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241 Cards in this Set
- Front
- Back
Recruiting |
Process of generating a pool of qualified applicants for organizational jobs. Considerations are cost of recruiting and cost of unfilled jobs for the quality of recruited candidates. |
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Components for Effective Recruiting |
Labor Markets, Recruiting Responsibilities and Goals, Business Strategies, Recruiting Sources |
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Recruiting Requirements Expected of Employers |
- Know the industry and where to successfully recruit - Identify keys to success in the labor market - Cultivate relationships with sources of prospective employees - Promote the company brand - Use recruiting metrics to measure the effectiveness of recruiting efforts |
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Training of Recruiters and Managers |
- Recruiting related activities - Communication skills - Diversity and sensitivity skills - Ethical recruiting behaviors - Follow-up activities |
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Labor Market |
External supply pool from which employers attract employees. |
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Components of Labor Market |
Labor force population, Applicant population, and Applicant pool. |
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Labor Force Population |
Component of Labor Market. All individuals who are available for selection if all possible recruitment strategies are used. |
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Applicant Population |
Component of Labor Market. Subset of the labor force population that is available for selection using a particular recruiting approach. |
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Applicant Pool |
Component of Labor Market. All persons who are actually evaluated for selection. Applicant tracking system - makes the recruiting process more effective. |
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Unemployment Rates and Labor Markets |
Unemployment rates vary with business cycles. Strict hiring adopted by companies due to recessionary conditions. - decreased customer spending - increased business competition - decreased need for new employees due to developments in technology. |
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Strategic Recruiting Decisions |
- Recruiting Source Choices: internal vs. external - Organization based vs. outsourced recruiting - Recruiting presence and image - Regular vs. Flexible staffing - Realistic Job Previews - Recruiting and EEO: diversity considerations |
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Employment Brand |
Image of the organizations that is held by both employees and outsiders. Company brand can help generate more recruits through applicant self selection. |
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Continuous Recruiting Image |
Offers the advantage of keeping the employer in the recruiting market |
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Intensive Recruiting Image |
Vigorous recruiting campaign aimed at hiring a given number of employees in a short period. |
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Recruitment Process Outsourcing (RPO) |
- improves the number and quality of recruiting candidates - Reduces recruiting costs |
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Professional Employer Organizations (PEO) and Employee Leasing |
Employer signs an agreement with the PEO. - staff is hired by the leasing firm and leased back to the company for a fee - leasing firm - writes the paychecks - pays taxes - prepares and implements HR policies - keeps all the required records for the employer |
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Advantages of Flexible Staffing |
- enables organizations to hire workers without incurring high costs. - reduces time spent on recruiting efforts, including efforts spent on the screening and initial training of workers - facilitates a flexible workplace model in some organizations - companies can avoid litigation associated with the termination of permanent workers - severance benefits not usually provided to individuals when work ends. |
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Disadvantages of Flexible Staffing |
- flexible workers can sometimes exhibit poor job performance in the workplace - low motivation might occur because of a lack of opportunity for long-term employment and job advancement - time limits on temporary work contracts prevent significant enhancements in individual skills and knowledge. - companies might have to offer premium wages to attract individuals working in more advanced fields. |
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EEO and Recruiting Efforts |
- Organizations must work to reduce external disparate impact and underrepresentation of protected class members. - Special ways to reduce disparate impact can be identified as goals listed in the affirmative action programs (AAPs) - EEOC guidelines state that no direct or indirect references implying gender or age are permitted and advertisements should contain wording about being an equal opportunity employer. |
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Nontraditional Diverse Recruitees |
- persons with different racial/ethnic backgrounds - older workers over 40 years of age - single parents - workers with disabilities - welfare-to-work workers - homeless/substance abuse workers |
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Realistic Job Previews |
- Provides a balanced view of advantages, demands, expectations, and challenges in an organization or job - Help attract employees with more realistic expectations - Reduce the number of employees who quit a few months after being hired |
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Internal Recruitment |
Promoting from within an organization |
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External Recruitment |
Recruiting from outside an organization |
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Possible Strategy for Organizations that Face Rapidly Changing Competitive Environments and Conditions Might Be To: |
- Promote from within if a qualified applicant exists - Go to external sources if not |
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Advantages of External Recruiting |
- New employees bring new perspectives that can be applied to business opportunities and challenges - Training new hires may be cheaper and faster because of prior external experience. - New hires are likely to have fewer internal political issues/challenges in the firm. - New hires may bring new industry insights and expertise. - Potentially larger applicant pool generated by search efforts. |
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Disadvantages of External Recruiting |
- The firm may not select someone who will fit well with the job and the organization - The process may cause morale problems for internal candidates not selected. - New employees may require longer adjustment periods and orientation efforts. - The recruiting process may take more time and resources. - Recruiters often must evaluate more applications. |
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Advantages of Internal Recruiting |
