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73 Cards in this Set
- Front
- Back
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Cherry picking |
Offer more money an employee to join their company, but doesn't require any new skills or competences. |
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Economic cycle |
Economy- wide fluctuations and the impact in the employment levels. |
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Brain drain |
Exit of educated and skills people looking a better-paying or improving skills going from emerging or developed countries, temporaly or permanent. Example= MEEEE!!! :) |
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PEST |
Political Economical Social Technological |
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Growth strate |
Merger and acquisition Joint venture Greenfield operation Strategic alliance |
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Employment branding |
Positioning an organization as an "employer of choice" in the labor market. |
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Job analysis |
Systematic study of jobs to determine what tasks and responsibilities should be included in a position |
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Job description |
Written description of a job anf requirements |
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KSA |
Knowledge Skills Abilities |
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Job specifications |
Describe the minimum of qualifications necessary for a job. |
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Sourcing |
Identify by different strategies tge names of individuals who may be potential employment |
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Recruitment |
Process of encouraging candidates to apply for job openings |
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Internal recruiting sources |
Employees referrals Inside moonlightting Job bidding Job posting Nominations Skill bank and tracking system Succession planning |
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External recruiting sources |
Advertising Agencies Community awareness Contract agencies Educational institutes Employer websites Former employer Interships Government agencies HR associations International jobs boards Intraregion recruiting Online social networks and blogs Open houses Outplacement services Personal networking Referrals Temporary agencies Trade and professional organizations |
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Robust sourcing |
Understand who you really want. Fining whonyou really need-Outdorsing or insorsing. Growing people internally. Using multiple strategies Recluting continuously. Hiring people from outside to refres the talent pool. |
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Recruiting effectiveness |
Be proactive. Brand. Use realistic profiles. Automate. Innovate. Interact. Adapt. Champion diversity. Be judicious. Be vigilant. |
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Head count |
Number of people on the organization's payroll at particular time. |
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Cost of hire |
Total cost of all hires/ #of new hires |
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Cost per hire |
It's a ratio of the total$ an organization spends to the total # of hires in a specific time period. |
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Attrition |
Loss of employees. Overall attrition. Attrition of key talent. New-hire attrition. |
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Selection |
Process of vetting the most suitable candidate for a position. |
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Selection process |
Screen Interview Asses and evaluate Select and offer |
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Selection screening |
Analyzing candidate's application forms, CV and resumes to locate the most-qualified candidates for an open job. |
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Red flag |
Warning signs in a CV. |
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Structured interview |
The interviewer stays in control and asks every candidate the same questions. Provide similar information between candidates. Gives each candidate tye same opportunity to create a good impression. Make it possible to compare qualifycations |
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Unstructured interview |
Also call no-directive interviews. The interviewer make questions based on candidate's aswers. More information and flexible. Relies social interaction. Gives the candidate the opportunity to develop answers. The interviewer can explore with follow-up questions |
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Behavioral interview |
Focuses on candidate previous handled situations. The interviewer asks very pointed questions to determine if the individual possesses the min qualifications. Provides insight into how the candidate handled past job-related situations.
