REVIEW QUESTIONS.

INTERIM EXAM 2012

What is HRM?
1. What is HRM?
The management of an organization's workforce, or human resources. It is responsibe for the attraction,
seection, training, assessment, an! rewar!ing of empo"ees, whie aso o#erseeing organizationa
ea!ership an! cuture, an! ensuring compiance with empo"ment an! abor aws, in#o#es a
manageria !ecisions an! practices that !irect" affect or infuence the peope.
$. What is the !ifference between HRM an! %ersonne management?
HRM concentrates on the panning, monitoring an! contro aspects of resources. &ocuses on in!i#i!ua
'how in!i#i!uas might be moti#ate! an! manage! to achie#e in!i#i!ua an! organizationa goas(.aso
management of managers
%M !eas with a reationship between organization an! empo"ees) *eas with management of
empo"ees.
%M + workforce centere!, not incu!e! in strategic !ecisions whereas HRM is resource centere!.
,. What are the HRM functions 'acti#ities(? *escribe them.
-trategic HRM
./ob ana"sis + !etermining the !uties an! ski re0uirements for a 1ob an! the kin! of person who shou!
be hire! for it)
.HR panning + !eci!ing what positions the firm wi ha#e to fi, an! how to fi them)
.HR recruiting + *e#eoping an appicant poo for the specific position to be fie!)
.2mpo"ee testing, seection, inter#iewing can!i!ates + To seect the best can!i!ates for the 1ob from a
poo of appicants)
.3rientation + pro#i!ing new empo"ees with basic backgroun! information about the firm
.%ersonne training + teaching new empo"ees the basic skis the" nee! to perform their 1obs an!
!e#eopment 'The ac0uisition of knowe!ge, skis, an! beha#iors that impro#e an empo"ee4s abiit" to
meet changes in the 1ob re0uirements an! in cient an! customer !eman!s.
.%erformance appraisa + 2#auating an empo"ee4s current an! past performance reati#e to the person4s
performance stan!ar!s)
.5areer panning an! !e#eopment + 6 process through which a person becomes aware of persona
career+reate! attributes an! the ifeong series of stages that contribute to his or her career fufiment)
.5ompensation+6 forms of pa" or rewar!s going to empo"ees an! arising from their empo"ment( an!
benefits 'In!irect financia an! nonfinancia pa"ments empo"ees recei#e for continuing their
empo"ment with the compan"()
.Taking care of 2mpo"ee safet" an! heath.
.*eaing with ega HRM aspects '7abor reations 8 unions(
Internationa HRM
9. Who are responsibe for HRM acti#ities? What is HR tria!?
1.HR %rofessionas 'insi!e: outsi!e HR professionas, !epartments, organizations(
$. 7ine managers: top managers
,. 2mpo"ees
;. What are the common m"ths about HR? What is the reait"?
%eope go into HR because the" ike peope
HR is about making empo"ee happ"
6n"one can !o HR 'base! on theor" an! research(
HR focuses on costs, which cannot be controe!'create #aue b" increasing inteectua capita within the
firm. HR professionas must a!! #aue, not re!uce costs(
<. What are the chaenges HRM faces?
= Globalizatio an! goba competition
= Increasing !i"#$sit% in the work force
= More !ifferent &o$' a$$a(#)#ts 'temporar", ease! empo"ees, in!epen!ent contractors, part+
timers, #irtua empo"ees(
= *ha(#, change, change 'e.g. -hift from manufacturing to ser#ice an! teecommunications. 2#er"
!a" changes in workpace(
= Matching emphasis on h+)a $#so+$,#s an! organizationa -$o!+,ti"it% an! efficienc".
1
Internationa HRM. HRM en#ironment
>. What are the parts of HRM en#ironment? *escribe them, gi#e e?ampes.
= 2?terna en#ironment@ %2-T27
8 %oitica
8 2conomica
8 -ocia
8 Technoogica
8 2n#ironmenta
8 7ega
= Interna en#ironment@
8 5ompan" cuture
8 Ausiness strateg"
8 Technoog"
B. How tren!s in en#ironment 'e.g. aging of the workforce, increasing !i#ersit" of the workforce, increase
use of socia networks( impact HRM acti#ities 'e.g. recruitment, training, saar" a!ministration,
performance appraisa, career panning(?
