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Monthly Archives: September 2017

#HR #Word :#Ethical #Penalty

#HR #Word :#Ethical #Penalty

Ethnic penalty in sociology is defined as the economic and non-economic disadvantages that ethnic minorities experience in the labour market compared to other ethnic groups


As an area of study among behavioral economists, psychologists, and sociologists, it ranges beyond discrimination to take non-cognitive factors into consideration for explaining unwarranted differences between individuals of similar abilities but differing ethnicities.

The concept of the ethnic penalty was first discussed by Oxford sociologist Anthony Heath and refined with greater specificity by another Oxford sociologist, Reza Hasmath and, recently, by another sociologist, Elyakim Kislev. 

Heath originally looked at the ethnic penalty by making comparisons between two groups in Britain, whites and blacks, noting that unemployment of black African men was twice as high as unemployment of white men. 

Using 2001 UK census data, Johnston et al. suggests that all ethno-religious groups in the UK experienced ethnic penalties in the labour market, with the exception of White British ethno-religious groups. Carmichael and Woods additionally show that “the penalties paid vary considerably between the minority groups” studied, in the case of black, Indian, Pakistani, and Bangladeshi workers in the United Kingdom. Simpson, Purdam, Tajar, et al. also found that this differs between UK-born members of an ethnic minority and those of the same ethnicity born abroad – UK-born males are more likely to be unemployed than males from overseas, while UK-born women “tend to do better in the labour market than their overseas-born counterparts”.

Beyond this, Simpson et al. confirmed that this disadvantage is not tied to “concentration of ethnic minorities in deprived areas”; those of an “ethnic minority were still twice as likely to be unemployed than their White counterparts… even in areas that are predominantly White”. Recent research has explored the possibility of a “double penalty” which considers the interaction effects of ethnicity and gender.

Reza Hasmath concludes that exclusionary discrimination is not the only potential explanation for ethnic penalties. Conditions such an individual’s social network, a firm’s working culture, and a community’s social trust should be strongly factored.

 Silberman and Fournier, in their investigation of ethnic penalty in France, also highlight that an employer may not necessarily wish themselves to discriminate, but that they may be pressured by “a given company’s employees or a customer wishing to have nothing to do with an individual with this or that characteristic”.

Elyakim Kislev’s work divides the ethnic penalty into four components:

1. Individual characteristics, 

2.Country characteristics, 

3.The social environment in host country, and 

4.The policy environment in host country. 

Kislev shows that the main reasons for immigrants’ disadvantage in terms of labor force participation and household income are both origin and host country characteristics, while the effects of ethnic origins, social exclusion, and policies are weaker. However, ethnic origins and social exclusion actually play a central role in determining unemployment of immigrants.

The above Theory may somewhat Relate to Indian Labour market, Considering the Multi Cultural & Regional Demographic. In Few industries Regional Language is a Barrier, otherwise Skill competency always is a Priority.

 
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Posted by on September 29, 2017 in HR Word of The Day, Uncategorized

 

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#HR#Word:#Acqui-#Sourcing &#Acqui-#Hiring

Acqui-sourcing meaning (acquisition + sourcing) translates to sourcing for acquisition; is a newly coined term, word or phrase, that is in the process of entering common use.

 Acquisourcing is a solution for companies that are interested in acqui-hiring ( Refer Wiki Link).  There is a school of thought that as demand increases  for talent (especially technical talent) it becomes harder and harder to recruit (acquire) that talent.

 Some companies are turning to a technique called [acquihiring] wherein they acquire whole workforces by purchasing a company just to acquire that company’s workforce. Many times product lines and market verticals are discarded in this process – the (only) objective being to acquire a talented workforce. acqui-hiring (acquisition + hiring) translates to hiring by acquisition. 

Acquisourcing is the function of searching out (sourcing) those companies to be purchased (specifically for their workforces) by identifying and speaking with their owners about their willingness to be acquired by another company. It is new terminology in the recruiting, market development, competitive intelligence and mergers & acquisitions (M&A) space.

One feature that is driving acquihiring and the need for acquisourcing is the desire to acquire whole teams inside companies because there is recognition emerging that development efforts are many times enhanced by a team that already works well together. 

