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HRCP Unit 2: HR Planning and Employment HRCI Functional Area 01 -…
HRCP Unit 2: HR Planning and Employment
HRCI Functional Area 01 - Talent Acquisition
Topic 3: Recruitment
2.3.2 Determining Recruitment Needs and Objectives
Needs analysis:
strategy, collect candidate info, screening, manage applicant pool and evaluate recruiting process
EE requisition
(authorization to recruit and fill a position) based on JD and JS
Cost of recruiting
: ROI can be evaluated
Yield ratios
: # of applicants moving to next stages
Quality of hire:
effectiveness of hiring profess
2.3.4 External Recruiting Sources
EE referrals:
cheap but careful with Nepotism
Internet recruiting:
good but can affect minorities
Social media:
careful with discriminatory practices
University recruiting
Labor Unions:
union hiring hall
Trade and Professional Associations
Public employment Agencies
Private employment Agencies
Traditional media
Temporary agencies
Gig workers
(single project)
Job fairs, Open Houses, and Hospitality Suites
Résumé sharing
2.3.1 Employment Branding
EE
branding
(develop and protect image) is created through EVP
EVP
(Employee Value Proposition), what a company has to offer
2.3.3 Internal Recruiting Sources
When hiring, go internal 1st
Job posting and Bidding:
Advertise (post) and apply (bidding)
Current and former EEs:
promotion-from-within policy is better
2.3.5 Evaluating Recruiting Effectiveness
Internal vs. External Recruiting
Effectiveness and Efficiency Measures
Topic 4: Selection
2.4.5 Interviewing
Goal
is to gather information for making a selection decision (+ other reasons)
Interviewing Skills and Techniques
basic skills are: understanding the nature of the job, asking the right questions, listening
Legality
of questions
Interpretation of Body Language and Non-verbal Behavior
Interviewer impressions and biases
Reliability and validity
Types of interviews
Patterned interview
(or structured)
Semi-structured interview
(behavioral, situational, and targeted interviews)
Situational
(hypothetical) interview
Targeted-Selection interview
(STAR)
Non-directive interview
(unstructured)
Stress interview
Virtual interview
Team/Group interview
(Assessment center, board or panel interview)
2.4.4 Application Forms
Application blanks are reliable but not valid (cannot identify top performers)
Graphology is reliable but validity is questionable
Weighted Application Blanks: correlates information from application with a performance criterion
Legal and privacy issues
Info requested:
Vital statistics
Educational background
Work history
Background experiences
2.4.3 Validity
The extent to which an instrument measures what is supposed to be measuring (prediction and criterion variable correlations)
Validity Operational Definitions:
1-
Predictive validity
(data gathered @ the time they apply without using it for hiring, then is correlated afterwards)
2-
Concurrent validity
(predictor and criteria data are collected with present EEs)
3-
Content validity
(face validity on predictors, "look as if" and judgemental)
4-
Construct validity
(Psychological construct)
5-
Synthetic validity
(combining jobs that require similar abilities separately validating predictors)
2.4.1 Application Process
Informed hiring decisions depend on: 1) Past behaviors and 2)
Reliable
and
valid
data
The most costly and subjective steps should be placed @ the end
Larger organizations need recruitment management and applicant tracking systems
2.4.12 Records Retention
2.4.11 Negotiating Job Offers and Employee Agreements
Principles
Analyze the interests of both parties
Plan the negotiation strategy
Gather information
Be creative
Avoid making unilateral decisions
Know when to walk away
Issues
Length of contract
Duties and responsibilities
Career opportunities
Compensation
Benefits and perquisites
Restrictive Covenants
Severance payments
Dispute resolution
Change control
2.4.7 Background Investigations
References:
useless and biased. Is better to call previous employer
Social media:
its personal nature and can be discriminatory
Academic credentials
Legal questions
2.4.9 Validation and Evaluation of a Selection Process
The cost of using a predictor, should be weighted against the benefits expected from it
The benefits obtained from using a new predictor are determined by:
Selection ratio
(applicants hired vs. # of applicants)
Validity coefficient
(predictor and criteria coefficient)
Base rate success
(% of successful EEs in a random selection - without predictor)
2.4.6 Pre-employment Testing
Tests provide objective and standardized measures
Job knowledge
and job
sample tests (tryout tests)
can be constructed quite easily
Reliability and validity: personnel tests have impressive coefficients. .30-40 are considered sufficient
Legal and privacy issues: invasion or privacy and inappropriate rejections
Achievement tests .80:
used in education to assess how much people know
Aptitude and ability tests .90:
measure capacity for learning (during and post learning)
Motor and Physical Abilities:
individual's skill in making various body movements
