9000713
Description
Flashcards by Dilek Senturk, updated more than 1 year ago
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Created by Dilek Senturk
almost 7 years ago
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| Question | Answer |
| Recruitment | – ‘recruitment is the process of attempting to locate and attract a pool of suitably qualified and experienced people to apply for existing or anticipated positions within an organisation’. |
| The strategic perspective | • The direction that a business takes, its organisational culture and the competencies required all lead to the type of attraction process undertaken and the selection tools utilised. • Consideration of the mix of Baby Boomers, Gen X and Gen Y. • Differences in generation, gender, culture and work–life balance. • Attraction and selection should be strategic and dynamic in nature. |
| Company branding | • Convince existing and prospective staff that the organisation is an attractive place to work. • All HR processes to be aimed at world’s best practice and the desired culture put in place. • To build a positive image that will attract the best talent. |
| Matching people, jobs, organisaton and environments | • Person–job fit • Person–organisation fit • Person–environment fit |
| Attracting talent from within | • Filling vacancies above entry-level through internal promotions and transfers. • Allows organisations to capitalise on the costs that have been invested in recruiting, selecting and training its current employees. |
| Limitations of attracting talent from within | • Specific positions must be filled from outside. • Potential external candidates should also be considered to prevent the stagnation of ideas and attitudes. • Excessive reliance upon internal sources can create the risks of ‘employee cloning’ or ‘inbreeding’. • Shift workforce culture through an emphasis on external talent attraction. |
| Attracting talent from outside the organization | -advertisements -educational institutions -executive leasing & contracting -employee referrals -online talent attraction |
| Internal advantages | -may aid morale -easier to assess the ability -good performance is rewarded -succession for promotion developed -necessary only to hire at the base level -avoids 'leak plugging' strategy -fewer costs involved in attraction |
| Internal disadvantages | -the danger of inbreeding -discontent among those not promoted -political infighting for promotion -effective appraisal program required -criticism from those outside who cannot get in -old culture maintained -cloning by those doing selecting |
| External advantages | -new ideas brought into the organization -no claims of favouritism from inside leading to resentment -forces insiders to compete -more compatible with concepts of EEO/affirmative action strategies -can be very effective in changing corporate culture quickly -can provide a more diverse workforce |
| External disadvantages | -outsider may not fit into organisation's culture -morale of those passed over declines -more training and development required of new recruits -a longer orientation period necessary -can be very expensive exercise, particularly where interstate or overseas recruits are involved -evaluation of past work history is more difficult |
| The selection process | • Selection is a continuous process. • The number of steps in the selection process and their sequences will vary, not only with the organisation, but also with the type and level of jobs. |
| Use of person specifications | • Forms the basis for the administration of any applicable tests. • Reduces the influence of racial and sexual stereotypes and helps the interviewer to differentiate between qualified and unqualified applicants. |
| Pre-employment screening | • Individuals who are thoroughly screened learn their job tasks readily, are productive and generally adjust to their jobs with a minimum of difficulty. • New recruit turnover will often be minimised. |
| Obtaining reliable and valid information | • Reliability: the degree to which interviews, tests and other selection procedures yield comparable data over a period of time. • Validity: what a test or other selection procedure measures, and how well it measures this. |
| Sources of information about job candidates | • Application forms • Checking references • Medical examination • The employment interview • Employment tests |
| What is wrong with the interview? | • Considerable caution should be exercised in the selection of employment interviewers. • The interview is an artificial situation with the players acting out the role expected of them. • It involves human beings, who are subject to bias and subjectivity. |
| Employment tests | • The nature of the employment test: ‘objective and standardised measure of a sample of behaviour that is used to measure a person’s abilities, aptitudes, interests or personality in relation to other individuals’. |
| Reaching a selection decision | can do factors (knowledge, skills & attitudes) x will do factors (motivation, interests and personality) = JOB PERFORMANCE |
| The costs of getting it wrong | • Further recruitment and selection costs • Additional development and orientation costs • Opportunity costs • Loss of competitive advantage • Damage to company brand • Loss of employer of choice status • Reduced internal status • Impaired recruitment opportunity • Threatened company viability • Loss of other key staff |
| Expatriates | • Effective management of overseas staff, especially those at management levels, requires a strategic, integrated and cost-effective series of HR programs before and after selection. • Relevant expatriate programs should include specialised recruitment, promotion, retention and repatriation schemes that are strategic, integrated, cost-effective and culturally appropriate. |
| Types of interviews: | -directive or structured -non- directive or non-structured -panel -stress -group -technology-based |
| Questioning | -open -closed -probing -hypothetical -fantasy -behavioural -leading -loaded |
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