C. Wh" !o companies go internationa?
. for growth or e?pansion, !i#ersif" an! e?pan! a business.
. to broa!en their work force an! obtain new i!eas.
1D. *escribe the e#es of goba participation b" 6!er '1CC1(.

%arent
countr"
Host
countries
5orporate
hea!0uarters
5orporate
hea!0uarters
5orporate
hea!0uarters
5orporate
hea!0uarters
&oreign
subsi!iar"
&oreign
subsi!iar"
&oreign
subsi!iar"
&oreign
subsi!iar"
&oreign
subsi!iar"
.o)#sti, It#$atioal M+ltiatioal Global/ T$asatioal
Increasing %articipation in Eoba Markets
11. What are the forms of internationaization?
.1oint #entures with foreign companies
.who"+owne! foreign subsi!iar"
.Internationaization options@ importing, e?porting, franchising, icensing
1$. What are the HRM chaenges for MF5?
= muticutura nature of the workforce
= geographica !ispersion of the workforce
= managing e?patriates, inpatriates, etc.
= e?terna factors of countries where operation are ha#ing impact on HRM@ go#ernment economic,
tra!e poic", abor market con!itions, tra!e unions, heath an! safet" at work.
1,. What are the factors affecting HRM in goba markets?
5uture, e!ucation+human caita, economic factors, an! poitica+ega s"stems.
19. What is@
o %arent countr" 8 the countr" in which the compan"4s corporate hea!0uarters is ocate!
o Host countr" + the countr" in which the parent countr" organization seeks to ocate 'or has
area!" ocate!( a faciit"
o Thir! countr" 8 is a countr" other than the host or parent countr", an! the compan" ma" or
ma" not ha#e a faciit" their.
o 2?patriates 8 non+citizens of the countries in which the" are working. 2mpo"ees sent b" a
compan" in one countr" to manage operations in a !ifferent countr".
o Thir!+countr" nationas 8 citizens of the countr" other than the parent or the host countr"
$
1;. When ocas are chosen in the internationa subsi!iar"?
&amiiar with the compan"4s poicies an! structure, reiabe.
1<. When e?patriates are use! in the internationa subsi!iar"?
When cuture, en#ironment is unknown, to be better accepte! b" the ocas of that countr".
1>. -eection approaches. What is@
o 2thnocentric 8 home countr" attitu!es, management st"e, knowe!ge, e#auation criteria, an!
managers are superior to those of the host countr".
HRM functions centraize! in hea!0uarters
Ge" management 1obs are fie! with parent+countr" nationas 'e?patriates(
o %o"centric 8 on" host countr" managers can un!erstan! the cuture an! the beha#ior of the
host countr" market. Therefore, the foreign subsi!iar" shou! be manage! b" oca peope.
*ecentraize! HRM functions
-ubsi!iar" managers 8ocas, in home office 8 parent count" nationas
= Eeocentric 8 management staff must seecte! on a goba basis. Aest manager of a specific position
ma" be in an" of the countries the firm operates.
5entraize!) Aest peope are chosen for the position regar!ess of nationait"
1B. What is the main factor of e?patriate success 'of H- an! 2uropean mutinationas(?
partnership between@ 3rganization, 2mpo"ee 8 assignee'representati#e(
1C. What are the pecuiarities of the training for e?patriates?
= %ro#i!e! pre+!eparture cross+cutura training as we as in+countr" cross+cutura training in ear"
stages of an o#erseas assignment.
= Returning managers hep the new reocating managers an! their famiies, pass their knowe!ge.
$D. What are the compensation options for e?patriates?
= Headquarters-based model 8 e?patriates are pai! accor!ing to hea!0uarters compensation structure
= Host-country/local-market package + e?patriates are pai! accor!ing to the host+countr" compensation
structure.
= Better of home or host model 8 e?patriates recei#e the higher of the home+countr" s"stem or the host+
countr" s"stem
= Modified home-country model + e?patriates are pai! accor!ing to their home+countr" saar"
structures, an! their i#ing stan!ar! is protecte! 'to be comparabe to the home countr" or some other
chosen stan!ar!(
$1. What are the pecuiarities of performance appraisa for e?patriates?