- The morale of a promotee is usually high - The firm can better assess a candidate's abilities on the basis of prior work performance. - Recruiting costs are lower for some jobs - The process is a motivator for good performances by employees. - The process can aid succession planning, future promotions, and career development |
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Disadvantages of Internal Recruiting |
- "Inbreeding" of employees may result in a less divers workforce, as well as a lack of new ideas. - Individuals not promoted may experience morale problems. - Employees may engage in "political" infighting for promotions. - A development program often is needed to transfer employees into supervisory and management jobs. - Some managers may resist having employees promoted into their departments. |
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Effects of Internet Recruiting |
- Adjusting to new recruiting approaches - Identifying new types of recruiting for specific jobs - Training for managers and HR recruiters |
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E-Recruiting Places |
- Internet Job Boards - Professional/Career Websites - Employer Websites |
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Social Networking Recruiting Advantages |
- Allows job seekers to connect with employees of potential employers - Allows employers to engage in social collaboration by joining and accessing social technology networks to help applicants post resumes and complete applications online |
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Legal Issues in Internet Recruiting |
- The use or misuse of screening software - Collection of required applicant information - Exclusion of protected classes from the process - Proper identifications of "real" applicants - Maintaining confidentiality and privacy |
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Advantages of Internet Recruiting |
- Cost effective recruiting - Recruiting less time consuming - Broader exposure and diverse pool of applicants - Better targeting of specific audiences - Recruiters can reach passive job seekers |
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Disadvantages of Internet Recruiting |
- More unqualified applicants - Additional work for HR staff - Many applicants are not seriously seeking employment - Access limited or unavailable to some applicants - Privacy of information and discrimination issues |
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External Recruiting Sources |
- Media sources - Employment agencies - Job fairs and creative recruiting - Educational institutions - Labor unions - Competitive recruiting sources |
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Effectiveness of Evaluating Media Ads |
- Easy ways to tract responses to ads are different contact names, email addresses, and phone number codes in each ad. - After hiring, follow up should be done. Shows which sources produced the employees who stay longer and perform better. |
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Competitive Recruiting Sources |
Includes professional societies and trade associations that publish newsletters or magazines and have websites containing job ads. |
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Headhunters |
Focus their efforts on executive, managerial, and professional positions. Executive search firms split into contingency firms and retainer firms |
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Contingency Firms |
Charge a fee after the candidate is hired |
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Retainer Firms |
Charge a fee whether or not the candidate is successfully hired |
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Labor Unions |
Labor pool is available through a union. Workers can be dispatched from the hiring hall to particular jobs to meet the needs of employers. |
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Job Fairs |
To help bring employers and potential job candidates together |
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Desirable Attributes of College Recruits |
- Desirable GPA - Attending elite universities - Internships - Extracurricular involvement |
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Employer Considerations for College Recruiting |
- Organizational budget and college graduate pay levels - Current/anticipated job openings - Experiences with prior college graduates and interns - Reputation of firm at college and with previous graduates - College graduate programs and faculty links - College placement office reputation, assistance, programs |
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School Recruiting |
- Cooperative programs: students work part-time while attending school - Career encouragement - Summer internships - Mentoring programs |
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Internal Recruiting Database and Internet-Related Sources |
- Information on existing employees like knowledge, skills, and abilities are entered into a database - Employee data sorted by occupational fields, education, areas of career interests, previous work histories, and other variables - These databases can be linked to HR activites |
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Job Posting |
- System in which employer provides notices of job openings and employees respond to notices of job opening. - Types are internet/web based and promotions and transfers |
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Employee-Focused Recruiting |
- Reliable source as current and former employees are familiar with the employer and will not refer unqualified individuals - Types are current employee referrals, rerecruiting former employees and applicants, and seeking out former employees and recruiting them again to work for an organization |
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Evaluating Recruiting Efforts |
- Evaluating Recruiting Quality and Quantity - Evaluating Recruiting Satisfaction - Evaluating the Cost of Recruiting - Evaluating the Time Required to Fill Openings |
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Yield Ratios |
Comparison of the number of applicants at one stage of the recruiting process with the number at the next stage |
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Selection Rate |
Percentage hired from a given group of candidates |
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Acceptance Rate |
Percent of applicants hired divided by total number of applicants offered jobs |
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Success Base Rate |
Longer term measure of recruiting effectiveness is the success rate of applicants |
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Recruiting effectiveness can be Increased by Using the Evaluation Data To: |
- Target different applicant pools - Tap broader labor markets - Change recruiting methods - Improve internal handling and interviewing of applicants - Train recruiters and managers |
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Selection |
- Choosingindividuals with qualifications needed to fill jobs in an organization - Finding the right people for right jobs results in “easy” management of employees |
