Summary Knowledge clips Human Resource management 2023 (minor HRM UvA)
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Course
Human Resource Management (6013B0521Y)
Institution
Universiteit Van Amsterdam (UvA)
Extensive summary of knowledge clips. Knowledge clips are from week 2-6
From week 1 and 2 i also have a summary of the guest lecture.
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Hope it helps learning you for the exam!
Global landscape: e ective recruitment and selection important to succes. Nowadays there is
more. Remote work, which asks dor reevaluation of recruitment strategies. Also new: AI in
candidate assesment; sift through applicants, more e ciency and objectivity. Questions about
bias AI. Algorithms need to be designed and calibrated carefully.
Some industries have shortage of labor (healthcare, education, technology). War for talent. This
makes companies need to become more creative with attracting and retaining top tier
professionals. New challenges here are keeping employer branding and maintaining team
dynamics.
VIDEO 1: WHAT ARE RECRUITMENT AND SELECTION?
Importance of workforce planning, recruitment and selection and how they ensure the company
has the right people.
Human capital is crucial for succes of a company; people who are responsible for full lling a lot of
crucial tasks duties responsibilities that determine strategic succes of company. Company rst
needs to determine what needs to be done and then make sure that there are the right people
with the right KSAO’s (knowledge, skills abilities and other characteristics) at right place to do task
and make things happen.
Traditionallly it started with creating jobs and nding people who can ful ll them. But this doesn’t
hold anymore. Jobs are constantly changing. But simplifying if we know what is needed designing
jobs that bundle those tasks and nd people.
Proceres of hiring happens in three steps:
- Workforce planning
- Strategic proces: forecasting organizations future sta ng needs, aligning them with its
overall business objectives, and implementing strategies.
- Looking at evaluating existing employees abilities, forecasting future demands, skills or
competencies. Identid=fying potential gaps and making decisions: hire new employees,
retain or let go current, implementing temporary hiring freeze or o er extra training.
- Ongoing proces in organization, labor demand and supply can change.
-
- Recruitment
- Company decides it needs new people.
- Proces of seeking and attracting potential candidates to ll speci c job or positions whit-in
an organization.
- Proces of creating pool of candidates, internal or external
- Strategy more successful, bigger pool of candidates. Big pool: luxury of choosing. Small,
forced to hire people that may not have the right skills.
- Selection
- Good selection is needed to di erentiate between people who are and who are not a good
match.
- Proces of evaluating and choosing the most quali ed candidates from a pool of applicants to
ll a speci c job role within an organization.
- Choose only evidence methods of selection.
VIDEO 2: WORKFORCE PLANNING (HR PLANNING)
Alligning a company’s strategic direction with its human resource planning. Determine the labor
demand for workers in various job categories. Discus advantages and disadvantages of
eliminating a labor surplus and avoiding labor shortage.
Strategic direction and HR planning -> how they have to be alligned.
Societal trends and events a ect employees through:
- Consumer markets
- Demands for goods and services
- Labor markets
- Supply of people
- Labor shortage or surplus.
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, Di erences in the two markets are challenges for organizations. How they dress these challenges
a ects their competitiveness.
Keys to e ectively utilize labor markets
- clear idea of current con guration of HR
- Strength and weaknesses of current employees
- Know where organization is going and how present HR con guration relates to future
con guration
- Adress discrepancies
- Between present and future con guration. Programs that will address these
1. Forecasting. An important aspect of HR planning. Attempt to determine supply and demand
for various types of HR to predict areas within organizations where there will be future labor
shortages or surpluses.
Forecasting labour demand
Leading indicators (statistical indicators)
- Groups of statistics that point to the future direction of labour demand
- Objective measures that accurately predict future labour demand.
Subjectieve measures
- Managerial judgement, expert judgement
Then organizations decide what they are going to do about shortage or surplus.
2. Goal setting and strategic planning
Goals come directly from analysis of supply and demand. Include speci c gure for what should
happen with job category or skills and have a speci c timeable for when it needs to be done.
Options for labour surplus
Older workers are more expensive and block
opportunities for younger workers.
Options for avoiding expected labour shortage
Before people wanted stability in work. Now
people are more happy with exibility and
temporary work.
