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(CHRA) P Plan & Rec
| Question | Answer |
|---|---|
| deciding what positions to fill | The first step in the recruitment and selection process |
| refers to the background investigations, tests, and physical exams that firms use to identify viable candidates for a job | Selection tools |
| process of deciding what positions the firm will have to fill and how to fill them | Workforce planning (or personnel) |
| deciding how to fill executive positions at a firm | Succession Planning |
| guides employment planning and determine the types of skills and competences the firm needs | Strategic Business Planning |
| THREE STEPS IN SUCCESSION PLANNING | 1. Identify key needs 2. Develop inside candidates 3. Assess and choose those who will fill the key position |
| studying a firm’s past employment needs over a period of years to predict future needs | Trend Analysis |
| determines future staff needs by using ratios between a causal factor and the number of employees required | Ratio Analysis |
| Both a trend analysis and a ratio analysis assume that productivity remain the same | Productivity levels |
| contains data on employees’ performance records, educational background, and promotability; managers need to determine which current employees are available for promotion or transfer | Qualifications (or Skills) Inventories |
| graphically illustrates the relationship between two variables such as sales and your firm’s staffing level | Scatter plot |
| company records showing present performance and promotability of inside candidates for a firm’s top positions | Personnel Replacement charts |
| to forecast availability of internal job candidates | Markov Analysis |
| having outside vendors supply services such as benefits management, market research | Outsourcing |
| used for projecting personnel needs | Trend Tools |
| Primary disadvantage of using internal sources of candidates to fill vacant position | Potential to lose employees who aren’t promoted |
| finding and/or attracting applicants for the employer’s open positions; necessary to develop an applicant pool | Recruiting |
| used by employers to calculate the number of applicants a firm must generate in order to hire the required number of new employees | Recruiting yield pyramid |
| a potential drawback to hiring internally | Inbreeding |
| used for filling the vacant position by looking from within the organization | Intranet job postings |
| Outside candidates are recruited through the following: | 1. Advertisements 2. Employment agencies 3. Executive recruiters 4. Online job boards (jobstreet, indeed) |
| reduce potential problems by crediting them with the years of service they had accumulated before they left | Rehiring former employee |
| to help employers attract, gather, screen, compile, and manage outside applicants | Application tracking system |
| the greatest role in determining the best medium for a job advertisement | Skills needed for the job |
| Reasons for most likely to use a private employment agency | to fill a specific job opening quickly |
| floats from one assignment to another on a temporary basis | Temporary workers |
| refers to the use of nontraditional recruitment sources | Alternative staffing |
| special employment agencies retained by employers to seek out top management for their clients | Executive recruiters/Headhunters |
| a service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms; they are paid through hourly rate | On-demand recruiting services |
| employed directly by a company on a short-term basis | In-house temporary employee |
| highly skilled worker who is supplied for a long-term project under contract from an outside technical services firm | Contract technical employee |
| having overseas outside vendors provide services once performed by a company’s own employees in-house | Offshoring |
| primary motivation for employees over age 65 | Schedule flexibility |
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