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35 Cards in this Set
- Front
- Back
Human resource planning
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identifying the numbers and types of employees the org will require to meet its objectives. Comparing the present to the future and identifying changes necessary to meet future goals.
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Forecasting
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determining the supply and demand for human resources. Predicting shortages and surplusses
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2 types of forecasting
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trend analysis (whats going on in the past) and Transitional matrix (where people in the org came from)
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Goals- strategies
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goals come from forecasting. strategies differ in terms of expense (money and suffering), speed of results, and ability to change later.
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Ways to handle a surplus
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Downsizing, early retirement, pay reducing, work sharing, hiring freeze, retraining
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Workforce utilization review
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a comparison of the proportion of employees in protected groups within the proportion of these groups in the labor marker.
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Recruitment sources
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Internal and external
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Evaluating the quality of a recruitment source
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Yield Ratio ( % of applicants who move from one stage to next) and Cost per hire (cost of source/number of people hired)
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Recruiter characteristics
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warmth, courtest, information, realism, credibility, and feedback
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HR Planning process
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1)Forecasts of labor surplus/shortage, 2)goal setting and strategic planning, and 3) program implementation and evaluation.
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Rockwell Automation
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Aging workforces is a good thing. They like to higher works in their 60's because they are better to travel oversees.
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Ways to handle a shortage
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outsourcing, temp/contract workers, overtime, New hires, technological innovation
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Minimizing the pain of layoffs
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communicate fully, empower managers to make a choice, ask people to leave immediately, include severence pay, make them mentally ready, treat laid off people well.
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Most effective recruits in order
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electronic job boards, newspapers, job fairs, and then walkins/referrals
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Selection
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process through which organizations make decisions about who will or will not be allowed to join the org... who is a good fit
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Steps in the selection process
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screen applicants and resumes, testing and reviewing work samples, interviewing candidates, checking references and background, and making a selection.
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Criteria for evaluating relection methods
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Legality, High utility, generalizable, Reliability, and validity
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Reliability
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the extent to which a type of measurement is free from random error. The consistency or stability of a measure. Use correlation coefficients
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Validity
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extent to which performance on a measure is related to what the measure is designed to assess. Whether we are able to make a confident and accurate decision.
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Criterion related validity
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What does the test predict?
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approaches to criterion related validity
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predictive validation (all applicants test scores, and then performance after hire), and Concurrent validation (existing employees test scores and performance now)
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Validity coefficient
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correlation between predictor (test score/interview) and criterion (job performance)
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Content related validity
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what does the test contain? Extent that it covers the entire domain of interest
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Construct validity
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what does the test actually measure- extent to which the test measures the construct that it is designed to measure.
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Employment tests
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aptitude, achievement, physical ability, cognitive ability, personality, and integrity tests
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aptitude tests
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their potential, what they can acquire in the future
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cognitive ablitites tests
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measure mental abilities... verbal skills, quantitative skills, reasoning ability. Watch out for disparate impact, banding is ok, norming is not.
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Personality tests- big 5
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Openness (inquisitiveness) to experience, Conscientiousness (dependable, responsible), Extraversion (social, interacting), Agreeableness (helpful), and Neuroticism (emotional stability or adjustment)
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Integrity tests- types
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overt are too easy, personality based are harder to fake
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Work Samples
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simulation of a job or part of a jobs- can be real or simulations
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assessment centers
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inbaskets, leaderless groups, and role plays
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Types of Interviews
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Nondirective (unstructured) interview and Structured interview
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types of structured interviews
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situational interviews and behavior description interviews
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Approaches to selection decisions
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multiple hurdles and compensatory approach (all predictors are added together)
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business week- how google searches for talent
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Google has a contest in india- "the google india code jam" - shortcut through hiring process
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