Is a set of activities designed to attract a qualified pool of job applicants?

Attracting a Quality Workforce

Human resource planning - analyzes staffing needs and identifies actions to fill those needs

Steps in strategic human resource planning:
Step 1: review organization mission, objectives, strategies
Step 2: review human resource objectives and strategies
Step 3: assess current human resources
Step 4: forecast human resource needs
Step 5: develop and implement human resource plans to match people and job openings

Foundations of human resource planning
Job analysis
Job description
Job specifications

Recruitment - a set of activities designed to attract a qualified pool of job applicants
Three steps in recruitment process:
Step 1: advertisement of a job vacancy
Step 2: preliminary contact with potential job candidates
Step 3: Initial screening to create a pool of qualified applicants

External and internal recruitment
- External - seeks job applicants outside the organization
- Internal - seeks job applicants inside the organization

Realistic job previews
- Traditional recruitment - focuses on selling the job and organization to applicants
- Realistic job previews - provide job candidates with all pertinent information about a job and organization

Selection - choosing to hire individuals from a pool of job applicants
Steps in selection process → reasons for rejection:
Step 1: completion of a formal application → deficient qualifications
Step 2: interviewing → insufficient ability or ambition, or poor interpersonal skills
Step 3: testing → poor test scores
Step 4: reference checks → poor references
Step 5: physical examination → physically unfit for the job
Step 6: final analysis and decision to hire or reject → overall potential is low

Applications and interviews
- Application: declares an individual as a job candidate and records their background and qualifications
- Interview: the selection process of when the applicant and employer can get to know each other.
Employment tests - should meet the criteria of reliability and validity
Reference and background checks - verifies resume material and better inform potential employer
Physical examination - a health check to ensure the person is physically capable of fulfilling job requirements
Final decisions to hire or reject - involves extensive consultation among an applicant, future employer, new co-workers, and human resources staff

Maintaining a Quality Workforce

Flexibility and work-life balance
Work-life balance - involves balancing career demands with personal and family needs

Compensation and benefits
Base compensation - a salary or hourly wage paid to an individual

Merit pay systems
Merit pay - pay increases based on your performance contributions

Bonuses and profit-sharing plans
- Bonus pay - plans that provide one-time payments based on performance accomplishments
- Profit-sharing - plans that distributes to employees a proportion of net profits earned by the organization
- Gain-sharing - plans that allow employees to share in cost savings and productivity gains by their efforts

Stock ownership and stock options
- Employee stock ownership plan - help employees purchase stock in their employing companies
- Stock options - give the right to purchase shares at a fixed price in the future

Fringe benefits
- Fringe benefits - non-monetary forms of compensation such as retirement plans and dental insurance
- Flexible benefits - programs that allow employees to choose from a range of benefit options
- Family-friendly benefits - help employees achieve better work-life balance
- Employee assistance programs - help employees cope with personal stresses and problems

Retention and turnover
- Early retirement incentive programs - offer workers financial incentives to retire early
- Termination - the involuntary dismissal of an employee
- Wrongful dismissal - a doctrine giving workers legal protections against discriminatory firings

Labour-management relations
- Labour union - an organization that deals with employers on the workers’ collective behalf
- Collective bargaining - the process of negotiating, administering, and interpreting a labour contract
- Labour contract - a formal agreement between a union and employer about the terms of work for union members
- Two-tier wage systems - pay new hires less than workers with more seniority already doing the same jobs

Human Resource Management (HRM)

Human resource management - the process of attracting, developing, and maintaining a high-quality workforce.

HRM process: attracting, developing, and maintaining a quality workforce

Challenges of managing a global workforce: keeping track of expertise, and legality—the availability of visas for foreign workers

Laws against employment discrimination
- Discrimination - when someone is denied a job or job assignment for reasons not job relevant
- Canadian Human Rights Act
- Employment Equity Act
- Employment equity - the right to employment and advancement without regard to race, sex, religion, colour, or national origin.

Current legal issues in HRM
- Sexual harassment - behaviour of a sexual nature that affects a person’s employment situation
- Comparable worth - the notion that persons with jobs of similar importance should be paid at comparable levels
- Pregnancy discrimination - penalizes a pregnant woman in a job or as a job applicant
- Independent contractors - hired as needed and not a part of the organization’s permanent workforce
- Workplace privacy - the right to privacy at work

Developing a Quality Workforce

Orientation and socialization
- Orientation - a set of activities to familiarize new employees with jobs, co-workers, and organizational policies and services
- Socialization - the process of learning and adapting to the organizational culture through casual interactions with coworkers

On-the-job training - accomplished in the work setting while someone is doing a job
- Job rotation - people switch tasks to learn multiple jobs
- Coaching - when an experienced person offers performance advice to a less-experienced person
- Mentoring - a form of coaching—assigns early career employees as proteges to more senior ones
- Modeling - another form of coaching—uses personal behaviour to demonstrate the performance expected of others
Sample training goals and options
- Acquire information
- Improve analytical skills
- Learn job behaviours

Off-the-job training - accomplished outside the work setting
- Management development - training to improve knowledge and skills in the management process

Performance management system - sets standards, assesses results, and plans for performance improvements

Performance appraisal purposes
- Performance appraisal - the process of formally evaluating performance and providing feedback to a job holder—serves evaluation and development purposes

Performance appraisal methods
- Graphic rating scale - uses a checklist of traits or characteristics evaluate performance (quick and easy, but poor reliability and validity)
- Behaviourally anchored rating scale (BARS) - uses specific descriptions of actual behaviours to rate various levels of performance (more reliable and valid)
- Critical-incident technique - keeps a log of someone’s effective and ineffective job behaviours
- Multi-person comparisons - compares one person’s performance to others—done in different ways such as rank ordering, paired comparisons, forced distributions
- Peer appraisals - people who work regularly and directly with a job holder
- Upward appraisals - subordinates reporting to the job holder
- 360º feedback - when superiors, subordinates, peers, and customers are involved in the appraisal process

What is a set of activities designed to attract a qualified pool of job applicants to an organization?

What term refers to a set of activities designed to attract qualified applications for job vacancies in an organization?

Is the process of determining which persons in the applicant pool possess the qualifications?

Is the process of attracting developing and maintaining a talented workforce?