Recruitment And Selection

Front 1

Organization Attraction

Back 1

Assessment of a company’s desirability as an employer by a prospective employee

Front 2

Symbolic Attributes

Back 2

Inferences applicants make about the characteristics (subjective and intangible) of an organization

Front 3

Symbolic Attributes

Back 3

Image of the organization

Front 4

Instrumental Attributes

Back 4

Utilitarian and functional qualities of an organization

Physical and tangible

Front 5

Instrumental Attributes

Back 5

Pay, job security, bonuses, benefits, working hours, location

Front 6

Position, Location, Company Name

Back 6

3 Critical Attributes for Job Seekers

Front 7

Salary, Career & Learning Opportunities, Goals

Career & Learning Opportunities, Salary, Loans

Back 7

What companies offer

vs

What employees want

Front 8

Competencies

Job Fit/Org Fit

Back 8

What employers look for

Front 9

Stability

Competitiveness

Org Culture

Back 9

What employees look for

Front 10

HR Planning

Back 10

evaluate their HR needs and plan their hiring and staffing in order to meet the companies’ business goals

Front 11

Talent Inventory

Back 11

assessment of the current knowledge, skills and abilities of the employees and how they are used

Front 12

Workforce Forecast

Back 12

plan for future HR requirements (positions, skills, etc.)

Front 13

Action Plans

Back 13

development of a plan to guide recruitment, selection, training and compensation

Front 14

Control and Evaluation

Back 14

system of feedback to assess how well the HR plans are working

Front 15

Talent Inventory

Workforce Forecast

Action Plans

Control and Evaluation

Back 15

4 Steps to HR Planning Processes

Front 16

Employee Recruitment

Back 16

Process of attracting potential employees to apply for jobs in the organization

Front 17

Generate applicants

Maintain applicant interest

Influence job choice

Back 17

3 Steps of Employee Recruitment

Front 18

Employee Recruitment

Back 18

Anticipating and making provisions for the movement of people into, within and out of the organization

Front 19

recruitment

Back 19

marketing and selling image and reputation of org

Front 20

recruiter

company reputation

recruitment budget

recruitment capability

environmental factors

Back 20

factors affecting recruitment

Front 21

personableness

competence

informativeness

trustworthiness

gender can affect

Back 21

what applicants want from recruiter

Front 22

Line Manager

Back 22

Recruiter in place of HR

Front 23

Internal Recruitment Method

Back 23

Attracting and identifying talents from within the organization

Front 24

Internal Recruitment Method

Back 24

Job posting, career planning and development, skills inventory

Front 25

External Recruitment Method

Back 25

Attracting and identifying talent from outside the organization

Front 26

External Recruitment Method

Back 26

Walk-ins, write-in or mailed resume, advertisements, referrals, social media, internet websites, schools job fairs, searching through employment and executive search firms

Front 27

Benefits of Proper Selection

Back 27

Hiring people who are both skilled and motivated to perform their duties

Front 28

Benefits of Proper Selection

Back 28

Reduce post-hiring expenses

Front 29

Benefits of Proper Selection

Back 29

Lower turn-over: saves time, money and effort (training, need to repeat the process again if there is a mismatch as shown through termination or resignation)

Front 30

Application Form

Back 30

usually ask information about education, work history, skills, health, as well as references

objective and verifiable information

limited data on attitudes, motivations, prior performance

Front 31

Psychological Testing

Back 31

use of an objective and standardized measure of a sample behavior

Front 32

Selection Interview

Back 32

formal in-depth conversation conducted to evaluate the candidate’s ability to do well in key areas critical to successful job performance

Front 33

Criterion-based Assessment Question

Back 33

explores knowledge, skills or abilities

Front 34

Situational Assessment Question

Back 34

cite critical incidents

Front 35

Behavior Description

Back 35

elicits past behaviors

Front 36

Situation

Task

Action

Result

past behavior predicts future behavior

Back 36

STAR

Front 37

Reference Checks

Back 37

Involves collecting information from applicant’s previous employers/ associates

Front 38

Application Form

Test

Interview

Reference Check

Back 38

4 Assessment Methods

Front 39

Hurdle Approach

Back 39

decision-making strategy where you eliminate some at each stage

Front 40

Multiple cut-offs

Back 40

decision-making strategy where you must pass all

Front 41

Organization Socialization

Back 41

Process by which an individual makes the transition from outsider to organizational member

Front 42

Anticipatory Socialization

Back 42

Organization Socialization stage:

Acquire info about the job/organization Recruitment, selection and job placement Job related information

Front 43

Encounter/Accomodation

Back 43

Organization Socialization stage:

Move into the firm (accept job offer)
Orientation, training for functions/tasks, and discussion of performance evaluation (how it is done, rewards, etc.)

Front 44

Change and Acquisition

Back 44

Organization Socialization stage:

Perform the job tasks
Adjust to the culture until it becomes comfortable Manages role

Front 45

Behavioral Outcomes

Back 45

Organization Socialization stage:

Carry out job-related assignments

Front 46

Affective Outcomes

Back 46

Organization Socialization stage:

Attitude towards work, level of motivation Involvement and satisfaction in the job

Front 47

Socialization Tactics

Back 47

Six dimensions which organizations use to structure the socialization experience of newcomers

Front 48

Values and skills + interpersonal and mentoring aspects

Back 48

most significant effects on employee adjustment and attachment to the company

Front 49

Successful socialization

Back 49

leads to an affirmed decision to stay with the company

Front 50

Collective- Individual

Back 50

Socialization Tactic:

Common entry with a group

vs

Unique experience in isolation with other new hires

Front 51

Formal-Informal

Back 51

Socialization Tactic:

Specific activities designed for newcomers away from incumbents

vs

Immediate mixing with incumbents

Front 52

Sequential-Random

Back 52

Socialization Tactic:

Clear, progressive learning activities

vs

Ambiguous or unknown sequence of activities

Front 53

Fixed-Variable

Back 53

Socialization Tactic:

Specific time frame to do socialization

vs

No time duration

Front 54

Serial-Disjunctive

Back 54

Socialization Tactic:

Newcomers meet experienced incumbents as role models/mentors

vs

No access to experienced members of the org

Front 55

Investiture-Divestiture

Back 55

Socialization Tactic:

Newcomers given positive social support

vs

Newcomers given negative social feedback until they adapt