Career planning workshops |
-discuss and compare attitudes, concerns and plans |
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Career counselling |
Discussing current job activities and performance, personal and career interests and goals and career development objectives |
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Mentors |
Executives who coach, advise and encourage individuals of a lesser rank |
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Mentoring functions |
Functions concerned with the career advancement and psychological aspects of the person being mentored |
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E-mentoring |
Brings experienced professionals together with individual needs counselling |
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Networking |
**refer to module 5 |
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Career self-management training |
-helping employees learn to continuously gather feedback and information about their careers -encourage them to prepare for mobility |