= who appraises the e?patriate?
8 ocas or home managers?
= what criteria to use?
8 profits an! market share might be infuence! b" oca e#ents 8 poitica instabiit"
= -ome companies offer !e#eoping action pan together with home+countr" super#isor which is
a!1uste! with host+countr" super#isor an! ser#es as basis for appraisa.
$$. What might be the repatriation probems?
= 7ess than 1;I returne! e?patriates were promote!, >;I got !emotion, >DI !i! not know there
specific 1ob assignment when the" returne!.
= 2?patriates after returning in most of the companies are offere! 1obs with ess authorit" an!
responsibiit", their coeagues are promote! instea!.
5hanges in an! out of the office, reorganize! structure an! so on.
A$ti,l#. Aack, /.-. an! Eregersen, H.A. '1CCC(. Th# Ri(ht Wa% to Maa(# E0-ats. Harvard Business
Review, March pril, !"""
$,. When internationa assignment is successfu? *escribe in !etai.
.When focusing on knowe!ge creation an! goba ea!ership !e#eopment .-en! on" peope, whose
technica skis are matche! or e?cee!e! b" their crosscutura abiities. . 2n! e?patriate assignments
with a !eiberate repatriation process
$9. What are the right reasons to sen! e?patriates for?
.*e#eop goba ea!ership skis
.Aroa!en the #iew of the wor!, in#ent new pro!ucts
.Eenerate inno#ati#e i!eas, new knowe!ge
,
$;. What are the right peope to be sent?
Fot on" capabiit" an! technica skis, but aso abiit" to a!1ust to !ifferent customs, broa!+base!
sociabiit", cutura fe?ibiit", cosmopoitan orientation, a coaborati#e negotiation st"e.
$<. How to finish e?patriation the right wa"?
Think about returning e?pats , to < months before the" return@ asses the skis the" gaine!, !eci!e of
suitabe position for them. %repare them for changes in their persona an! professiona an!scapes too.
St$at#(i, $ol# o1 h+)a $#so+$,# )aa(#)#t.
$>. What is strateg"?
a compan"4s ong term pan for how it wi baance its interna strength an! weaknesses with its e?terna
opportunities an! threats to maintain a competiti#e a!#antage
$B. *efine strategic management process.
*efine the business an! its mission) perform e?terna:interna au!it) formuate new business an! mission
statements) transate mission into strategic goas)impement itJ.
2n#ironmenta scanning-trateg" formuation-trateg" impementation-trateg" e#auation
$C. I!entif" an! !efine strateg" e#es.
,D. What are HR roes in strateg" creation accor!ing to *. Hrich '1CC<(?
,1. What !oes HR !epartment !o when it takes a roe of a!ministrati#e partner? 2mpo"ee champion?
-trategic partner? 5hange agent?
,$. Th# t$a!itioal ,o)-o#t. A!)iist$ati"#
o Take care of the a!ministration with respect to ega aspects
o /ob !esign
o 6na"se an! !e#eop competences
9
o &aciitate persona !e#eopment
o *esign an! organize training programs
o -aaries, Aenefits an! compensation
o %romotion
o %erformance appraisa
o -afet"
A real challenge to maintain a recognized added value-Champion
o To make sure e?ecuti#es an! empo"ees tak each other 'faciitator, pro+acti#e,..(
o To answer a nee! of taente! peope 'HRM program(
o High potentias
o %ersona !e#eopment 'empo"abiit", training, new recognition pan(
o &airness
To match the corporate strategy and the HR policy -Partner
o A" creating a more efficient organization
o A" creating #aue 'cost management(
o To be sure that the compan" has the right peope in the right pace in the right time 'training
an! recruitment( accor!ing to the strateg"
o Aenchmark against successfu companies
o Making sure that the workforce is energize! an! mobiize! 'compensation, appraisa s"stem(
To be a key change player and to help others to change-Agent
o 2#i( -$o3a,ti"# i ,ha(# ti)#s 4
%ro#i!e the communication toos to e?pain #ision an! strategies
%romote interna mobiit" to get new wa"s of thinking
o 5la%i( a a,ti"# $ol#4
Impact the transformation of the organization on the staff 'morae, moti#ation,..(, cuture,
structure,..