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Person/job fit |
Matching the KSAs of individuals with the characteristics of jobs. Mismatch when there is poor pairing of an individual with that of the job characteristics |
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Person/organization fit |
Congruence between individuals and organizational factors |
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Attraction-selection-attrition (ASA) Theory |
Job candidates are attracted to and selected by firms where similar types of individuals are employed |
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Selection Criterion |
Characteristic that a person must possess to successfully perform work |
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Predictors |
Measurable or visible indicators of selection criteria |
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Elements of Good Job Performance |
- Quantity of work - Quality of work - Compatibility with others - Presence at work - Length of service - Flexibility |
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Characteristics Necessary to Achieve Good Job Performance (Selection Criteria) |
- Ability - Motivation - Intelligence - Conscientiousness - Appropriate risk for employer - Appropriate permanence |
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Predictors of Selection Criteria |
- Experience - Past performance - Physical skills - Education - Interests - Salary requirements - Certificates/degrees - Test Scores - Personality measures - Work references - Previous jobs and tenure |
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Reliability |
Extent to which the predictor or test repeatedly produces the same results over time |
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Validity |
Correlation between a predictor and job performance |
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Correlation coefficient |
Index number that gives the relationship between a predictor variable and a criterion variable |
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Methods of Establishing Validity |
Concurrent Validity and Predictive Validity |
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Concurrent Validity |
Measured when an employer tests current employees and correlates the scores with their performance ratings |
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Predictive Validity |
Measured when test results of applicants are compared with subsequent job performance |
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Multiple Hurdles |
Minimum cutoff is set on each predictor and each minimum level must be passed |
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Compensatory Approach |
Scores from individual predictors are added and combined into and overall score. Allows a higher score on one predictor to offset, or compensate for, a lower score on another |
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Selection Responsibilities |
- Organizations should meet Equal Employment Opportunity Commission requirements and inherent strategic implications of the staffing function - Approaches each department screens and hires its own personnel, and initial screening done by HR professionals, and the final selection is made by managers or supervisors |
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Pre-employment Screening |
Before having applicants fill out application forms, employers conduct a screening to determine if applicants meet minimum qualifications. - Electronic assessment screening: software used to review resumes and application forms received - Disqualification and screening questions to understand individual KSAs |
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Application Forms - Basis for Prescreening Information |
- Record of the the applicant's desire to obtain a position - Provides the interviewer with an applicant profile - Basic employee record for applicants who are hired - Used for research on the effectiveness of the selection process |
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Application Disclaimers and Notices |
- Employment-At-Will - References Contacts - Employment Testing - Application Time Limit - Information Falsification |
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Information on Application Forms that are Considered Illegal by EEOC |
- Marital Status - Height/weight - Number and ages of dependents - Information on spouse - Date of high school graduation - Contact in case of emergency |
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Work Sample Tests |
Require an applicant to perform a simulated task that is a specified part of the target job |
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Situational Judgement Tests |
Measure a person's judgement in work settings |
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Cognitive Ability Tests |
Measure an individual's thinking, memory, reasoning, verbal, and mathematical abilities |
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The Wonderlic |
- Most commonly used cognitive ability test on market - Timed (12 minutes) 50 question test with escalating difficulty |
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Psychomotor Tests |
Measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors |
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Physical Ability Tests |
Measure an individual's abilities such as strength, endurance, and muscular movement |
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Assessment Centers |
Exercise composed of a series of evaluative tests used for selection and development |
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Types of Personality Tests |
- Minnesota Multiphasic Personality Inventory (MMPI) - Myers-Briggs Test |
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Faking Personality Tests |
- Employers include questions that can be used to detect a lie score - Fake warning - employers instruct applicants that faking results in negative hiring impression |
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Big Five Personality Characteristics |
- Conscientiousness (Best Predictive of Job Performance) - Openness to Experience - Extroversion - Emotional Stability - Agreeableness All of these are shared by everybody. Each person has some level of each. |
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Conscientiousness Characteristics |
- Achievement Oriented - Careful - Hardworking - Organized - Responsible |
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Openness to Experience Characteristics |
- Flexible in thought - Open to new ideas - Broad Minded - Curious - Original |
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Extroversion Characteristics |
- Sociable - Gregarious - Talkative |
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Emotional Stability Characteristics |
- Neurosis - Depression - Anger - Worry - Insecurity |
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Agreeableness Characteristics |
- Cooperative - Good Natured - Softhearted - Tolerant - Trusting |
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Honesty/Integrity Tests |
- Reduces the frequency of lying and theft on the job - Communicates to applicants the intolerance toward dishonesty - Polygraphs: mechanical device that measures a person's galvanic skin response, heart rate, and breathing rate |