Acquisourcing is a process that identifies a potential acquisition candidate followed by a live approach to the owner(s) with an inquiry as to their interest in being acquired by (or partnering with) another company.

Source : Wiki

 
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Posted by on September 28, 2017 in HR Word of The Day, Uncategorized

 

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#Effective #Job #Description- 15 Tips 

Image Content : gethppy.com

 
 

#HR #Word :#Crowdsourcing in #Recruitment

Crowdsourcing recruitment applies the principles of an employer using a community of independent recruiters to source resumes for a particular job.

Amazon, Cisco, Facebook, GE, IBM, Pepsi, Starbucks, PG; what do all these companies have in common, apart from being creators of world class products and services? Answer; they have all used crowdsourcing techniques at one point or another to generate ideas that have already or are expected to turn into new product and service innovations.

So what is crowdsourcing and how can it impact recruitment? Crowdsourcing is a concept made possible by technology, where tasks such as idea generation are outsourced to distributed groups of people; these people could be employees, customers, suppliers or even members of the public.

So, if crowdsourcing is being used by the Fortune 500 to conceive great products, surely it’s not too big a leap to suggest that recruiters can build great teams by generating employee referrals from a talent crowdsourcing corporate program? We already know that recruits from more traditional referral programs have higher retention rates than those from career sites and jobs boards and get hired 55% faster than career sites. So, we can be hopeful that, if effectively deployed, crowd-sourcing recruiting will soon be able to do the same.

It’s just a means of attracting applicants – it’s not an automatic hiring system

Crowd-sourcing is just a form of attraction and not an automatic hiring system. It is a way of encouraging your company’s social followers or friends to send you suggestions/ideas for potentially good employees. But that’s all it is, suggestions for new hire. The candidate will still have to submit a resume, be shortlisted, interviewed and tested against selection criteria and finally be selected by the hiring manager. Referrals from crowd-sourcing have the same due diligence as other methods and the manager has exactly the same control as other methods.

Also, communicate the benefits of employee crowd-sourcing, by letting the manager know that recruiting by this method is faster than traditional channels and produces more loyal employees.

Before you even think about social networks, build an incentive structure

Crowd-sourcing it not a magic wand. If you have not built it, they will not come. What do I mean by this? If your employees, followers and friends do not think your company is worth their own or their friends’ attention, they will be less likely to refer – and your potential referrals will also be less likely to apply. Having a crowd-sourcing program will make you more visible but it won’t automatically make your firm more attractive to top talent.

So you must work on making yourself an employer of choice, by building an attractive culture, set of conditions and work environment and you must build a referral scheme that has suitable incentives to encourage employees to refer star potential. If you want to get the most out of croudsourcing recruiting, you must get the basics right.

Implementing Crowd-sourcing Recruitment

There are two models of crowd-sourcing to consider; these are employee based and open crowd-sourcing where the public are invited to make referrals.

Employee referral, (at least in the traditional format), is tried and tested and is the most effective and influential form of recruitment and this seems like a good starting point for employers looking to get into the game. However, whether going with employee referrals or a more open referral system I recommend that you use some crowd-sourcing software to help ensure you execute this process to the highest level. After all, it is likely to be your most powerful and influential source of recruitment. I also think it supports your employer brand in that it conveys the message, “we are not just using crowd-sourcing to save costs, we are investing in a process that we think we provide long term strategic benefit to the business.”

A good example of social employee referral software is MeshHire. There are of course others on the market, but this is a tidy looking system which allows you to develop and manage a ‘Branded Employee Referral Network’ across the major social networking sites. The system really opens up social media as a crowd-sourcing platform. You can invite employees, or any of your contacts to become virtual recruiters for your business, using Facebook, Twitter, LinkedIn etc. They can be invited to join your private branded job referral community and you can use the system to encourage them to share your job listing with their in-built referral systems.

Excerpts from Recruiter.com

 
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Posted by on September 27, 2017 in HR Word of The Day

 

#HR #Word:#Deep #Work

“The type of work that optimizes your performance is deep work.”

The idea of ‘deep work’ is nothing new. The term was recently coined by Cal Newport, a professor, scientist, and author of “Deep Work: Rules for Focused Success in a Distracted World.” Below are few extracts.