*esign an! impement training on management issues
,,. 6pproaches of HRM in strateg" creation.
= HR acti#ities are not strategic at a)
= HR4s roe is to fit or a!apt to the compan"4s strateg")
= HR4s is an e0ua partner in the strategic panning process.
*as# 6S&#!ba'. 2#,o)i( th# )ost att$a,ti"# #)-lo%#$7
,9. How is HR !epartment reate! to organizationa o#era strateg" at -we!bank? What roes !oes it e?ecute
accor!ing to Hrich?
,;. *escribe an! critica" e#auate HRM acti#ities performe! at -we!bank.
,<. *escribe approach on how HR !epartment is : is not in#o#e! in strateg" creation at -we!bank.
E8+al o--o$t+iti#s. Maa(i( !i"#$sit%
,>. Which HRM acti#ities are mentione! in the K7aw of 20ua 3pportunitiesL 'of an" other countr"(?
,B. What are the !iscriminator" factors?
6ge, gen!er, !isabiit" status, Race,2thnicit",7anguage,Fationa origin , -ocia status, -e?ua orientation,
Reigion or beiefs
,C. *efine the concept Kgass ceiingL.
barrier that keeps minorities an! women from rising to the upper rungs of the corporate a!!er, regar!ess
of their 0uaifications or achie#ements
9D. What are the !iscriminator" recruitment practices?
;
91. What are the !iscriminator" seection practices?
9$. What is Kbona fi!e occupationa 0uaificationL?
9,. What is !i#ersit" management?
Managing !i#ersit" 8 taking steps to ma?imize !i#ersit"4s potentia a!#antages whie minimizing the
potentia barriers 8 such as pre1u!ice an! bias 8 that can un!ermine the functioning of a !i#erse
workforce.
= 5ompanies hire minorities with anguage an! cutura skis goba compan" nee!s.
= 5ompanies to!a" are increasing" stri#ing for racia, ethic an! se?ua workforce baance not because
of ega imperati#es, but as a matter of economic sef+interest.
99. What are the !imensions of !i#ersit" management?
%rimar" !imension of !i#ersit"@
o 6ge)
o Race)
o %h"sica abiities:0uaities)
o Een!er)
o 2thnicit")
o -e?ua :affectiona orientation)
-econ!ar" !imensions of !i#ersit"@
o Income)
o Marita status)
o Miitar" e?perience)
o Reigious beiefs)
o Eeographic ocation)
o %arenta status)
o 2!ucation)
o Work backgroun!.
6re there an" !iscriminator" practices if@
= 2mpo"er !oes not hire 1$ "ear o! bo"
= 2mpo"er !oes not hire to pubic institution a person who speaks Russian on".
= The woman was transferre! to the other 1ob with !ifferent 'better( con!itions because of her
pregnanc"?
= The woman was not hire! for the roa! construction 1ob which re0uires working with concrete
crusher?
= 2mpo"er asks the "oung woman when she pans to ha#e chi!ren.
= 2mpo"er asks the appicant about the age?
= 2mpo"er is ooking for a mae actor to pa" the roe of Hamet?
= 2mpo"er ies that the position is area!" fie! if gips" 'Rom( appies?
= 2mpo"er puts an a! KHep wante! non+smokersL?
= -uper#isor promotes cathoic not a Musim athough the atter4s 0uaification is higher?
= -uper#isor fires an empo"ee after fin!ing out that he is ga"?
9ob aal%sis
9;. What is 1ob ana"sis?
The proce!ure for !etermining the !uties an! ski re0uirements of 1ob an! the kin! of person who shou! be
hire! for it
9<. What are the pro!ucts of 1ob ana"sis? *escribe them
:9ob !#s,$i-tio + 6 ist of a 1ob4s !uties, responsibiities, reporting reationships, working con!itions, an!
super#isor" responsibiities)
<
:9ob s-#,i1i,atio + 6 ist of a 1ob4s Khuman re0uirementsL, that is, the re0uisite e!ucation, skis,
personait", an! so on.