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Employee Polygraph Protection Act |
Prohibits the use of polygraphs for pre-employment screening |
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Controversies in Selection Testing |
Areas in selection testing that generate controversies and disagreements. Appropriateness of general mental ability testing. Validity of personality testing for selection. |
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Purposes of Selection Interviewing |
- To obtain additional information - To clarify information gathered throughout the selection process |
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Two Levels that Selection Interviewing are Conducted |
- Initial screening interview - In depth selection interview Both of these assess the qualifications of the applicants |
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Inter-Rater Reliability and Validity |
Interviewers must be able to pick the same qualities consistently. |
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Intra-Rater Reliability |
Consistency within one interviewers |
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Inter-Rater Reliability |
Consistency across different interviewers. Becomes important when each of the several interviewers is selecting employees form a pool of applicants, employer uses team or panel interviews with multiple interviewers, and validity can vary depending on the degree of structure that is utilized in an interview format. |
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Biographical Interview |
Focuses on a chronological assessment of the candidate's past experiences |
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Behavioral Interview |
Applicants give specific examples of how they have performed a certain task |
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Competency Interview |
Questions are designed to provide the interviewer results against which to measure the applicant's response. - competency profile: list of competencies necessary to do a particular job |
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Situational Interview |
Questions about how applicants might handle specific job situations |
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Benefits of Structured Interviews |
- Ensures that a given interviewer has similar information on each candidate - Greater consistency in the subsequent evaluation of applicants - Individual work performance can be better forecasted |
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Behavioral Interview Questions |
- Describe asituation in which you were able to use persuasion to successfully convincesomeone to see things your way. - Describe atime when you were faced with a stressful situation that demonstrated yourcoping skills. - Give me aspecific example of a time when you used good judgment and logic in solving aproblem. - Give me an exampleof a time when you set a goal and were able to meet or achieve it. |
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Situational Interview Questions |
- Describe how you would handle the situation if you metresistance when introducing a new idea or policy to a team or work group. - What would you do if the work of a subordinate or teammember was not up to expectations? - You disagree with the way your supervisor says tohandle a problem. What would you do? |
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Situational Interview Example |
Pleasedescribe a situation in your career in which you built a team using membersfrom separate workgroups. Be specificabout the groups with which you worked, your common goal, the specific role youplayed in bringing everything together, and the outcome of the situation. |
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Unstructured Interview |
Occurs when the interviewer improvises by asking questions that are not predetermined |
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Semistructured Interview |
Guided conversation in which broad questions are asked and new questions arise as a result of the discussion |
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Stress Interview |
Designed to create anxiety and put pressure on applicants to see how they respond. |
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Poor Interview Question |
- What’s yourgreatest weakness? - Where do yousee yourself in 5 years? - If you were on anisland and could only bring three things, what would you bring? - If you were ananimal, which animal would you be? |
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Interviewers |
- Individuals - Individuals Sequentially - Panel Interview: several interviewers meet with the candidate at the same time - Team Interview: Applicants are interviewed by the team members |
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Poor Interviewing Techniques |
- Snap Judgements - Negative Emphasis - Halo Effect - Blases and Stereotyping - Cultural Noise |
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Negligent Hiring |
Occurs when an employer fails to check an employee's background and the employee injures someone on the job |
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Negligent Retention |
Occurs when and employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone |
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Legal Constraints on Background Investigations Requirements |
- Obtain a signed release from the applicant giving the employer permission to conduct the investigation - Ensure that background investigations are a part of business necessity |
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Federal Fair Credit Reporting Act |
Firms That Check Applicants' Credit Records Must Comply with this. - Require disclosing that a credit check is being made - Obtain a written consent from the person being checked - Furnish the applicant with a copy of the report |
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Medical Examinations and Inquiries |
- Used to determine the physical and mental capabilities of applicants for performing jobs. - ADA prohibits: use of pre employment medical exams except for dug tests until a job has been conditionally offered, company from rejecting an individual because of a disability, and asking job applicants any question related to current or past medical history until a conditional job offer has been made. |
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Drug Testing |
Accuracy of tests varies according to the type of drug test used and the quality of the laboratory where the test samples are sent |
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Types of Global Employees |
- Expatriates - Host-Country Nationals - Third-Country Nationals |
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Selection Factors for Global Employees |
- Cultural Adjustment (cultural awareness, cultural adaptability, diversity acceptance, global experiences) - Organizational Requirements (organizational knowledge, technical abilities, job-related skills) - Personal Characteristics (emotional stability, ambiguity tolerance, flexibility and risk taking, physical/stress coping) - Communication Skills (language capabilities, nonverbal awareness, coaching and listening skills, conflict resolution abilities) - Personal/Family Concerns (personal life demands, family considerations, financial/economic concerns, career development) |