How to create meaningful work

Deep work does not have to be tedious. In fact, it can be enjoyable, creative, meditative, and thought-provoking. Here are some tactics to integrate the principles of deep work into your schedule:

  1. Work deeplyIt takes great patience and practice to get to the point where you can integrate long stretches of deep work into your schedule. Newport created an equation to explain the intensity required of deep work and compared it to students who pulled all-nighters in college.

Work accomplished = (time spent) x (intensity)

Work at a high level with dynamic and intense intervals that increase over time to produce a desirable outcome. Get in the zone for at least 90 minutes and build up to periods that last anywhere from two to four hours, or more.

  1. Protect your time. Maintain a set of rituals and routines to ease deep work into your day more easily. Try implementing scheduling tactics into your workflow like:

Tallies – Keep a tally of the hours you spend working, or when you reach important milestones like pages read or words written.

Deep scheduling – Try scheduling deep work hours well in advance on a calendar, like two or four weeks ahead of time.

Scheduling and tracking time has a huge benefit of giving time back. Many academics, authors, and scientists have been able to produce ample amount of work while working normal hours and having time for personal pursuits or family on evenings and weekends.

  1. Train your brain to do nothing. Try for a moment, to sit still and do nothing. How long do you find it takes until the social stimuli and buzzing signals of your mobile device prove too much? If you can embrace sitting quietly meditating or thinking, or even staring into space, then you can train your brain to spend more time in deeper work.
  1. Quit swimming upstreamDecide for yourself what restrictions you can place on email and social media by removing it from your work week altogether, or by logging out and staying off for an entire day. Evaluate your personal and professional life and experiment where social fits and where it doesn’t. Your result may be a month-long digital detox, or completely cutting the cord on social.
  1. Cut the shallow workEndless meeting requests and instant email responses are turning knowledge workers into ‘human routers’ that create the shallow work that defines many of workplaces. We’ve been groomed to reply and respond because it feels like we’re accomplishing something, when in reality, we’re not.

“Spend enough time in a state of frenetic shallowness,” Newport warns, “and you permanently reduce your capacity to perform deep work.”

Courtesy :Excerpts from below link 👇

https://blog.evernote.com/blog/2017/02/23/deep-work-matters-distracted-world/

 
 

10 #Things to #Add to #Resume and 10 things to #Remove

An interesting Article published on Forbes News letter. The suggestions are practical and can be easily incorporated in one’s Resumes. 


But, it all depends how a Recruiter Or Hiring Managers perceives such Resumes, Many of them are still not updated and just pushing their old school of thoughts.
Below is the Link to the article. Happy Reading.
https://www.forbes.com/sites/lizryan/2017/09/11/ten-things-to-add-to-your-resume-and-ten-to-remove-immediately/#50d4b356677e

 
 

#HR #Word:#Self #Handicapping

Self-handicapping is a cognitive strategy by which people avoid effort in the hopes of keeping potential failure from hurting self-esteem.


It was first theorized by Edward E. Jones and Steven Berg last, according to whom self-handicaps are obstacles created, or claimed, by the individual in anticipation of failing performance.

Self-handicapping can be seen as a method of preserving self-esteem but it can also be used for self-enhancement and to manage the impressions of others. 

This conservation or augmentation of self-esteem is due to changes in causal attributions or the attributions for success and failure that self-handicapping affords. 

There are two methods that people use to self-handicap: 

1. Behavioral and

 2. Claimed self-handicaps. 

People withdraw effort or create obstacles to successes so they can maintain public and private self-images of competence.

Self-handicapping is a widespread behavior amongst humans that has been observed in a variety of cultures and geographic areas.

 For instance, students frequently participate in self-handicapping behavior to avoid feeling bad about themselves if they do not perform well in class.

 Self-handicapping behavior has also been observed in the business world. The effects of self-handicapping can be both large and small and found in virtually any environment wherein people are expected to perform.

If people believe that they are going to fail, they create obstacles and excuses to justify their failures. There are many real world applications for this concept. 

For example, if people predict they are going to perform poorly on tasks, they create obstacles, such as taking drugs and consuming alcohol, so that they feel that they have diverted the blame from themselves if they actually do fail. In addition, another way that people self-handicap is by creating already-made excuses just in case they fail.

Source: HR Groups

 
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Posted by on September 12, 2017 in HR Word of The Day

 
 
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