9>. How is 1ob ana"sis reate! to the other HRM functions?
1ob ana"sis is an important factor in satisf"ing in!i#i!ua empo"ee nee!s as we as usefu faciitator in
achie#ing the organization4s strategic business goas.
9B. *escribe the process of the 1ob ana"sis.
1(how the info wi be use! $( Re#iew backgroun! info ,(-eect representati#e positions 9(6ctua" ana"ze
the 1ob ;( Merif" the 1ob ana"sis !ata <( *e#eop a 1ob !escribtion an! 1ob specification
9C. Who is 'might be( in#o#e! in 1ob ana"sis process?
= HR speciaist
= 2mpo"ee
= 2mpo"ee4s super#isor
;D. What are the !ata coection metho!s use! in 1ob ana"sis?
= The inter#iew)
= Nuestionnaires)
= 3bser#ation)
= %articipant *iar":7ogs)
= Nuantitati#e 1ob ana"sis techni0ues 'e.g. %osition ana"sis 0uestionnaire '%6N(()
= Mutipe sources of information.
;1. *escribe an! gi#e a!#antages an! !isa!#antages of the foowing 1ob ana"sis metho!s@
. Inter#iew@ ;
O If the respon!ent acks rea!ing skis to answer a 0uestionnaire.
O 6re usefu for untanging compe? topics.
O The Inter#iewer can probe !eeper into a response gi#en b" an inter#iewee.
O Inter#iews pro!uce a higher response rate.
3
O The inter#iewer can affect the !ata if he:she is not consistent.
O It is #er" time consuming.
O It is not use! for a arge number of peope.
O The Inter#iewer ma" be biase! an! ask cose! 0uestions.
. Nuestionnaire@ PThe main a!#antage of using 0uestionnaires is that a arge number of peope can be
reache! reati#e" easi" an! economica". 6 stan!ar! 0uestionnaire pro#i!es 0uantifiabe answers for a
research topic. These answers are reati#e" eas" to ana"se.
+the in#estigators ma" not ha#e aske! the right 0uestions which aow new insight in the research topic. 3n
the other han!, 0uestions often on" aow a imite! choice of responses. If the right response is not among
the choice of answers, the in#estigators wi obtain itte or no #ai! information.
+ the #ar"ing responses to 0uestions. Respon!ents sometimes misun!erstan! or misinterpret 0uestions. If this
is the case, it wi be #er" har! to correct these mistakes an! coect missing !ata in a secon! roun!.
. 3bser#ationP +!ata gathere! can be high" reiabe.
Pthe ana"st is abe to see what is being !one.
Pobser#ation is ess e?pensi#e compare! to other techni0ue.
Paows the s"stems ana"st to !o work measurement.
+ +peope fee uncomfortabe being watche!, the" ma" perform !ifferent" when being obser#e!. .
+the task being obser#e! are sub1ecte! to t"pes of interruptions.
+some task ma" not be in the manner in which the" are obser#e!.
+-ometimes peope act temporari" an! perform their 1ob correct" when the" are being obser#e!, the"
might actua" #ioates the stan!ar! of manner.
o %articipant !iar":ogs+ ist of what workers !o !uring the !a". &or e#er" acti#it" he or she
engages in, the empo"ee recor!s the acti#it" 'aong with the time( in a og. This can pro!uce
a #er" compete picture of the 1ob. The empo"ee might tr" to e?aggerate some acti#ities an!
un!erpa" others.
>
;$. *o empo"ees ike 1ob ana"sis process? Wh" or wh" not?
= %ossibe changes to 1ob !uties
= 5hanges to pa"
= 7ack of trust of conse0uences
= The same 1ob tite ma" ha#e !ifferent responsibiities an! pa" rates in !ifferent !epartments
;,. What information is incu!e! in 1ob !escription?
1ob4s !uties, responsibiities, reporting reationships, working con!itions, an! super#isor" responsibiities)
;9. How wou! "ou !efine competenc"+base! 1ob ana"sis?
!escribing a 1ob in terms of the measurabe, obser#abe, beha#iora competencies 'knowe!ge, skis,
beha#iors( an empo"ee must e?hibit to !o the 1ob we.