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Training |
Process whereby people acquire capabilities to perform jobs |
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Benefits of Training |
- Provides employees with specific, identifiable knowledge and skills - Greater ability to adapt and innovate - Better self-management - Performance improvement |
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Types of Training |
- Required and Regular (safety compliance, driving skills, wage and hour rules, employee orientation, benefits enrollment, sexual harassment prevention) - Interpersonal and Problem Solving (communications, writing skills, team relationships, coaching skills, problem analyses, conflict resolution) - Job and Technical (customer service, equipment operations, recordkeeping needs, telecommunications, IT systems, product detail) - Developmental and Career (business trends, strategic thinking, leadership, change management, career planning, performance management) |
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Training Design and Delivery |
- Criteria and practices used to select individuals - Employees working overtime must be compensated - Requiring signing of training contracts |
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Knowledge Management |
The way an organization identifies and leverages knowledge to be competitve |
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Sales Training |
- Improves organizational competitiveness - Covers a wide variety of skills and strategy development |
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Organizational Strategies |
- Increase sales - Expand into overseas market - Develop new product line - Acquire competitor company |
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Necessary Outcomes to implement Strategies |
- Identify key sales elements and train sales force - Assign key people and provide necessary global training - Train production and sales on new products - Assimilate employees from new company and provide orientation and training |
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Training Activities |
- Performance consulting, design training - Intercultural competence, language training - New product training, production practice, sales simulations - Onboarding, corporate culture training |
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6 Questions of Effective Training Efforts |
- Is therereally a need for the training? - Who needs tobe trained? - Who will dothe training? - What form willthe training take? - How willknowledge be transferred to the job? - How will thetraining be evaluated? |
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Systematic Training Process |
- Training Needs Assessment (analyze training needs, identify training objectives and criteria) - Training Design (pretest trainees, select training methods, plan training content) - Training Delivery (schedule training, conduct training, monitor training) - Evaluation of Training (measure training outcomes, compare outcome to training objectives and criteria) |
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Assessing Training Needs |
- Organizational Analysis - Job/Task Analysis - Individual Analysis |
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Training Design Elements |
- Learner Characteristics (ability to learn, motivation to learn, self-efficacy, perceived utility/value, learning styles) - Training Transfer (strategic link, supervisor support, opportunity, accountability) - Instructional Strategies (practice/feedback, overlearning, behavioral modeling, error-based examples, reinforcement/immediate confirmation) |
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Self-Efficacy |
people's belief that they can successfully learn the training program content |
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Adult Learning |
Ways in which adults learn differently than younger people. - have need to know why they are learning something - have need to be self-directed - bring more work-related experiences into the process - employ a problem-solving approach to learning - are motivated by both extrinsic and intrinsic factors |
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Instructional Strategies - Learner Participation and Feedback |
- Active Practice - Spaced Practice - Massed Practice |
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Active Practice |
Performance of job-related tasks and duties by trainees during training |
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Spaced Practice |
Practice performed in several sessions spaced over a period of hours or days |
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Massed Practice |
Practice performed all at once |
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Overlearning |
Repeated practice even after a learner has mastered the performance |
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Behavioral Modeling |
Copying someone else's behavior |
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Error-Based Examples |
Sharing with learners what can go wrong when they do not use the training properly |
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Transfer of Training |
Occurs when trainees actually use on the job what they learned and when trainees maintain use of the learned material over time |
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To Increase the Transfer of Training... |
-Offer trainees anoverview of training content and process and how it links to the strategy ofthe organization -Ensure thatthe training mirrors the job context -Support newtrainees to use their new skills when they return to the job - Supervisorsupport and involvement in the training - Feedback fromthe supervisor - Opportunity touse the training - Accountability: Extent to which someone expects thelearner to use the new skills on the job and holds them responsible for doingso |
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Training Delivery Options - Internal to Organization |
- Traditional classes - On-the-job training - Self-guided training at company portal - Mentoring/coaching - Job shadowing - Developing teachers internally - Cross training - Training projects - Group-based classroom |
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Training Delivery Options - External to Organization |
- Third-party delivered training - Web conferences - Training at outside location - Podcasts - Educational leave - Blended Training - Teleconferencing |
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Informal Training |
Occurs through interactions and feedback among employees |
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On-The-Job Training |
Based on a guided form of training known as job instruction training |
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Problems with On-The-Job Training |
- Poorly-qualified or indifferent trainers - Disruption of regular work - Bad or incorrect habits passed on |
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Stages for On-The-Job Training |