Personal tests and Interest Inventories .~70
Honesty and integrity tests .80
Assessment Centers:
for management potential and proved to be reliable and valid (0.60)
Expectancy charts:
illustrate the validity of a test vs. performance
2.4.8 Medical Examinations
Physical Examination:
should be applied in a non-discriminatory manner
Drug testing: should be applied in a non-discriminatory manner and in compliance with law regulations
Legal and privacy issues:
should be kept private
2.4.2 Reliability
Reliability stands for consistency in measurement (repeatability)
Importance of reliability (selection and performance): .070+ correlations are valid
Operational Definitions: reliability of measurement is estimated by:
1-
Test-retest reliability
(use same test x2)
2-
Alternate-forms reliability
(use 2 forms and correlate responses)
3-
Split-halves reliability (
split instrument in half)
4-
Inter-rater reliability (Conspect reliability)
2.4.10 Applicant Notification
Topic 1: Human Resource Planning
2.1.2 Alignment Between Business and Human Resource Planning
2.1.1 Strategic Planning Model
An HR Planning System or HRIS is suggested for 100/200+ employees
Three systems can be identified in accordance to 3 stages of development:
Stage 1: informal and subjective (reactive)
Stage 2: based on "rules of thumb" (a year ahead)
Stage 3: computer based with sophisticated forecasting models
HR planning go hand in hand with an organization's business plan
HR planning precedes recruitment an selection
Main goal is to have the right people, at the right place and moment, with the right skills, knowledge and experience
2.1.5 Implementing Human Resource Plans
Careful analysis must be made about changes (demand, attrition, etc.)
When present workforce is compared with projections = there, above or below staff
Factors to consider
Turnover Analysis (historical data, and economic trends) :warning:
Succession planning (replacement charts)
Career Pathing (dual career ladder)
Tranining
Transfers (Bumbing)
Promotions
Recruitment
Attrition (hard and soft freeze)
Layoffs
(
shared work
and
rolling layoffs
) :warning:
Furlough
:warning:
Early retirement
Demotions
Outplacement
Restructuring (M&As)
Downsizing :warning:
Employee leasing
2.1.3 Analysis of Present Employees
Categorizing jobs
(criteria)
Skills and education requirements
Degree of responsibility and location in hierarchy
Nature of activities performed
Skills inventory
(to be used for promotions and placement decisions)
2.1.4 Forecasting Employment Needs
Answer 3 questions, 1- What EEs, 2- What skills, 3- When you need them
Forecast can be an art. The value resides on the thinking process. The more VUCA, the more valued is the forecast. There are two types:
Long term forecast (2-10 years, and sophistication varies)
Unit demand
Expert opinion
(pooling, group consensus, and Delphi technique)
Trend projections
(unit demand + expert opinion, linear extrapolation, regerssion analysis)
Probabilistic Models and Simulations
(make them practical)
Markov Analysis
(requires 50+ ee per job category, stability, and no changes in job categories)
Short term forecast (1-2 years, done by FLMs and Sups)
Budgeting
(bottom-up or Top-down)
Workload Analysis
(productivity ratios)
Topic 2: Job Analysis, Job Description, and Job Specification
2.2.6 Methods of Job Analysis
Descriptions are prone to error, and should be based on data
4 methods
can be used in a integrated fashion for job analysis:
Observations
Interviews (jobs that involve thinking and problem solving)
Questionnaires (PAQ - Position Analysis Questionnaire, and FJA - Functional Job Analysis)
EE recordings
2.2.3 Job Descriptions
Identifies the essential functions, duties and responsibilities of the job (What, How, Where/Conditions)
Major items:
1- Identification
2- Job Summary
3- Duties and responsibilities (Essential functions)
4- Job Specification
2.2.5 Building a Competency Model
Tiers:
Relevant to all
EEs
Relevant to
unique industry
Relevant to a
specific occupation
Major Steps:
Formulate a draft
Systematically survey opinions
Conduct a criterion-related validation study (most important step)
2.2.1 Job Analysis and Competency Modeling
Job Analysys
Job Analysis produces JDs and Job Specifications
Job evaluations focuses on how much $ the jobholder should be paid for performing the job
Job Analysis happens when: start-ups, new job is created, or has significantly changed
Competency model
Essential knowledge, skills, and behaviors for successful job performance
2.2.2 Uses of Job Analysis and Competency Models
Competency modeling
has two distinct meanings. One such meaning concerns broad attributes, align with business objectives, and focuses on superior performance. Also they benefit external workforce
Job analysis
tends to be more focused on the individual job and the behaviors it requires for successful performance
2.2.4 Job Specifications
Identifies the minimum acceptable qualifications required to perform the job. The info in the Job Specification falls into 1 of 3 categories:
General qualification requirements
Educational and professional requirements
Knowledge, skills and abilities
