QUIZ #3

1. Explain briefly the advantages and disadvantages of various ways of eliminating a labor

surplus and avoiding a labor shortage.

Downsizing has to do with reducing the workforce in order to minimize a company's

overall operating costs which can be achieved either on a voluntary or involuntary basis. It is the

act of reducing the overall size of human labor of a company with the goal of retaining a smaller

number of workers and streamlining the company. Many firms feel that they would have to

maintain only a limited number of workers by doing this, and this has the result of lower payroll

costs as well as lower wages. It is even possible for an organization to turn to the use of

computers and to get much greater performance from machines in certain parts of the industry

than could be realized where humans were used. However, several workers will be impacted by

this implementation and the company will have to cope with the payment for continued benefits,

which is very expensive. Downsizing can also reduce the organization's morale and can

potentially face a possible complaint if any of the workers feel like they were unfairly treated

2. Discuss the various recruitment policies that organizations adopt to make job vacancies

more attractive.

Jobs at will means that without any excuse, justification, or notice, an employee will be

dismissed at any moment. That also means that, for any cause or no cause at all, an employee

will leave at any moment. Employees will, if they wish, move positions without warning. But,

regardless of legal criteria, it is normally better to have two weeks' notice to preserve your

integrity with prospective employers. Due process procedures mean that workers ought to

recognize the requirements of the company and the implications of failure to meet their level of

success. If a write-up simply documents a performance issue without referring to the implications

of failure to change, the write-up would lack the "teeth" needed to conform with the requirements

for the correct procedure.

3. Identify the various sources of recruits, their advantages and disadvantages, and the

methods for evaluating them.

Internal sources of recruitment compose of staff who are currently on a company's payroll.

It also includes retired workers who have moved to the organization to operate. Recruitment from

internal channels is achieved by promotion, re-hiring and relocation of staff within the company to

fill up vacancies. External recruiting methods which is advertising role used. Whether managers

prefer internal or external recruitment strategies depends on the degree to which promotions

and changes from within the company are promoted by the policy of the organization. Current

employee who might meet someone who would be eligible and interested in an available

vacancy are an outstanding source of intelligence. Some businesses offer a referral incentive to

enable staff to make work recommendations. People want to connect with people like

themselves, if the employee suits the company, the odds are that his or her referrals would be

successful. Employees whose referrals are recruited are also able to act as advisors to ensure

that their referrals are effective throughout the business. While they're old school, print job

advertisements still play a role in the recruitment scene, especially given the online nature of the

papers. Depending on the job and the business, more of the applicants you are looking for will

focus on print job advertising when searching for vacancies. More so, though, is the prospect of

attracting a broader audience by posting advertisements in the print edition and posting them on

the newspaper's website. Getting a business appearance at job fairs places you in the middle of

a pool of applicants. If you are searching for applicants with a particular skill set, such as web

development or graphic design, this works well, as industry-specific job fairs aim to create more

prospective candidates. Consider job fairs at colleges and universities as well, which have a

fantastic way to meet a pool of possible applicants at the entry stage.

4. Explain the recruiter ‘s role in the recruitment process, the limits the recruiter faces, and

the opportunities available.

In efficient employee sourcing, a recruiter's job is to identify an optimal candidate for a

position while minimizing the amount of individuals a recruiting manager requires to

accommodate. Assuming that each recruiter has strong talent pools, from the client side, the

simplest concept of a recruiter is someone who serves as a filter to find appropriate candidates

for a job based on a collection of qualifications provided to them by a client in the candidate

sourcing phase of a process. A recruiter can also help a corporation take the appropriate action

to ensure that both the employer and the employee make the best possible hiring decision. Work

administration is like a referee in a football match in this respect. No one will care about it if it is

done well, but if it is done badly, it will be the only subject people will talk about.

5. Identify the 17 most relevant recruitment metrics, their usage and importance to effective

and efficient recruitment activities.

Time to efficiency, or period to the Optimum Productivity Level, tests how long it takes

for individuals to be up to speed and efficient. It is the time between the first day of recruiting

and the stage when the worker completely contributes to the business. It refers to the time it

takes for a potential employee to be identified and recruited, often determined by the amount of

days between posting a job vacancy and recruiting the applicant. Time to completion is affected

by the balances of supply and demand for individual positions as well as the pace at which the

recruiting department functions.

Candidate job satisfaction is an excellent way to track whether the expectations set

during the recruiting procedure match reality. A low candidate job satisfaction highlights

mismanagement of expectations or incomplete job descriptions. A low score can be better

managed by providing a realistic job preview. This helps to present both the positive and

negative aspects of the job to potential candidates, thus creating a more realistic view.

Applicants per job opening or applicants per hire gauges the job‘s popularity. A large

number of applicants could indicate a high demand for jobs in that particular area or a job

description that‘s too broad.

The selection ratio is very similar to the number of applicants per opening. When there‘s

a high number of candidates, the ratio approaches 0. The selection ratio provides information

such as the value of different assessment and recruitment tools and can be used to estimate the

utility of a given selection and recruitment system

Cost-per-hire is one of the most important and most commonly used hiring and recruiting

metric. It is linked to recruiting talent and refers to the total cost of bringing the new employee to

the company, including the expense of recruitment process, equipment, travel costs,

administrative costs, and benefits.

Candidate experience is defined as the perception of a job seeker about an employer,

based on the interaction during the complete recruitment process. This includes all points of

contact during recruitment – job search, the application process, interview process and

onboarding. In other words, any candidate experience improvement strategy involves evaluating

every single touchpoint through which a candidate comes into contact with a prospective

employer during the recruitment process and their feelings about the same. This may include

something as simple as a phone call with the recruiter to more complex concepts like the user-

experience on the careers page of the company website.

The offer acceptance rate compares the number of candidates who successfully

accepted a job offer with the number of candidates who received an offer. A low rate is indicative

of potential compensation problems. When these problems occur often for certain functions, the

pay can be one of the factors needed to be considered in the recruiting process to minimize the
impact of a refused job offer. An example is by listing pay in the job opening or by asking for the

candidate‘s salary expectations.

The % of open positions compared to the total number of positions can be applied to

specific departments or to the entire organization even. A high percentage can be indicative of

high demand (for example due to fast growth) or low labor market supply.

Application Completion Rate helps hiring managers optimize their recruitment

processes, used in conjunction with your career site analytics (for example Page Views, Bounce

Rate etc.). Finding the right talent is a difficult task, therefore they need to make sure there are

no unnecessary drop-offs. Employers need to pay attention to the overall user experience in

their online application. Things such as limiting the number of irrelevant data fields and ensuring

that the application is mobile accessible are just a few ways to increase yield in the application

process.

The recruiting funnel has changed a lot over the last few years due to advances in HR

tech. The first few steps are often atomized: software helps to automatically screen CVs and

select the best fits. Some companies opt to go for video interviews to change submittals and

even first interviews.

In order to calculate the cost efficiency of the different sourcing channels recruiters

include ad spend, the amount of money spent on advertisement. The sourcing channel cost per

hire is measured by dividing the ad spend with the number of visitors who successfully applied

through the job opening.

The cost of getting to optimum productivity level (OPL) is the total cost involved in getting

someone up to speed. This includes things like onboarding cost, training cost, the cost of

supervisors and co-workers involved in on-the-job training, and more. Usually, a percentage of

the employee ‘s salary is also included in this calculation, until they hit 100% OPL.
 Time to productivity, or time to Optimum Productivity Level, measures how long it takes to get

people up to speed and productive. It is the time between the first day of hiring and the point where the

employee fully contributes to the organization.