- Prepare the Trainees (put them at ease, find out what they know, get them interested) - Present the Information (tell show question, present one point at a time, make sure the trainees know) - Provide the Trainees with Practice (have the trainees perform the tasks, ask questions, observe and correct, evaluate mastery) - Do Follow-Up (put the trainees on their own, check frequently, reduce follow-up performance improves) |
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Cross-Training |
Training people to do more than one job. Increases flexibility and development |
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Challenges of Cross-Training |
- Is not favored by employees - Threatens unions with loss of job jurisdiction and broadening of jobs - Requires scheduling work differently: may cause temporary decrease in productivity |
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Advantages of External Training |
- Less expensiveto outsource training - Insufficienttime to develop training - Lack ofexpertise - Advantages ofinteracting with outsiders |
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Forms of Cooperative Training |
- School-to-Work Transition - Apprentice Training - Internship |
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E-Learning: On-Line Training |
Use of the internet or an organizational intranet to conduct training online |
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Methods of E-Learning |
- Distance training/learning - Simulations: reproduce parts of the ral world so they can be experienced, manipulated, and learning can occur - Games: exercises that entertain and engage - Mobile Learning |
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Blended Learning |
Combinesmethods, such as short, fast-paced, interactive computer based lessons andteleconferencing with traditional classroom instruction and simulation |
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Advantages of E-Learning |
- Is self-paced; trainees can proceed on their own time - Is interactive, tapping multiple trainee senses - Enables scoring of exercises/assessments and the appropriate feedback - Incorporates built-in guidance and help for trainees to use when needed - Allows trainers to update content relatively easily - Can enhance instructor-led training - Is good for presenting simple facts and concepts - Can be paired with simulation |
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Disadvantages of E-Learning |
- May cause trainee anxiety - Some trainees may not be interested in how it is used - Requires easy and uninterrupted access to computers - Is not appropriate for some training (leadership, cultural change, etc.) - Requires significant upfront investment both in time and costs - Requires significant support from top management to be successful - Some choose not to do it even if it is available |
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Levels of Training Evaluation |
- Reaction - Learning - Behaviors - Results |
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Reaction |
Evaluated by conducting interviews or administering questionnaires |
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Learning |
Measuring how well trainees have learned facts, ideas, concepts, theories, and attitudes |
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Behaviors |
Measuring the effect of training on job performance through observing job performance |
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Results |
Measuring the effect of training on the achievement of organizational objectives |
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Training Evaluation Metrics |
- Cost-benefit analysis - Return on Investment (ROI) Analysis - Benchmarking |
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Cost-Benefit Analysis |
A comparison of costs and benefits associated with organizational training efforts |
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Training Evaluation Designs |
- Post-Measure - Pre/Post-Measure - Pre/Post-measure with control group |
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Orientation |
Planned introduction of new employees. Achieves several key purposes: - establishes a favorable impression of organizations - provides organization an job information - enhances interpersonal acceptance by coworkers - accelerates socialization and integration of the new employee into the organization - ensures that employee performance and productivity begin more quickly |
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Evaluating Orientation: Evaluation Metrics |
- Tenure turnover rate - new hires failure factor - Employee upgrade rate - Development program participation |
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Intercultural Competence Training 3 Components |
- Cognitive - Emotional - Behavioral |
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Cognitive |
- Culture-specific training (traditions, history, cultural customs, etc.) - Language course |
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Emotional |
- Uneasiness: social skills training focusing on new, unclear, and intercultural situations - Prejudices: coaching may be clarifying - Sensitivity: communication skills course (active listening, verbal/nonverbal cues, empathy) |
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Behavioral |
- Culture Assimilator method - International projects - Social skill training focusing on intercultural situations |
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Talent Management |
- Managing for the future - Strategic Talent Management - Development |
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Strategic Talent Management |
Identifying the most important jobs in a company that provide a long-term competitive advantage |
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Talent Management: Development |
Efforts to improve employees' abilities to handle a variety of assignments and to cultivate employees' capabilities beyond those required by the current job |
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Why Talent Management? |
- Creation of talent pools and broad competencies in employees that reduce uncertainty in the need for personnel - Utilization of more short-term talent forecasts that are likely more reliable - Establishing a balance of ownership over career development between companies and workers - Employees want career development opportunities |
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Talent Management Process |
- Acquisition and Staffing (recruiting, selection, placement) - Talent Management Components (training, development, appraisals, compensation, performance management, career planning, succession planning) - Results and Work Outcomes (build management talent, create important job talent, positive work attitudes, retention) |
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Development |
- Focus is to understand concepts; develop judgment and capabilities. - Time frame is long term - Effectiveness Measures the availability of talent; promoting from within; competitive advantage |
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Training |
- Focus is to learn specific behaviors; demonstrate capabilities - Time frame is short term - Effectiveness Measure the performance reviews; cost-benefit analysis; test/certification success |
