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Roopa Reddy

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Human Resources and Labor Relations HR - Important in companies - Relates to gaining employee commitment (critical success factor) – relies on the others --- they all tie in together - It is a process (all links together, step by step) - Understand they types of roles to be done – designing those jobs - Validity – out of selection methods, is my method valid (are the employees lasting and working out?) Recruitment and selection - Reliable – consistent and determines validity if people are doing well o Finding out relevant information about people you are looking at hiring Extrinsic –things that are external and can bring motivation or joy ( like a reward ) Intrinsic – more coming from your joy of doing that job (doing it because you love it -- internal satisfaction) Pay equity and employment equity --- LOOK AT CHARTS IN THE TEXT BOOK Recruitment objections - ‘Realistic’ approach o Don’t sugar coat it so that people are upset at the end and can lead to high attrition (quitting) o You need to be positive but you must understand the hard work that you must put into the job - Employer Branding o 1 step: Define target audience (who are the types of people you want to recruit, where are they, and what are they looking for from the employer) o 2. Develop the employee value proposition  What benefits will people get out  Why are you unique to competitors o Communicate the brand  How do you do this e.g. advertising o Make sure the message is clear so people understand your message - Selecting Recruitment methods – tools o Yield ratios - % of applicants who move to the next stage  How many people are selected to move to the next stage o Something with a higher yield ratio is more effective than a smaller yield ratio o Time lapse data – time from start of recruitment to start of work  determining how long each stage takes  the data (lead time) helps you to plan based on time to determine which message to choose on recruitment Validation of selection Methods - does this method predict success on the job - criteria that we use to select a person from a job, how is it validated - Criterion Validity o Just because you did well in the interview, does that mean you will perform well on the job - Validation process o Administer the selection procedure to a group of people o Correlate (compare) the results/predictor scores with performance/criterion scores o You want to look for things that are valid in determining success o Predictive  Trying to recruit people to a company (don’t work at the company yet)  More accurate and effective  You are measuring the way you are selecting them (how you think they will perform)  And later you review those prediction of how you thought they would perform with how they actually perform  Time consuming o Concurrent  Already employees of your company  Easily accessible  You look at their job performance through a survey, etc. to see how they see themselves as performing  You look at how they answer the questions within an interview  Saves time, not as accurate  They have already worked at the company and have experience on the job which could alter their answers, and they understand the company culture and know the answer of what the company wants to hear - Application selection methods o Application forms  Employers: Can only ask you information related to the job  Job experience  Education  Can’t ask you (you don’t legally have to provide this information) – can creates bias  Age  Gender  Marital status  Religion  Family life (kids, etc.)  Cultural background  Sexual orientation  Helps to screen applicants  “weight application blank”  Fill in the blanks that are specific to the job are very important  If most people have an undergrad degree, it becomes important/normal for employers to expect people applying to have an undergrad degree - Interview o Most common, but least valid o Least valid because: interviewers (bias, people may feel connections but they are unrelated) and questions (if they are not related, it doesn’t tell you anything about a person and job and how they will perform and be on the job)  Degree of variance
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