HR -lai( a! $#,$+iti(
;;. What is@
o %ersonne panning + !eci!ing what positions the firm wi ha#e to fi, an! how to fi them.
o -uccession panning 8 how to fi compan"4s most important e?ecuti#e 1obs.
o Recruitment+ process of attracting, screening, an! seecting a 0uaifie! person for a 1ob:
!e#eoping an appicant poo for the specific position to be fie! using recruitment sources
;<. What are the !ifferences? Wh" are the" important?
= 3rganization changes acti#it", mo#es to new markets)
= 3rganizationa growth)
3rganization increases pro!uction #oume
;>. Who is responsibe for HR panning? Who ese is in#o#e!?
3perating Managers, HR speciaist, empo"ees
;B. Who is responsibe for HR recruitment? Who ese is in#o#e!?
;C. I!entif" an! !efine the metho!s to pre!ict empo"ment nee!s when panning the personne !eman!.
= Tren! ana"sis 8 stu!" of a firm4s past empo"ment nee!s o#er a perio! of "ears to pre!ict future
nee!s)
= Ratio ana"sis 8 a forecasting techni0ue for !etermining future staff nee!s b" using ratios between,
for e?ampe, saes #oume an! number of empo"ees nee!e!)
= 5omputerize! forecast 8 !etermination of future staff nee!s b" pro1ecting saes, #oume of
pro!uction, an! personne re0uire! to maintain this #oume of output, using software packages)
Manageria 1u!gment
<D. *efine the wa"s to forecast the supp" of insi!e can!i!ates.
= Nuaifications in#entories 8 manua or computerize! recor!s isting empo"ees4 e!ucation, career an!
!e#eopment interests, anguages, specia skis, an! so on, to be use! in seecting insi!e can!i!ates
for promotion or transfer.
8 Manua s"stems or repacement charts
8 5omputerize! information s"stems.
<1. What is important in forecasting the supp" of outsi!e can!i!ates?
= What !etermines the personne supp"? 8
'unempo"ment rate, genera economic con!itions, specific in!ustr", competition, !emographic
tren!s(
<$. What might the organization !o if shortage of empo"ees is e?pecte!?
= recruit new fu+time empo"ees
= offer incenti#es for postponing retirement
= rehire retire! empo"ees part time
= attempt to re!uce turno#er
= offer incenti#es for present staff to work o#ertime
= subcontract work to another firm
= hire temporar" empo"ees
= re+engineer to re!uce nee!s
= outsource an entire function
B
= use technoog" to impro#e pro!ucti#it"
<,. What might the organization !o if surpus of empo"ees is e?pecte!?
= !o not repace empo"ees who ea#e
= offer incenti#es for ear" retirement
= transfer or reassign e?cess empo"ees
= re!uce work hours
= a" off empo"ees
<9. I!entif" a!#antages an! !isa!#antages in recruiting interna an! e?terna can!i!ates.
Internas@ P .the strength an! weaknesses of can!i!ate are known
.safer 8 "ou area!" know the skis of the can!i!ate)
.insi!ers are more committe! to the compan")
. 5heaper an! 0uicker to recruit
.ma" re0uire ess orientation an! training as outsi!ers
+ . 7imits the number of potentia appicants
. Fo new i!eas can be intro!uce! from outsi!e the business)
.empo"ees might not want to see their coeague as a boss
.the promote! person might ha#e !ifficuties to shake off the reputation of being Kone of the gangL
.when a the managers are promote! from within the" might want to maintain the status 0uo. When
changes, new point of #iew is nee!e! the can!i!ates are recruite! from outsi!e.
3utsi!ers@ P .3utsi!e peope bring in new i!eas
.7arger poo of workers from which to fin! the best can!i!ate
.%eope ha#e a wi!er range of e?perience
+ .7onger process
.More e?pensi#e process !ue to a!#ertisements an! inter#iews re0uire!
.-eection process ma" not be effecti#e enough to re#ea the best can!i!ate
<;. How wou! "ou recruit interna can!i!ates?
= /ob posting 8 pubicizing an open 1ob to empo"ees 'often b" itera" posting it on buetin boar!s or
intranet(.
= %ersonne recor!s.