The past performance is the best predictor of future performance. |
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Competency-based interview |
The questions are based on real situations related on competicies for the position. Provides insight the candidate's proficiency in a particular competency. Predective of what behavior or performance is likely to be in the position. |
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Fishbowl interview |
Group interview to see how the candidates work each other in a true-to-life work setting. |
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Team interview |
360 degree process. When the position relies heavily on team cooperation. |
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Stress interview |
The interviewer show an agressive attitude or ask puzzle-type questions. The ideas it's see posible solutions and how the candidate reacts under pressure. |
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Guidelines for interview |
Rapport Listen carefully Make smooth transitions between topics. Observe nonverbal behavior. Take notes. Conclude the interview. |
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Substantive assessment methods |
Preemployment test Reduce the candidate pol to finalist for the job. Cognitive ability test Personality test Aptitude test Psychomotor test Assessment center |
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Discretionary assessment methods |
Used in circumstances to separate who recieve job offers from the list of finalist. |
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Contingent assessment methods |
Depends on the nature of the job and legal mandates. Drug test. Medicsl exams. |
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Cross-cultural assessment tools |
Cross-cultural adaptability inventory (CCAI) Cultural Orientation Indicator (COI) Intercultural development Inventory (IDI) SAGE Self-assessment for global endeavors |
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Criteria for selecting and evaluation selection methods |
Equality Cost-effectiveness |
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Background investigation |
Authenticating the information supplied on the Cv, resume, application and Interview. Checking documents. |
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Reference checks |
Contact the applicant's former employers, lesrning institutions and personal references. Feedback from previous bosses or employers for corroboration. |
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Decision process |
Organize information Identify and rank acceptable candidates Collect additional info as necessary Make annoffer to the top candidate |
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Contingent job offer |
Organization make a job offer that is contingent on the candidate passing certain test or meeting some requerimients. Medical, physical or psychological. |
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Employment offer |
Formal communication offering the job. Standard letter approved by the legal counsel. Clearly state the terms of thebofferthe offer Clearly state acceptance details |
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Employment contract |
Clarify employment terms. Terms and conditions. Gnl duties and job expectations. Confidentiality and nondisclosure terms. Compensation and benefits Terms of resignation or termination. Relocation. Secersnce provisions. Signatures and date |
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Bona fide occupational qualification BFOQ |
Legitimate job criterion that employees csn legally use tonhire foreigner. |
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Realistic job preview RJP |
Process to provide an applicant with honest and complete information about the job and the work environment. |
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Retention |
Ability to keep talented employees in the organization. |
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5 characteristics of a profession |
National organization Code of ethics Research Established necessary knowledge and competences Creditialing |
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Exepto management |
The C-suite |
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Budgeting methods |
Zero-nased= justify budget per period Incremental= line-item Formula= budget per operation varying. Activity-based= depends the necessity |
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Organization design |
The way in wich communication occurs and decisions are made and how will be separated and integrated for performance ans synergy. Influenced by culture, industry and strategy. |
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Layers of hierarchy |
Chain of command= line of authority Span of control =#of ind. Who report to a supervisor |
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Departmentation |
Way an organization groups its jobs and aligns effort. |
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Functional structure |
Defined by the service |
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Product structure |
Departments are grouped by product divisions. Requires more employees. |
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Geographic organization |
Grouped by geographic regions. |
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Matrix structure |
Departmentalization by division and function. |
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Hr processes |
Participating of the organization's strategies. Retain human capital Collectimg data to organizational success Ensuring legal compliance Completing daily HR operations |
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Hr structures |
Centralized - decentralized Funcional- dedicated Shared services Center of excellence (COE) |
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9 steps of Outsourcing process |
Analyze needs and define goals Define budget Create a request for proposal (RFP) Send RFP to chosen contractors Evaluate contractor proposal Choose contractor Negotiate a contract Implement the project and monitor the schedule Evaluate the project |
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Jack of all traders |
The HR generalist |
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Measuring results |
Provides better data to determine the return on investment for HR and its efforts. |
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HR audit |
Systematic and comprehensive evaluation on organization's HR policies, practices, procedures and strategies. Compliamce Best practices Strategic Function-specific |
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Organizational development OD |
process of enhancing the effectiveness and efficiency of an organization and the well-being of its members through planned interventions. |
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HR strategic contributions and OED |
Acquiring the right workforce Acq. and devep. he right leaders Creating the right culture Creating the right structure |
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Proactive OED |
Build seasoned, diverse leaders ans management teams. Speed up decision making. Prioritize strategic decisions. Prepare their ecosystems to acy quickly. Invest in and make more use of data and analytics to run the business. |
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OED MODEL |
define problem. Design and implement a solution. Measure effectiveness of solutionand initiative. Sustain improvement. |
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Critical path methodology OED |
Developing the most efficient schedule for the intervention |
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Nominal group technique OED |
Involves research participants in priorizing data |
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Six sigma |
Quiality objetive for process. DMAIC define, msasure, analize, improve and control DMADV define, msasure, analize, design and verify |
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QA Quality assurance |
Actions and organization takes to be sure that it's performing work according to the standards |
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SWOT analysis |
Qualitative analysis to identify strengths, weakness, opportunities and treats associated with an action or an entity. |
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Cost-benefit analysis CBA |
Quantifiable and nonquantifiable benefits ÷ bt tge direct and indirect cost od implement |
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Force-field analysis |
To process some.pf the issues raosed during a brainstorming session. |
