External vs. internal recruiting

Passive recruiting strategies

l Job ads & posters

l Career fairs

l Campus recruiting

l Executive search

l Employee referrals

Active recruiting strategies

Social Community Recruiting:

l Social media (internet forums, Facebook, LinkedIn, tweeter, blogs)

l Networking

15. Identify and explain advantages and disadvantages of external and internal HR recruiting.

Answer:

External vs. internal recruiting

Internal Hiring

ADV:

· Lower risk

· Short time to fill in vacancy

· Lower costs

· Internal Competition

· Faster integration

· Development opportunities

DISADV:

· Less options

· Higher training costs

· Disappointed colleagues

· Conflicts among managers

External Hiring

ADV:

· New fresh flood (new ideas, new perspectives)

· Lower training efforts

· Competitor insights

· More options

DISADV:

· High costs

· More integration efforts

· Higher recruiting risks

· Higher turnover

16. Name traditional and new HR recruiting approaches. Explain the difference between them.

Answer:

Traditional approach in HR recruiting

l Newspaper

l TV, mass media

l Internet websites

l Transportation (ads on buses)

l Scrolling posters on sidewalks, posters on buildings

l Ads posted in universities, other places

l Career Fairs

New approach

l Leverage smart phones (SMS for communication, online info about company)

l Tap into Social Media (ex. LinkedIn, Facebook, Twitter)

l Event Recruitment (sponsoring events and building brand value)

While the mediums of traditional recruiting and modern recruiting are different, the underlying strategies are still largely the same. Find an audience, talk to it, and hope that words spreads. Modern recruiting, however, offers the added convenience of faster and wider information dissemenation, with opportunities for feedback and engagement.

17. Employee Value Proposition

Answer:

l EVP is what company promises to the potential employees in order to attract more applicants to the company.

An effective EVP provides many benefits including better attraction and retention of key talent, helps focus the HR agenda, creates a strong employee brand and can re-engage a disenchanted workforce.

l Example:

A job ad from Adidas says: “Shape the future of sports!”

The reader who is interested, would think: “If I work for Adidas, I will shape the future of sports. I would like that kind of job!”

18. Employer Brand

Answer:

l Brand (the name of the brand, logo, sign) triggers and evokes certain ideas, information, emotions associated with what it stands for.

Building an Employer Brand

l Identify your target group: potential employees

l Analysis of Employer image: target group preferences, employer’s strengths.

l Strategy: Employee value proposition, media strategy

l Implementation: creative formats, rules & processes, validation, campaigns

19. Executive search process

Answer:

l Determine requirements for position that needs to be filled in.

l Identify target companies (some companies are off limits)

l Search for candidates, they are determined & directly approached

l Search company presents profiles of 3 possibly suitable candidates

l Interview candidates

l Check references of candidates

l Negotiate job related conditions (salary, benefits, etc)

l Provide an orientation for the newly hired Executive

20. In your own words, please state what a Job Analysis (JA) is about? Briefly and concisely explain the purpose of JA and reasons for using its outcomes.

Answer: Job analysis is the basis of staffing function which provides information about jobs currently being done and the abilities that individuals need to perform the jobs adequately. It’s a process of determining the skills and duties of staff required for performing specific job in organization. As soon as job analysis determines tasks and responsibilities related to specific job, HR can determine which type of candidates to search for. Job Analysis produces data for writing job descriptions for newly created positions or revising existing job descriptions with job specifications for particular positions in the organization.

The main purposes of conducting a job analysis process is to use this particular information to create a right fit between job and employee, to assess the performance of an employee, to determine the worth of a particular task and to analyze training and development needs of an employee delivering that specific job.

21. Briefly and concisely describe the process of JA.

Answer:

1: Determine data collection techniques to be used for JA (observation/interviews/questionnaires);

2: Review background information: organization charts, process charts and job descriptions (division of labor, how jobs are related);

3: Select Representative positions. (choose not similar jobs of the same level, but the jobs representing each functional unit, different content and level positions within each unit);

4: Analyze the job by examination of job duties, employee behavior, working conditions, traits and abilities necessary to perform the job;

5: Verify JA information through the worker performing job and his/her immediate supervisor. This will allow to confirm findings;

6: Develop a job description and job specification. These are the tangible products of JA, which have multidimensional implications for HR practices in an organization.

22. What are the principles and domains of JA?

Answer:

Cognitive (verbal abilities, language proficiency, information processing, idea generation and reasoning abilities, intellectual skills/ability to learn, capability to recall and duplicate received knowledge, ability to comprehend and explain, ability to apply received knowledge, analyze and synthesize a problem/problem solving, quantitative abilities)

Psychomotor/Psychological (reaction time, speed time, time management, communication abilities, attitudes, manners)

Physical (physical or mental disability/coordination, balance, coordination, possible restrictions for doing a thorough job).

Frequency

Amount of time spent

Skills required for performing efficiently

Level of difficulty/importance.

23. What are the methods for collecting JA data? Please provide a brief and concise description of each.

Answer: Job analysis is based on job data. Hence the question: how to collect job related data? A variety of methods are available for collecting job data. The method that was historically linked to the concept of job analysis was observation supplemented by the interview.

In recent years, questionnaires, check lists, critical incidents, diaries, personnel records and technical conference method have also been experimented for collecting job-related data. A brief description of each method is in order.

- Observation (Under this method, data is collected through observing an employee while at work. The job analyst on the basis of observation carefully records what the worker does, how he/she does, and how much time is needed for completion of a given task. This is the most reliable method of seeking firsthand information relating to a job.)

- Interview (In this method, the job analyst directly interviews the job holder through a structured interview form to elicit information about the job. This method is found suitable particularly for jobs wherein direct observation is not feasible. By way of directly talking to the job holder, the interviewer job analyst may extract meaningful information from the job holder about his/her job.)

- Questionnaire (In this method, the employee is given structured questionnaire to fill in, which are then returned to the supervisors. The supervisor, after making the required and necessary corrections in the infor­mation contained in the questionnaire, submits the corrected information to the job analyst. Question­naire provides comprehensive information about the job.)

- Checklist (he checklist method of job data collection differs from the questionnaire method in the sense that it contains a few subjective questions in the form of yes or no. The job holder is asked to tick the questions that are related to his/her job. Checklist can be prepared on the basis of job informa­tion obtained from various sources such as supervisors, industrial engineers, and other people who are familiar with the particular job)

- Critical incidents (This method is based on the job holder’s past experiences on the job. They are asked to recapitu­late and describe the past incidents related to their jobs. The incidents so reported by the job holders are, then, classified into various categories and analyzed in detail. Yes, the job analyst requires a high degree of skill to analyses the incidents appropriately described by the job holders. However, this method is also time-consuming one.)

- Dialogs (In this method, the job holder is asked to maintain a diary recording in detail the job-related activities each day. If done judiciously, this method provides accurate and comprehensive information about the job. This overcomes memory lapses on the part of the job holder. As recording of activities may spread over several days, the method, thus, becomes time-consuming one)

- Technical conference method (In this method, a conference is organized for the supervisors who possess extensive knowledge about job. They deliberate on various aspects of the job. The job analyst obtains job information from the discussion held among these experts/supervisors. The method consumes less amount of time. However, the main drawback of this method is that it lacks accuracy and authenticity as the actual job holders are not involved in collecting job information.)

Date: 2016-04-22; view: 935