= K-kis banksL 8 ist current empo"ees with specific skis.
= Rehiring former empo"ees.
-uccession panning
<<. How wou! "ou recruit e?terna can!i!ates?
= 6!#ertising
= 2mpo"ment agencies
= 2?ecuti#e recruiters
= 5oege recruiting
= Referras
= Wak+ins
= Recruiting on the internet
<>. What !oes 6I*6 mean?
6!#ertisement4s construction. 6I*6 8 attention, interest, !esire, action.
<B. When shou! organization turn to the empo"ment agencies?
when there is a nee! for e?tra staff to hep meet a !ea!ine. aso when there is a #acanc" that nee!s to be
fie! urgent" an! aso for the purpose of ha#ing a professiona han!ing of personne
<C. What is hea!hunter? Which positions !o hea!hunters target at?
specia empo"ment agencies retaine! b" empo"ers to seek out top management taent for their cients
>D. How recruitment an! hea!hunting is reate!?
Aoth are ooking for potentia can!i!ates to enter the nee!e! position
>1. What is referra program?
a business arrangement in which a merchant'commercia( website pa"s someone a commission for
referring customers to the merchant's site.
>$. Who is wak+in, write+in?
>,. *escribe aternati#e staffing@ temporar" workers, outsourcing, an! empo"ee easing 'renting(?
= T#)-o$a$%< -a$t3ti)# &o$'#$s '1ust+in+time workers(.
C
8 ;@
= The" are pai! on" for the 1ob !one. If there is no 1ob, the" are not hire!.
= Eoo! for seasona hires
= 5an!i!ates come area!" preteste! an! traine!
8 3@
= %s"choogica probems 'these empo"ees might not be as o"a, the" might be hoping
for fu+time 1ob an! their hope can be broken(
= O+tso+$,i( +++ 5oncentrating on core process rather than the supporting onesPRe!uce! 3perationa
an! Recruitment costs. + Risk of e?posing confi!entia !ata +Hi!!en costs +7ack of customer focus
8 To hire an outsi!e firm to perform some or the entire function either on or off the
organization4s premises.
= E)-lo%## l#asi(
8 6n empo"ee easing firm recruits, hires, trains, an! compensates empo"ees, an! the
organization that eases them pro#i!es their work faciities, !irect !ai" super#ision, an!
!uties.
8 2mpo"ee easing pro#i!es the organization with fe?ibiit" to change the number of
empo"ees easi" an! without actua a"offs.
>9. What are the a!#antages an! !isa!#antages of aternati#e staffing?
>;. What is the purpose of an appication form?
= 2n!s recruitment
= Intro!uces to the seection proce!ure
the form that pro#i!es information on e!ucation, prior work recor!, an! skis.
><. Where wou! "ou use the information pro#i!e! in an appication form?
%opuar wa" to test a can!i!ate
A$ti,l#. &ernan!ez+6raoz, 5., Ero"sberg, A. an! Fohria, F. '$DDC(. The *efiniti#e Eui!e to Recruiting in
Eoo! Times an! Aa!. Har#ar! Ausiness -choo %ubishing 5orporation
>>. What are the i!eas of the artice base! on?
>B. What is an effecti#e recruitment accor!ing to the authors? I!entif" the steps.
>C. *o !irectors anticipate the personne nee!? How shou! the" !o that?
BD. What kin! of person is nee!e! in the top manager4s position? How to fin! that information?
B1. Who shou! be recruite!? How man" recruits is enough?
B$. Who shou! assess the can!i!ates? What techni0ues shou! be use!?
B,. How to cose the !ea? *oes mone" matter? How much?
B9. Who an! how shou! integrate the newcomer?
B;. How re#iew an! au!it of the recruitment might hep? What shou! be !one with the ba! hires?
1D
E)-lo%## t#sti( a! s#l#,tio
B<. What is empo"ee seection?
seecting the best can!i!ates for the 1ob from a poo of appicants
B>. How wou! "ou !efine test #ai!it" an! reiabiit"?
= #est validity + e#i!ence that the test is 1ob reate!.
= Reliability + The stabiit" of scores obtaine! b" the same person when reteste! with the i!entica or
e0ui#aent tests
BB. I!entif" an! !escribe seection metho!s.
