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SM Chapter 5
| Term | Definition |
|---|---|
| Workforce (or employment or personnel) planning | the process of deciding what positions the firm will have to fill, and how to fill them |
| Trend analysis | studying variations in the firm's employment levels over the past few years (provides an initial rough estimate of future staffing needs) |
| Ratio analysis | making forecasts based on the historical ratio between some causal factor (like sales volume) and the number of employees required (such as # of salespeople) - assumes the relationship is constant |
| Scatter plot | shows graphically how two variables - such as sales and your firm's staffing levels - are related |
| Personnel replacement charts | show the present performance and promotability for each position's potential replacement |
| Position replacement card | create a card for each position, showing possible replacements as well as their present performance, promotion potential, and training |
| Succession planning | the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance |
| Drawbacks to the scatter plots | focus on the path (assume the existing structure will continue), do not consider the company's strategic initiatives, tend to support compensation plans that rewards managers for managing ever-larger staffs |
| Computerized forecasts | using "the machine" projecting sales, level of production, and personnel required to maintain output |
| What to forecast? | overall personnel needs, the supply of inside candidates, the supply of outside candidates |
| Three steps in succession planning | identify key position needs, develop inside candidates, and assess and choose inside or outside candidates who will fill the key positions |
| Employee recruiting | means finding and/or attracting applicants for the employer's open positions |
| Recruitment sourcing | involves determining what your recruitment options (referrals, online ads, and so on) are, and then assessing which are the best for the job in question |
| Recruiting yield pyramid | the historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted |
| Job posting | means publicizing the open job to employees (usually by literally posting it on company intranets or bulletin boards) |
| Qualifications skills inventories | may reveal to the company's recruiters those employees who have the right background for the open job |
| Promotion from within | many employers encourage internal recruiting, on the reasonable assumption that doing so improves employee engagement |
| Hidden job market | many job openings aren't publicized at all; jobs are created and become available when employers serendipitously encounter the right candidates (approx. half of all positions are filled without formal recruiting) |
| Applicant tracking systems | online systems that help employers attract, gather, screen, compile, and manage applicants (provide other services like monitoring the firm's open jobs, applicant data collection, and reporting (like cost per hire) |
| Three main types of employment agencies | 1 public agencies operated by federal, state, or local governments, 2 agencies associated with nonprofit organizations, and 3 privately owned agencies |
| Recruitment process outsourcers | special vendors that handle all or most of an employer's recruiting needs (sign short-term contracts with the employer) |
| On-demand recruiting services (ODRS) | recruiters who are paid by the hour or project, instead of a percentage fee, to support a specific project |
| to avoid problems with poaching | don't ask for or accept proprietary information about your competitor |
| Outsourcing | means having outside vendors supply services (such as benefits management, market research, or manufacturing) that the company's own employees previously did in-house |
| Offshoring | having outside vendors or employees abroad supply services that the company's own employees previously did in-house |
| Executive Recruiters | special employment agencies employers retain to seek out top-management talent for their clients |
| Employee referral campaigns | the employer posts announcements of openings and requests for referrals on its website, bulletin boards, and/or wallboards (often accompanied by prizes or cash rewards) |
| Walk-ins | direct applications made at your office, big source of applicants for hourly workers |
| College recruiting | sending an employer's representative to college campuses to prescreen applicants and creat an applicant pool from the graduating class |
| Application form | the form that provides information on education, prior work record, and skills (usually the first step in the prescreening process) |
| Alternative staffing | the use of nontraditional recruitment sources (ex - temporary employees) |
| Human Resource Information System | computerized inventory of information that can be accessed to determine employees' background, experience, and skills |
| Factors impacting the supply of outside candidates | general economic conditions and expected unemployment rate |
| sources of information on the supply of outside candidates | periodic forecasts in business publications and online economic projections |
| What to measure and how to measure recruiting effectiveness | How many qualified applicants were attracted from each recruitment source |
| High performance recruiting | applying best practices management techniques to recruiting |
| Constructing an effective ad | should evoke the applicant's attention, interest, desire, and action (AIDA) and create a positive impression of the firm |
| Single parents | provide work schedule flexibility |
| Older workers | revise policies that make it difficult or unattractive for older workers to remain employed |
| recruiting minorities and women | understand recruitment barriers, formulate recruitment plans, and institute specific day-to-day programs |
| Welfare-to-work | develop pre-training programs to overcome difficulties in hiring and assimilating people previously on welfare |
Created by:
calliemiller729