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Exam 1 Study Guide

by: aswanson488

Exam 1 Study Guide BUS347

Coe College

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Notes for our upcoming exam
Advanced Topics: Human Resource Management
Study Guide
recruiting, training
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This 4 page Study Guide was uploaded by aswanson488 on Saturday October 1, 2016. The Study Guide belongs to BUS347 at Coe College taught by Vihn in Fall 2016. Since its upload, it has received 12 views. For similar materials see Advanced Topics: Human Resource Management in Business Administration at Coe College.

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Date Created: 10/01/16
Advanced Topics: Human Resource Management Test 1 Notes Chapter 1 3 secret weapons of recruiting  Look at recruitment as a sales process  Speed  Recruit for attitude, train for skill Hope recruitment     Hope recruitment is a process many companies adopt to increase their recruitment  conversion. Companies throw more money into the recruitment process, hoping to attract more  candidates and have a bigger pool to select from. But often the new recruits only end up costing organizations money. RCR­ recruitment conversion rate Suitable people hired/ suitable people applied x 100 Sales Process Pay attention to the customer­ in conversations with potential recruits or new customers, spend  most of it actively listening to the person Speed The principles of applying speed to recruitment 1. The best candidates typically apply to a job within 5 days of an ad being posted 2. Interviewing applicants quickly gives them a positive, dynamic first impression of the  company 3. Good candidates are more likely to take a job offer that already exists 4. Offering a good candidate a position before other companies have even interviewed  means organizations avoids bidding wars 5. Making a job offer the day after an interview doubles the likelihood of an acceptance Hire for attitude, train for skill Attitude­ an established way of thinking, feeling, and acting An organization wants good candidates that have a positive attitude and are excited, not a  person that would bring the workplace down. A good candidate won’t necessarily have the right  background or skillset. Organizations can always train new people, but attitude is already set. Chapter 2 The 6 bones of great recruitment 1. A positive and proactive corporate attitude towards recruitment­ companies need to  attack problems head­on and fix them, not blame external factors. Companies should  take initiative.  2. An HR champion with direct access to the company leader­ to be effective, a good HR  leader needs direct communication to the managers and higher ups of an organization 3. Involvement of line managers in the recruitment process­ line managers are the ones  that will work closely with the new recruits and some will be the bosses. They should be  included for selection criteria and the interview and decision making process 4. The alignment of business practices with good recruitment outcomes­ the process and  business policies need to match the need of the new hire and the company needs. The  company needs to adjust to meet the needs of the people they hire. 5. Dedicated, skilled, practiced recruiters­ there are 5 ingredients of a successful recruiter  Sales skills­ God HR recruiters need to understand the role that they are recruiting for  and have the ability to sell the benefits.  Demonstrated high achievement­ If a company has good recruiters to attract and hire  people, they will hire more good people.  Communication and coaching skills­ Good HR recruiters will focus on others and listen.   People­friendly focus­ A good recruiter will be empathetic and caring.  Practice, practice, practice­ Recruiters become good through experiential learning and  trial and error. Good recruiters will not focus on the traditional company process.  6. A generous, merit­based salary and effective measurement Chapter 3 Top things people want 1. Time­ ability to have a flexible work schedule 2. Brightness of future­ rewards and recognition, growth or promotional opportunities, and  job security 3. A role that engages­ work motivation. Be familiar with Herzberg’s 2 Factor­Theory 4. To be inspired­ Many people want to work for a company that has a clear purpose and  vision Chapters 3 and 4 9/27 Info about the test tuesday 20 Questions­ multiple choice, true/false (40 points) About 5 questions, multiple parts or questions in them. More essay questions, some short  answer (80 points) Pay attention and know all the graphs and figures in the book. Will get more specific ones by  next week Content to come from book (Chapters 1­4), 2 articles, and a little from lecture notes Chapter 3 and 4 class discussion     Know these quotes “People are not your most important asset. The right people are.”     Meaning that the most qualified people aren’t necessarily the ones that’ll help the company  the most. The people that have a willingness to learn and would fit with the company culture are the most important. “People are complex, diverse, and contradictory animals.”     Contradictory here means inconsistent. For example, people say one thing on their resumes  and CVs, but show something else in their experiences and attitudes.  Being true to yourself means being honest. Not being true to yourself is called impression  management, which basically means wanting to appear in the best light and appeal to  everyone.  Pay attention to figures 1 and 2 of chapter 4 in the book. Pages 78 and 86.  Figure 4­1 is about CV screening and turnover CV screening is intentionally misleading because people write vague or general subjective  statements such as ‘I’m a hard worker” Good recruiters need to look at objective measures such as past performance (how long a  person has stayed in a company and how many different companies over the years they’ve  been with) and actions, not subjective statements Poor screening leads to bad fits, rejects of good candidates, and higher turnover, which  increases recruiting costs and means the bad candidates are back in the recruiting pool, and the attracting and recruiting process starts all over again. Good screening and measures means the bad candidates are rejected, lower turnover, higher satisfaction, and higher vacancies filled. Performance = Ability x Motivation x Opportunity Performance = success Ability = skill, education, qualifications, etc Motivation = attitudes, passion, love, and employee needs. Without passion, there is no  motivation. Passion can change someone’s attitudes, ability, and opportunity Ways to objectively measure attitude (Also can be found in the book)  Job stability  Pattern of completion  Pattern of demonstrated achievement  Community involvement (outside of work)  Speed of application  Commitment in email cover letter/resume or targeted CV Corporate parasites­ people who have CVs full of artificial achievement. These people only want to reap company benefits and have no interest in improving the company. Don’t write in your  CV/cover letter what they company can do for you. That’s a sign of a poor applicant.  9/29 Chapter 4 topics     Factors to take into consideration when evaluating practical fit  Organizational culture  Job specific requirements Salary and benefits needs to match with candidates  Geographic location­ local candidates are usually a better fit. Also, close to home or far away Team vs stand alone­ org culture Closer the match between candidate and job, better fit Table on page 92: CV Screening Checklist Attitude is most important. You can train for skills, but not attitude. Call suitable candidates­ phone screening     Purpose­ sales opportunity for company to sell job to candidate and clarify grey areas Book interview as soon as possible Look at Figure 4.3 on page 96: Summary of the screening process Can change or adjust recruitment process Track attributes of great recruits to help change selection criteria Using Recruitment Agencies:     Pros and cons:  Pro: Sometimes it can save time,   Con: Don’t save time, agencies can miss good candidates and it would take more time in the long run, lose sale aspect of recruiting Read how to select and manage the best agencies Using psychometric tests     Author doesn’t recommend using them      Don’t use them as a filter, use them after getting to know the candidate, post­interview     No test exists to screen the best people “Turbulent Times, Steady Success”  The companies that were the best weren’t the most innovative  Successful people are consistent and steady  Discipline­ helped Apple turn around and made them great   Companies should prepare for crisis Key characteristics: Consistent, but open to change Disciplined, but creative, Prudent and bold Go fast, but slow when you can     To be great, companies need to have flexibility and understand and apply the contradiction  paradox of life (written above)


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