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Approaches to Talent Management |
- Target Jobs - High-potential individuals (High-pos) - Competency Models |
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Target Jobs |
Identify the right jobs that will be the focus of talent management efforts |
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High-Potential Individuals (High-pos) |
Show high promise for advancement in the organization. |
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Approaches to keep High-Pos Engaged |
- Recognize their talents - Include them in the development process - Provide substantive and flexible opportunities to gain visibility in the firm - Provide good mentors |
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Competency Models |
Show the KSAs for various jobs. Ensure efficient talent planning |
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Talent Pools |
Avoid creation of a narrow specialized job, but create a pool of talented people |
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Career Tracks |
Series of steps that an individual follows to become ready to scale-up |
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Assessment |
Predict a person's potential for a job |
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Development Risk Sharing |
Companies encourage talented employees to volunteer for development training. Reduces the risk of developing talent of an employee who would choose to leave the organization with the skills gained. |
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Possible Development Focuses For Managers |
- An action orientation - Quality decision-making skills - Ethical values - Technical skills - Team building - Developing subordinates - Direct others - Dealing with uncertainty |
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Possible Development Focuses For Technical Personnel |
- Ability to work under pressure - Ability to work independently - To solve problems quickly - To use past knowledge in a new situation |
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Assessment centers |
Collections of instruments and exercises designed to diagnose individual's development needs |
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Psychological Testing |
Determines employee's developmental potential and needs |
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Performance Appraisals |
Source of development information: productivity, employee relations, job knowledge |
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Development Metrics |
Assessments that target the proper skills needed to perform work. Can be used to identify content that should be included in development programs |
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Leadership Development |
- Modeling - Management Mentoring - Executive Education - Coaching |
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Problems with Management Development Efforts |
- Failing to conduct adequate needs analysis - Trying out fad programs or training methods - Substituting training for selecting qualified individuals - Encapsulated development: when an individual learns new methods and ideas, but returns to a work unit that still follows old methods |
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Top Development Needs for Early Career |
- Composure - Dealing with paradox and ambiguity - Problem Solving - Priority Setting - Self-Knowledge - Time Management - Action-Orientation - Interpersonal Savvy |
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Top Development Needs for Mid Career |
- Comfort with higher management - Intellectual ability - Learning on the fly - Drive for results - Perseverance - Perspective - Organizing - Directing Others - Building effective teams |
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Top Development Needs for Executives |
- Conflict Management - Creativity - Strategic agility - Decision quality - Organizing - Managing vision and purpose - Political savvy - Building effective teams |
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Succession Planning |
Preparing for the inevitable movements of personnel that creates holes in the hierarchy that need to be filled by other qualified individuals. Should include a well-designed development system for employees to reach its full potential. Right people should be placed in the right positions to obtain organizational goals |
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Succession Planning Process |
- Results in identification of potential emergency replacements for critical positions and other successors who will be ready with some additional development - Succession in small and closely held organizations. Few formalize succession plans. Lack of succession planning is one of the biggest threats: address development needs of the successor to avoid potential problems |
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Succession Planning Decisions: Make-or-Buy |
Develop competitive human resources or hire individuals who are already developed from somewhere else |
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Computerized Succession Planning Models |
Via intranet systems, employees can access and update their databases, review job and career opportunities, and complete skill and career interest self-surveys and numerous other items. |
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Succession Planning Mistakes |
- Focusing only on CEO and top management succession - Starting too late, when openings are occurring - Not linking well to strategic plans - Allowing the CEO to direct the planning and make all succession decisions - Looking only internally for succession candidates |
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Career |
Series of work-related positions a person occupies through life |
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Changing Nature of Careers |
- Old Model: person worked up the ladder in one organization is becoming more rare. - New Model: changing jobs and companies every few years |
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Protean Career |
Individuals adapt to career demands by shaping their own KSAs |
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Career without Boundaries |
Careers can span many companies or industries |
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Postcorporate Career |
Individual builds a career working in smaller businesses or starting entrepreneurial ventures |
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Kaleidoscope Career |
Building a career by focusing on important employment factors |
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Hybrid Career |
Defined by both protean and career without boundaries viewpoints |
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Organizational Career Planning Perspectives |
- Identify future staffing needs - Plan career ladders - Assess individual potential and needs - Match organizational needs to individual KSAs - Develop/audit career system for success |
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Individual Career Planning Perspectives |
- Identify personal KSAs and interests - Plan life/career goals - Assess alternative career paths inside and outside organization - Note personal changes through life/career progressions |