3. Program implementation and evaluation
Program developed in strategic planning stage now put into practice.
- Someone is held accountable for achieving goals and has authority and resources to
accomplish them
- Important: regular progress report
- Evaluate result.
- What worked and what failed to work.
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,VIDEO 3: RECRUITMENT
Recruitment: any exercise by company to identify and attract potential employees. Di erent from
selection: already having them and choosing between them.
HR: making pool of potential hires that organization can draw on if need arises.
Three areas of recruitment
- Personnel policies
- Recruitment sources
- Recruiter’s characteristics and behavior
Organizational recruitment proces.
1. Recruitment objectives
• What do you want
2. Strategy development
• Whom where sources when what message
3. Recruitment activities
• Sources recruiters message
4. Intervening variables
• Credibility interest expectation self insight
5. Recruitment results
• Compare outcomes to objectives
A bad hire is worse than you think. Replacing employees is quite expensive.
Recruitment strategy and activities
• Organizational attractiveness
• Via personnel policies
• Extended parent leave, free transportation etc.
• Image advertising
• Bad image (army) using pictures to attract
• Recruitment resources (where, what)
• Internal vs external
• Internal already know the company, shows job opportunities and less training and
socialization
• External: Fresh blood, more diversity, faster/cheaper highly specialized job requirements
• Direct applicants
• Via advertisement
• Referral
• Via someone on the inside
• Newspaper ads
• E-recruiting
• Problems
• Number of applications very high
• bad screening techniques
• Security and con dentiality fears
• Recruiter characteristics (your in uence)
• Recruiter is symbol of broader organizational characteristics
• Recruiter from functional area, traits, message and behavior are important
• Recruitment message (think about what you write down)
VIDEO 4: EMPLOYER BRANDING
Reputation of organization as employer (policies, rewards, programs and bene ts). Goof employer
branding will boost your recruitment impact, help attract right candidates to organization and
ensure that employees can thrive.
1. Audit current employee brand. What are you communicating to employees. Surveys,
interviews, social media, review site. What do you do well and what needs to be improved.
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, 2. Review recruitment and selection proces (In complete) Is it clear and accurate. Admin proces
smooth, attracting right talent, receive what they need before rst day. Are people exited to
start from day one.
3. Build employer brand (external) based on Employee value position (internal)
4. Set goals. What do you want to look like, etc
5. Divide responsibilities, employer branding team from inside or external agency.
VIDEO 5: SELECTION
Predicting which candidates will make most appropriate contribution to the organization. Now and
in the future.
Selection is discriminating between candidates generated during recruitment.
Interviews
Interview should be structured, everybody treated the same. They should be more formal.
First impression counts.
Structured interview
1. Situational interview
Experience based questions. How you acted.
2. Future oriented questions
Less reliable, you THINK you might act a certain way.
General mental ability test
Best predictor of job related learning,.
Personality tests
What are people like. Big ve, used a lot.
Work sample test
How performing in a simulated job. Roleplay, videogames. Is job speci c, generalizability is low
expensive. Used in assesment center.
Integrity tests
Likelihood of steeling or something else. Not often used
Drug tests: sometimes mandated by law, but very rare.
VIDEO 6: SELECTION METHOD STANDARDS: 5 CRITERIA
Before recruitment you need to know which KASO’s are needed for job. We need to measure
them to objectively compare candidates with each other.
Criteria
1. Reliability
Consistency and stability of results obtained from measurement. Unstructured interview is not
reliable. The same questions every time under same circumstances should give the same result.
2. Validity
How e ective and accurate is measure for what we want to measure.
- Concurrent: Measure all employee’s on test with actual job performance. Does it accurately
predict job succes. High score -> high performance
- Predictive validation: establish relationship with actual applicant and eventual performance on
job. Monitoring performance on job. High score -> high performance = high validity
- Content validity: demonstrate to what extent the measure re ect the skills or attributes that are
needed for the job
3. Generalizability
Extend to which ndings or results can be applied or extended to a broader population or
di erent situation. Common mistake is using one set of tests for every part in organization while it
is only relevant for some of them.
4. Utility
Practical usefulness or e ectiveness of in helping organizations make better hiring decisions and
improve overall performance
5. Legality
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