.Marious tests'personait", interests, cogniti#e abiities, achie#ement(
.Inter#iews
.Work samping techni0ue 8measuring performance on actua basic 1ob tasks.
.Miniature 1ob training an! e#auation. I!ea 8 to train can!i!ates to perform a sampe of the 1ob4s tasks
an! then to e#auate their performance.
.Management assessment center + a simuation in which management can!i!ates are aske! to perform
reaistic tasks in h"pothetica situations an! are score! on their performance.
.Aackgroun! in#estigations an! reference checks+ine?pensi#e an! straightforwar! wa" to #erif"
information about the appicant, such as current an! pre#ious 1ob tites, !ates f empo"ment, e!ucationa
backroun!.
BC. 5ompare !ifferent seection metho!s 'e.g. tests, seection inter#iew, re#iewing 5M an! references(.
*efines their strong an! weak points.
Tests+ har! to prepare a reiabe one, which resembes the e?isting work situation an! has such tasks, that are
comprehensi#e an! refect the rea 1ob. Must be !one b" certifie! ps"choogist, otherwise the resuts ma" be
ina!e0uate. Inter#iew+ abiit" to see appicant4s reaction an! actua responses. 5M+ information ma" be not
genuine. Reference ch+ sometimes not usefu, former super#isors ma" ie, because !o not want to !amage a
former empo"ee4s chances for a new 1ob.
CD. *efine the t"pes of tests. *escribe them. 2#auate them critica".
= Tests of cogniti#e abiities
8 Inteigence 'IN( tests.
8 -pecific cogniti#e abiities.
= Tests of motor an! ph"sica abiities.
8 Motor abiities@ finger !e?terit", reaction time.
8 %h"sica abiities@ static strength, stamina
= Tests of personait" an! interests.
8 Ink bot 'cou!e! picture( tests
8 Make a %icture -tor" 'M6%-(
8 House+Tree+%erson 'H+T+%(.
8 Thematic 6pperception test
6chie#ement tests. Measure what person has earne!.
It#$"i#&i( ,a!i!at#s
C1. What is seection inter#iew?
a seection proce!ure !esigne! to pre!ict future 1ob performance on the basis of appicants4 ora
responses to ora in0uiries.
C$. I!entif" an! !escribe the t"pes of seection inter#iew.
5assifie! b" structure, content, how the firm a!ministers them.
.-tructure!:non!irecti#e+ the inter#iewer pursues points of interests as the" come up in response to
0uestions.
.-tructure!:!irecti#e+ foowing a set se0uence of 0uestions.+a are aske! the same 0uestions, more
reiabe an! #ai!.
+++5ontent+.-ituationa+series of 1ob+reate! 0uestions that focus on how the can!i!ate wou! beha#e in a
gi#en situation.
.Aeha#iora+focus on how the can!i!ate reacte! to actua situations in the past.
./ob+reate!+focus on ree#ant past 1ob+reate! beha#iors.
.-tress+ appicant is ma!e uncomfortabe b" a series of often ru!e 0uestions. Heps i!entif"
h"persensiti#e appicants an! those with ow or high stress toerance.
11
++6!ministering the inter#iew++.one+on+one , se0uentia .pane+group of inter#iewers 0uestions the
appicant..mass+se#era can!i!ates simutaneous". .5omputerize!
C,. What can un!ermine an inter#iew4s usefuness?
.Making premature !ecisions
.7etting unfa#orabe information pre!ominate
.Fot knowing the re0uirements of the 1ob
.Aeing un!er pressure to hire
.if persona characteristics+attracti#eness, gen!er or race affects the inter#iew
C9. What is a recommen!e! inter#iew structure?
.1ob ana"sis .rate the 1ob4s main !uties .create inter#iew 0uestions .create benchmark answers .
appoint the inter#iew pane an! con!uct inter#iews
..pan .estabishe! rapport .0uestion the can!i!ate .cose the inter#iew .re#iew the !ata
C;. Who is responsibe for the success of the inter#iew?
Aoth inter#iewer an! inter#iewee+must be prepare!, moti#ate!, enthusiastic.
1$