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63 Cards in this Set
- Front
- Back
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Work force planning process |
1. identify the firms business strategy 2. articulate firms talent philosopht and staffing decisions 3. Conduct work force analysis 4. develop and implement action plans 5. monitor, evaluate and revise forecasts and action plans |
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Forecasting labor demands |
Seasonal interests rates currency exchange rates competition based factors industry and economy legal factors |
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Internal forecasting |
ratio analysis- number of employees:output scatter plots- how variables are related trend analysis-using past employee patterns to predict future needs judgmental forecasting- rely on experience and people in the org to make predictions of future needs roi analysis- revenue of new hires |
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forecasting labor supply |
internal labor market transitional analysis- analyze internal labor markets and supply talent inventories and replacement charts- succession analysis employee survey- monitoring factors that effect turnover external labor market |
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action plan |
strategy to proactively address anticipated surpluses or shortages of employees |
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temporary talent shortages |
recruit within vendors/ outsourcing
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persistant talent shortages |
business process outsourcing- relocating entire business function
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Temporary employee surplus |
vacation temporary or contingent workforce
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persistent employee surplus |
early retirement plans layoffs
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staffing yields |
staffing yields- proportion of applicants moving from one hiring to stage to the next
hiring yields- (selection ratios) percentage of applications ultimately hired |
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work load driven forecasting |
average number of hire per recruiter |
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staffing efficiency |
total cost associated with compensation of newly hired employees |
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sourcing |
identifying recruits |
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active vs semi passive vs passive job seekers |
active- need a job and are actively looking semi-passive- are interested in a new position but only occasionally check passive- have a job and are not looking but cold be swayed by the right offer |
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internal recruiting sources vs external recruiting sources |
internal- with in the company moving to new positions outside the company external- |
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succession management- |
preparing emploees to assume position in the company later on |
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employee development |
extending their training to assume other positions in the company later on |
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leadership development programs |
specific kind of employee development programs to create future leaders |
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internal posting systems- |
publicize open jobs to employees |
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employee referral systems |
asking current employees to refer coworkers for open positions |
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in house sourcers |
rely on own contacts and org's database to find recruits |
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job fairs |
events where multiple employees compete for recruits |
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trade fairs |
gather people from a particular industry to learn about current topics and products in their field |
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resume databases |
searchable collection of prescreened resumes submitted to a company |
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career sites |
website devoted to jobs and careers in a company |
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internet job boards |
search engine to allow job seekers to upload resumes and employers able to view them |
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search firms |
independent companies that specialize in recruitment |
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raiding competitors (poaching) |
hiring talent away from competitors |
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internal data mining |
searching the internet for passive job seekers |
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boolean searches |
narrowing a search by using key terms |
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x raying |
searching for pages all on the same host site |
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flip searching |
finding people who link to certain websites |
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web crawlers |
web sites that search the web looking for desirable talents |
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networking |
the process of leveraging personal connection to generate applicants |
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off shore labor |
employees in lower cost countries |
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walkins |
people wjo apply directly with the company |
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sourcing plan |
prioritizes which recruiting sources should be used to best meet staffing goals |
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employee profiling |
identify successful current employees in order to souce people like them |
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recruiting yield analysis |
tracks the recruiting sources that produced the most successful applicantsd |
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distributive fairness |
perceived fairness of hiring and promotion outcimes |
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procedural fairness |
belief that the policy and procedures of hiring process were fair |
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interactional fairness |
perception of interpersonal treatment and amount of information received during the hiring process |
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spill over effects |
the indirect or unintended consequences of an action plan |
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reviewer profile |
profile of the skills characteristics and backgrounds of the most effective recruiters for different positions |
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recruiting metrics |
new hire job performance new hire failure rate turn over of new hires manager satisfaction new hire time to productivity training successs
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image vs brand |
image- general impression based on feeling and facts
brand- symbolic picture of info connected to company or its products |
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employer brand |
reflects what a company offers as an employer. internal and external perception of what its like to work there |
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data analytics |
using data and analytical systems to arrive at optimal decisions |
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measurement |
using numbers |
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predictive vs criterion data |
inferential stats
info about outcomes |
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nominal ordinal interval ratio |
nominal- numbers are assigned to labels o categories ordinal- ranking order interval- distance between scores have meaning ratio-includes an absolute zero
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norm referenced measures |
measures have meaning when compared to the scores of others
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percentile score |
raw score converted to a pertentage |
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correlation and correlation coefficient |
strength of a linear relation ship between two variables
ranges +1 to -1 measures the strength |
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statistical significance
practical significance |
the degree to which an observed relationship is not due to a sampling error
relationship is large enough to have value in a practical sense |
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multiple regression |
predicts an outcome using one or more predictor variables |
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deficiency vs contamination errors |
deficiency- when u fail to measure important aspects of the atrribute you want to measure
contamination- when unrelated factors affect the observed score |
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test retest reliability |
repeatability of scores |
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alternative form reliability |
consitent scores in different forms of test |
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internal consistency reliability |
extent to which item measure the same construct |
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inter-rate reliability |
consistency of scores when rated by two or more individuals |
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SEM |
margin of error
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content vs construct vs criterion related validity |
content- content being measured is job related
construct- assessment measure that content
criterion- there is a statistical relationship between the predictor and outcome |