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Common Individual Career Problems |
- Technical and professional workers dual career ladders - Women and careers sequencing glass ceiling - Dual-career couples family-career issues relocation - Global career concerns repatriation global development |
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Performance Management |
Series of activities designed to ensure that the organization gets the performance it needs from its employees |
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Performance Appraisal |
Process of determining how well employees do their jobs relative to a standard and communicating that information to them |
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Effective Performance Management System |
- Make clear what the organization expects - Provide performance information to employees - Document performance for personnel records - Identify areas of success and needed development |
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Components of a Performance-Focused Culture |
- Clear expectations, goals, and deadlines - Detailed appraisal of employee performance - Clear feedback on performance - Manager and employee training as needed - Consequences for performance |
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Uses for Performance Appraisal |
- Administrative Actions (dismissal from work, disciplinary procedures, compensation adjustments, promotions/demotions, transfers) - Developmental Actions (career progression, training opportunities, coaching, mentoring, identifying strengths/weaknesses) |
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Performance Standards |
- Define the expected levels of employee performance - Should be realistic, measurable, and clearly understood: benefit both organizations and employees - Ensure that everyone involved knows the levels of accomplishment expected - Can be both numerical and non-numerical: assessing non numerical standards can be difficult |
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Designing Appraisal Systems |
- Appraisal Responsibilities - Informal vs. Systematic Processes - Timing of Appraisals |
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Sources of Performance Appraisals |
- Supervisors rating their employees - Employees rating their supervisors - Team members rating each other - Employees rating themselves - Outside sources rating employees - Multisource or 360 degree feedback |
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Types of Performance Information |
- Trait-Based Information: Less Useful (attitude, teamwork, initiative, creativity, values, dispositions) - Behavior-Based Information (customer satisfaction, verbal persuasion, timeliness of response, citizenship/ethics, effective communication) - Results-Based Information: Most Useful (sales volume, cost reduction, units produced, improved quality) |
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Graphic Rating Scale |
Allows the rater to mark an employee's performance on a continuum indicating low to high levels of a particular characteristic. Usually on a scale ranging from "does not meet expectations" to "exceeds expectations" |
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Graphic Rating Scale Drawbacks |
- Restrictions on the range and type of rater responses - Differences in rater interpretations of scale item meanings and scale ranges - Poorly designed scales that encourage rater errors - Rating form deficiencies limit effectiveness of the appraisal |
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Behaviorally Anchored Rating Scale (BARS) |
Composed of job dimensions (specific descriptions of important job behaviors) that anchor performance levels on the scale. - outstanding, satisfactory, or unsatisfactory |
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Developing a BARS |
- Identify important job dimensions - Write short statements of job behaviors - Assign statements (anchors) to job dimensions - Set scales for anchors |
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Comparative Method: Ranking |
Listing of all employees from highest to lowest in performance. Drawbacks: - does not show size of differences in performance between employees. - Implies that lowest ranked employees are unsatisfactory performers. |
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Comparative Method: Forced Distribution |
Causes ratings of employees to be distributed along a bell-shaped curve |
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Advantages of Forced Distribution |
- Helps deal with "rater inflation" - Makes managers identify high, average, and low performers - Ensures that compensation increases reflect performance differences among individuals |
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Disadvantages of Forced Distribution |
- Managers resist placing people in the lowest or highest groups - Explanation for placement can be difficult - Performance may not follow normal distribution - Managers may make false distinctions between employees |
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Narrative Method: Critical Incident |
Manager keeps a written record of highly favorable and unfavorable employee actions. Drawbacks: - Variations in how managers define a critical incident. - Time involved in documenting employee actions. - Most employee actions are not observed and may become different if observed. - Employee concerns about manager's black books |
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Management by Objectives (MBO) |
Performance appraisal method that specifies the performance goals that an individual and manager identify together |
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Stages in the MBO Process |
- Job review and agreement - Development of performance standards - Setting of objectives - Continuing performance discussions |
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Combinations of Methods |
- No single appraisal method is best for all situations - Performance measurement system that uses a combination of methods may be sensible |
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Errors in Performance Appraisal |
- Varying Standards - Recency and primacy effects - Central tendency, leniency, and strictness errors - Rater bias - Halo and horns effects - Contrast error - Similar-to-me/different-from-me errors |
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Performance Appraisal Interview Do's |
- Prepare befor interview - Focus on objective performance - Be specific about ratings and feedback - Develop a future improvement plan - Reinforce employee successes |
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Performance Appraisal Interview Do Not's |
- Talk too much - Berate or lecture the employee - Focus entirely on negative job performance - Think that the employee always has to agree - Compare the employee with others |
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Effective Performance Management System |
- Consistent with the strategic mission - Beneficial as a development tool - Useful as an administrative tool - Is legal and job related - Viewed as fair by employees - Effectively documents performance |